Transcript
A
SUMMER TRAINING PROJECT REPORT
ON
“TRAINING AND DEVELOPMENT PROCESS ”
AT
ALEMBIC PHARMA
FOR THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATIONBATCH – 2010-2012
SUBMITTED TO :- SUBMITTED BY:-MAHAMAYA TECHNICAL RASHI AGGARWALUNIVERSITY () MBA – 3RD SEMNOIDA ROLL NO:-1006870035
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DECLARATION
I Rashi Aggarwal hereby declare that the research work presented in this project report entitled
“Working Capital Management” for the fulfillment of degree of Master in Business
Administration from Gautam Buddh Technical University, Lucknow is based on my work during the
summer training in the “Central Electronics limited ,Sahibabad ” . The project embodies the
result of work and studies carried out by me and the content of the project do not form the basis for
the award of any other degree to me or to anybody else.
RAM KUMAR
ROLL NO.:
ii
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CERTIFICATE FROM THE COMPANY
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ACKNOWLEDGEMENT
The project on “ WORKING CAPITAL MANAGEMENT’’ would not have
seen the light of the day without the priceless support and cooperation of Mr Anil Babu sharma
(Chief manager Of Finance and Accounts Department in Central Electronics Limited) and Mr.
Anil Ghai (Project Guide, CENTRAL Electronics Limited, SAHIBABAD) . Hence I extend my
gratitude towards them.
I would like to thank CENTRAL ELECTRONICS LIMITED for giving me an opportunity of
learning and contributing through this project.
As a student of MIET, Meerut I would also like to express my gratitude to the mentor of my
project Mr Sandeep Kapoor who helped in the successful completion of the project.
EXECUTIVE SUMMARY
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Absenteeism is a serious workplace problem and an expensive occurrence for both
employers and employees seemingly unpredictable in nature. Human resource is an
important part of any business and managing them is an important task. Following are the
issue which we discuss In this project work
– To discuss the issue of Employee Absenteeism “work exhaustion or burnout”.
– To explore the impact of burnout on employee absenteeism and turnover.
– To identify possible practical solutions to these problems.
It is often easier for the organizations to make arrangement to cover staffs, which are
going to be off for long periods. However, employees taking odd days off here and
there are more problematic, can have an immediate impact.
If remain unchecked, this type of absence can send out the wrong signals to colleagues who,
in some jobs, are likely to have to cover for those absent. If employers fail to take action, a
‘buggins turn’ mentality may emerge. Frequent absence may have serious repercussions
where staff are employed in customer-facing roles or employed on production lines. The
impact of absence may be most directly felt and the need to arrange cover at short notice
may be paramount.
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CONTENTS
_________________________________________________________________
1: AN INTRODUCTION
COMPANY PROFILE
ABSENTEEISM & ITS EFFECT
2: RESEARCH METHODOLOGY
RESEARCH
OBJECTIVE OF THE STUDY
RESERCH DESIGN
DATA COLLECTION
LIMITATIONS OF THE STUDY
3: ANALYSIS & INTERPRETATION
4: FINDINGS AND SUGGESTIONS
5: CONCLUSION
6: LIMITATIONS
ANNEXURE
BIBLIOGRAPHY
QUESTIONAIRE
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7
INTRODUCTION
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INTRODUCTION
To
The Company
Alembic Limited, with an established presence in the Indian pharma industry has a proud, historical
track record going back one hundred years. With a turnover in excess of Rs1000 crores today,
Alembic Limited is one of India’s leading integrated pharmaceutical companies. We continue to enjoy
leadership positions in antibiotics, anti-infective, anti-cough and also have significant worldwide
presence in specialty therapeutic areas such as cardiology, neurology, diabetology, etc. We have also
plans for expansion in Ophthalmic etc.Alembic’s manufacturing facilities are at Vadodara, Panelav in
Gujarat, and Baddi in Himachal Pradesh. The facilities are approved by the US FDA, EDQM, TGA,
MHRA, and MCC.Alembic Research Center (ARC) a world-class research organization provides a
comprehensive range of services in the areas of synthetic chemistry, formulations, NDDS, as also
preclinical pharmacology, bioequivalence / bioanalytical studies, etc. ARC, designed to state-of-the-
art GLP standards, is spread over an area of 120,000 sq ft, manned by over 300 scientists working on
latest technology and systems. Our current employee strength is in excess of 4500 across the country.
A continuously expanding organization, we invite dynamic, result-oriented professionals to join us
across various functions
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Designation Marketing Executive
Job Description Face of the company for customers. Implement Company strategy. Implement of product promotion strategy. Generate prescriptions in line with the business strategy. Maintain and develop relations with existing and new customers through appropriate propositions and sales methods. Optimize quality of service, business growth, and customer satisfaction.
Desired Profile Freshers with Qualification - BSc / MSc / BPharm .
Age - Upto 25 years ( For Freshers )
- Upto 27 years ( For candidates having minimum 1 year
of Medical Representative Experience )
Experience 1 - 2 Years
Industry Type Pharma/ Biotech/Clinical Research
Role Medical Rep.
Functional Area Sales, BD
Education UG - B.Pharma - Pharmacy,B.Sc - Any Specialization,BVSC - Veterinary Science PG - Any PG Course - Any Specialization
Compensation: Best in the Industry
Location Jamshedpur, Ranchi, Silchar,Motihari Saharsha , Sahebganj
Keywords Medical Repsentative
Contact Mr. Anupam Roy - ZSM - East Alembic Ltd
Telephone 09339143789
Website http://www.alembic-india.com
Job Posted 10 Dec
Reference Mail to mx.tapash.dey@alembic.co.in; mx.anupam.roy@alembic.co.in
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.
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: DOMESTIC FORMULATIONS
Our extensive range of Finished Dosage Forms cover every aspect of human life. We possess
expertise in the manufacture of high volume Finished Dosage Forms and effectively control
their release profile. This expertise is in the field of sterile as well as non-sterile dosage
forms. Alembic has commissioned a solid Oral dosage facility approved by MCC South
Africa and MHRA UK
Find out more about :
Branded Formulations
Antibiotics & Anti bacterials Cough & Cold Antihistamines NSAIDS Oral Hypoglycemic Herbals & NutraceuticalsCardiovascular Others
For Business Inquiries please click here
Generics At present we have 90 brands with extension in various forms covering the therapeutic segments of Antibiotic, Cough & cold, NSAID, B-complex, C.V.Drugs etc.
Therapeutic segments Antiallergic Anticold Preparation AnthelminiticAntimalarials Antimicrobials Antioxidants AntipyreticsAntiseptic Antispasmodic Antiulcerants Cardiovascular Drugs Corticosteroids Cough Preparations Enzyme Preparation Mucolytics & ProteolyticsNsaids Tranquiliser Vitamin Preparations Others
.: BRANDED FORMULATIONS - GYNAECOLOGICAL
For Business Inquiries please click here
Antibiotics & Antibacterials Herbals & Nutraceuticals
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Cough & Cold Cardiovascular
Antihistamines Gynaecological
NSAIDS Gastrointestial
Oral Hypoglycemic Ophthalmic Preparations
Others
GYNAECOLOGICAL PRODUCTS
Crina 20
Ethinyl Estradiol 20 mcg & Drospirenone 3 mg Bottle 20 Tabs
CYCLOSET
Tranexamic acid 500 mg + Mefenamic acid 250 mg tab Strip 6 Tabs
FOLINAL
Folic Acid 5 mg Bottle 30 Tabs
FOLINAL PLUS
Folic Acid 5 mg + Methylcobalamin 750 mcg + Pyridoxine 10 mg
Strip 10 Tabs
FOLIRIPE
Letrozole 2.5 mg tab
GESTOFIT
Natural Micronised Progesterone Strips 10 Tabs
Natural Micronised Progesteron Injection 2ml/4ml
HARMONI
Cyperoterone Acetate 2 mg + Ethinyl estradiol 0.035 mg tab
Strips 21 tabs
LACTONIC
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Satavari (15 gm/100gm), Sowa, Palak, Safed Jeera Bottle 200 gms
MEGA MOM
Whey Protein Isolate with DHA 80 mg & GLA 25 mg per 100 gm
Bottle 200 gms
OVIGYN
HCG 2000, 5000, 10000 IU Bottle 200 gms
RICHAR-XT
Ferrous Ascorbate 100 mg + Folic Acid 1.5 mg tab strips 10 gms
RICHAR-XT - Injection
Iron Sucrose 100 mg/5 ml Injection 5 ml
Vehycal
Calcium Aspartate anhydrous 560 mg tab equivalent to 73 mg elemental calcium
Strips 10 Tabs
BUSINESS OPPORTUNITIES
We are always looking for collaborative business opportunities in the areas of Marketing, Distribution,Co-development, Research, Contract Manufacturing & Joint Ventures. If you are interested in exploring possibilities in any of these areas please click on appropriate partner areas to send us your query.
Name *
Designation *
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Company *
Mailing Address *
City *
Zip/Postal Code *
Country *
Telephone *
Fax
E-mail address *
Website
What kind of Business Partnership are you looking for? (Please check the appropriate box)
Marketing DistributionCo-development
Research
Contract Manufacturing
Joint Venture Other enquiries
WELCOME TO ARCNews & Events
<<Country>>
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ARC is a rapidly growing contract research services organization providing a wide range of services to global research based pharmaceutical and biotech companies.
The services provided are in the domains of Chemistry, Formulations, Pre-clinical Bioequivalence / Bioanalytical studies.
ARC has a multidisciplinary team based approach to the various challenges posed by the drug discovery industry.
We trust in integrity, confidentiality and quality of our research solutions and can be a valued partner to your Research team and drug discovery process.
ARC PROFILE
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Based at Vadodara, India (250 miles north of Mumbai) ARC is the research and development division of Alembic Limited, one of India's reputed and well-established integrated-pharma company.
Objective:
ARC
Offers value-added solutions to increase the efficiency of global pharmaceutical and biotech companies’ R&D efforts.
Through partnering complements the intense R&D efforts of these companies’ to discover, develop & manufacture quality products with greater speed, at reduced costs and total
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confidentiality.
Since its inception in the year 2003, ARC has gained a reputation of a well-known contract research
organization providing good-quality and wide range of services.
Today, we can boast of a number of reputed global companies on our list of clients collaborating with
us in the various domains of services we offer..
With a state-of-the-art research infrastructure spread over an area of 120,000 square feet, ARC’s
facilities have been designed according to GLP standards.
It houses all the major analytical instruments to complement the research work of its scientists. ARC
has a rich-pool of scientists that bring together over 750 man-years of rich and varied experience
spanning across all domains of services.
ARC CAREERS
We share collaborative & symbiotic relationships with preferred business partners, our employees, all
of whom reflect our business ethics, trust & transparency and quality standards.
Our focus on developing human values and potential through various learning and developmental
activities has groomed and retained talent internally by offering promising career opportunities.
Culture, Beliefs & Values
Relations at ARC, be it hierarchical or lateral are essentially formally informal, they are collaborative
rather than being competitive. The basis of our relationship is trust.
The environment at ARC can be defined as positive, informal and not protocol oriented, built on
mutual strengths, where every achievement, big or small is appreciated.
We, at ARC believe in being simple, humble, and honest. We believe in and value human dignity. We
value openness and teamwork in our interpersonal dealings. We respect and reflect a mindset that is
Pro Change. That is the basis of our historical existence and sustained progress.In our quest to be a
global research services provider, ARC is keen to associate with talented, high performing people.
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ARC prides itself for a rich talent base that can successfully propel the company to even greater
heights in an increasingly competitive global R & D environment.
ARC IN NEWS
Alembic Starts Construction of new R&D center
(Date: 2'nd June'03The civil work of the new R&D Centre at Vadodara, Gujarat has commenced on
the 2nd of june 2003. The new Research Centre would offer state-of-the-art research infrastructure
having a carpet area of 80,000 square feet. The facility would consist of Chemistry, Analytical and
Biological Laboratories. An Animal House facility for the pharmacological and toxicological studies
in rodents is also being created.The R&D Center would house an Information center subscribing to
latest books, international and national journals with in-house access to Sci-finder and ST
The civil work of the new R&D Centre at Vadodara, Gujarat has commenced on the 2nd of june
2003. The new Research Centre would offer state-of-the-art research infrastructure having a carpet
area of 80,000 square feet. The facility would consist of Chemistry, Analytical and Biological
Laboratories. An Animal House facility for
Alembic, a Baroda-based pharma company, has scripted a major thrust on contract research as part of
its strategy to increase its presence in the segment.
Alembic has entered a contract research agreement with Chiron Corporation, a research-based
pharmaceuticals company headquartered at Emeryville, California. The agreement, which has been
signed between these two companies, will seek to use the expertise offered by Alembic in the field of
heterocyclic chemistry. Based on Alembic's research, Chiron will develop new drugs for different
therapeutic segments.
"Besides Chiron Corporation, we are also talking to a couple of foreign companies for contract
research," HT Patel, senior VP, Alembic, told ET. The company seeks to boost its revenues by
focusing on contract research and by utilising its R&D base, Mr Patel said.
It may be pointed out that like multinational IT companies, many foreign companies have started
using the R&D base of Indian pharmaceutical companies to develop new drugs. As foreign
companies have started outsourcing molecules from Indian companies, the market size of contract
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research is growing at a rate of 100%, a pharma analyst said. At present, market size of contract
research in the country is around Rs 100 crore and as many 18 companies are engaged in contract
research.
Alembic, which has core concentration on bulk drugs and formation for human health and veterinary
segments, is also restructuring its business to focus on three strategic areas - nutraceuticals,
antidiabetics and antibiotics - which will be the key drivers for growth in the coming years. The
company has recently set up a new division for cardiovascular and diabetic drugs as well.
The company is planning to launch its new drugs in these segments and is targeting the highly
regulative markets like US and Europe for its new drugs.
Alembic enters into contract research agreement with Chiron Corp - California
Source: Economic Times (Date: 5'th Nov' 02)
Alembic Ltd has informed BSE that the company has entered into contract research agreement with
Chiron Corporation, a Research based pharmaceutical company headquartered in Emeryville,
California.
Chiron applies its advanced understanding of the biology of cancer and infectious disease to develop
products from its flatforms in proteins, small molecules and vaccines. The multi year agreement will
seek to utilize the expertise offered by company in the field of Heterocyclic chemistry.
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Alembic and Chiron enter into a research pact
Source: EconomicTimes (Date: 4'th Nov'02)
Mumbai : Alembic has tied up with Chiron Corporation of the US for contract research. The multi-
year deal seek to use expertise offered by the US firm in the field of heterocyclic chemistry. Chiron
Corporation, applies its advanced understanding of the biology of cancer and other infectious diseases
to develop products from its flatforms in proteins, small molecules and vaccines.
Alembic`s research and development team mainly targets on microbial research, reverse engineering,
process improvement, new chemical entities and development of new formulations. The company has
been spending around 2-3 per cent of its turnover on research and development efforts. Alembic spent
around Rs 14.41 crore, or 2.31 per cent of its turnover, on R&D.
The company develops non-infringing patentable routes of manufacturing drugs, whose existing
patents are set to expire in the near future. Alembic also plans to do substantial research work in the
area of new chemical entities to find potent macrolides. Similar project has already been initiated in
association with the National Chemicals Laboratory
The civil work of the new R&D Centre at Vadodara, Gujarat has commenced on the 2nd of june
2003. The new Research Centre would offer state-of-the-art research infrastructure having a carpet
area of 80,000 square feet.
The facility would consist of Chemistry, Analytical and Biological Laboratories. An Animal House
facility for the pharmacological and toxicological studies in rodents is also being created.
The R&D Center would house an Information center subscribing to latest books, international and
national journals with in-house access to Sci-finder and STN.
ALEMBIC BETS BIG ON CONTRACT RESEARCH
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Source: Economic Times (Date:30'th April' 03)
Alembic, a Baroda-based pharma company, has scripted a major thrust on contract research as part of
its strategy to increase its presence in the segment.
Alembic has entered a contract research agreement with Chiron Corporation, a research-based
pharmaceuticals company headquartered at Emeryville, California. The agreement, which has been
signed between these two companies, will seek to use the expertise offered by Alembic in the field of
heterocyclic chemistry. Based on Alembic's research, Chiron will develop new drugs for different
therapeutic segments.
"Besides Chiron Corporation, we are also talking to a couple of foreign companies for contract
research," HT Patel, senior VP, Alembic, told ET. The company seeks to boost its revenues by
focusing on contract research and by utilising its R&D base, Mr Patel said.
It may be pointed out that like multinational IT companies, many foreign companies have started
using the R&D base of Indian pharmaceutical companies to develop new drugs. As foreign
companies have started outsourcing molecules from Indian companies, the market size of contract
research is growing at a rate of 100%, a pharma analyst said. At present, market size of contract
research in the country is around Rs 100 crore and as many 18 companies are engaged in contract
research.
Alembic, which has core concentration on bulk drugs and formation for human health and veterinary
segments, is also restructuring its business to focus on three strategic areas - nutraceuticals,
antidiabetics and antibiotics - which will be the key drivers for growth in the coming years. The
company has recently set up a new division for cardiovascular and diabetic drugs as well.
The company is planning to launch its new drugs in these segments and is targeting the highly
regulative markets like US and Europe for its new drugs.
22
Alembic enters into contract research agreement with Chiron Corp - California Source: Economic Times (Date: 5'th Nov' 02)
Alembic Ltd has informed BSE that the company has entered into contract research agreement with Chiron Corporation, a Research based pharmaceutical company headquartered in Emeryville, California.
Chiron applies its advanced understanding of the biology of cancer and infectious disease to develop products from its flatforms in proteins, small molecules and vaccines. The multi year agreement will seek to utilize the expertise offered by company in the field of Heterocyclic chemistry.
Alembic and Chiron enter into a research pact Source: EconomicTimes (Date: 4'th Nov'02)
Mumbai : Alembic has tied up with Chiron Corporation of the US for contract research. The multi-
year deal seek to use expertise offered by the US firm in the field of heterocyclic chemistry. Chiron
Corporation, applies its advanced understanding of the biology of cancer and other infectious diseases
to develop products from its flatforms in proteins, small molecules and vaccines.
Alembic`s research and development team mainly targets on microbial research, reverse engineering,
process improvement, new chemical entities and development of new formulations. The company has
been spending around 2-3 per cent of its turnover on research and development efforts. Alembic spent
around Rs 14.41 crore, or 2.31 per cent of its turnover, on R&D.
The company develops non-infringing patentable routes of manufacturing drugs, whose existing
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patents are set to expire in the near future. Alembic also plans to do substantial research work in the
area of new chemical entities to find potent macrolides. Similar project has already been initiated in
association with the National Chemicals Laboratory
The 101-year-old Alembic, India's oldest pharmaceutical company, has chalked out an aggressive
expansion plan to double its turnover within 2 to 3 years by foraying into the regulated markets of the
US and Europe as well as contract manufacturing.
The Rs 1,027-crore company has filed 13 abbreviated new drug applications (ANDAs) and 22 drug
master files (DMFs) with the US Food and Drug Administration (FDA) and regulatory agencies in
Europe for supply of formulations and active pharmaceutical ingredients (APIs).
Some of the ANDAs challenge innovator patents and the company's strategy will be to partner with
established companies in the US and Europe for marketing formulations, said Pranav Amin, director,
Alembic.
"I feel we are about ten years late to enter the regulated markets, but will file about 10-12 ANDAs
every year to tap potential in the generic markets of the US and Europe. We will also tap Latin
America and Africa," he said.
Alembic's plan is to follow the low-risk and less-expensive model of roping in strategic alliances with
major companies with presence in the US and Europe for supplying drugs, similar to the business
model of drug major Cipla, instead of creating own front-ends through greenfield projects and
expensive acquisitions in various geographies.
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Currently, exports to non-regulated markets contribute only 20 per cent of the turnover and plans are
afoot to improve this to a ratio of 50:50 in coming years. Alembic was talking to several multinational
and domestic companies to rope in alliances, he said.
"Now large retail chains in the US are looking at second-level Indian companies with quality
manufacturing facilities for direct drug supplies and we will try to capitalise that opportunity. Contract
manufacturing for the big pharma is also another major focus area," said Pranav Amin, the eldest son
of Chirayu Amin, the chairman and managing director of Alembic.
Alembic has already signed a three-year contract manufacturing agreement with a multinational
company to supply APIs, which will fetch it $25-30 million annually.
It also licensed a novel drug delivery system for the extended release version of Keppra
(levetiracetam), Belgian drug major UCB's leading epilepsy drug.
Alembic will benefit with milestone payments of $11 million and low to medium single-digit royalties
on worldwide sales of the new Keppra product, which will soon enter the market.
Commenting on the domestic market, Pranav Amin said the company has restructured the domestic
business, with eight marketing divisions, instead of the earlier five divisions, to focus on acute,
chronic and other speciality products.
The domestic marketing team has shifted to Mumbai from Vadodara, the home of Alembic. The
company recruited 600 medical representatives alone during the last quarter to have a field force of
2,800.
He said focus in the domestic market will be on creating more brands, especially in acute and
speciality segments, to maintain an average growth rate of over 15 per cent every year.
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Alembic, the market leader in anti-infective segment (macrolides), has brands such as Azithral (Rs
60-crore sales) Althrocin (Rs 72.5 crore) and Roxid (Rs 62 crore), which help control about 38 per
cent of the domestic market for anti-infectives.
The acquisition of Dabur's non-oncology business during the last year has helped add about 23
products to the basket, he said.
Alembic seeks allies in US to double sales
The 101-year-old Alembic, India's oldest pharmaceutical company, has chalked out an aggressive
expansion plan to double its turnover within 2 to 3 years by foraying into the regulated markets of the
US and Europe as well as contract manufacturing.
The Rs 1,027-crore company has filed 13 abbreviated new drug applications (ANDAs) and 22 drug
master files (DMFs) with the US Food and Drug Administration (FDA) and regulatory agencies in
Europe for supply of formulations and active pharmaceutical ingredients (APIs).
Some of the ANDAs challenge innovator patents and the company's strategy will be to partner with
established companies in the US and Europe for marketing formulations, said Pranav Amin, director,
Alembic.
"I feel we are about ten years late to enter the regulated markets, but will file about 10-12 ANDAs
every year to tap potential in the generic markets of the US and Europe. We will also tap Latin
America and Africa," he said.
Alembic's plan is to follow the low-risk and less-expensive model of roping in strategic alliances with
major companies with presence in the US and Europe for supplying drugs, similar to the business
model of drug major Cipla, instead of creating own front-ends through greenfield projects and
expensive acquisitions in various geographies.
26
Currently, exports to non-regulated markets contribute only 20 per cent of the turnover and plans are
afoot to improve this to a ratio of 50:50 in coming years. Alembic was talking to several multinational
and domestic companies to rope in alliances, he said.
"Now large retail chains in the US are looking at second-level Indian companies with quality
manufacturing facilities for direct drug supplies and we will try to capitalise that opportunity. Contract
manufacturing for the big pharma is also another major focus area," said Pranav Amin, the eldest son
of Chirayu Amin, the chairman and managing director of Alembic.
Alembic has already signed a three-year contract manufacturing agreement with a multinational
company to supply APIs, which will fetch it $25-30 million annually.
It also licensed a novel drug delivery system for the extended release version of Keppra
(levetiracetam), Belgian drug major UCB's leading epilepsy drug.
Alembic will benefit with milestone payments of $11 million and low to medium single-digit royalties
on worldwide sales of the new Keppra product, which will soon enter the market.
Commenting on the domestic market, Pranav Amin said the company has restructured the domestic
business, with eight marketing divisions, instead of the earlier five divisions, to focus on acute,
chronic and other speciality products.
The domestic marketing team has shifted to Mumbai from Vadodara, the home of Alembic. The
company recruited 600 medical representatives alone during the last quarter to have a field force of
2,800.
He said focus in the domestic market will be on creating more brands, especially in acute and
speciality segments, to maintain an average growth rate of over 15 per cent every year.
27
Alembic, the market leader in anti-infective segment (macrolides), has brands such as Azithral (Rs
60-crore sales) Althrocin (Rs 72.5 crore) and Roxid (Rs 62 crore), which help control about 38 per
cent of the domestic market for anti-infectives.
Alembic launching 7 new products
Vadodara April 13 The Vadodara-based pharma company Alembic Ltd is set to launch
several new products and expects to enter the $200-million formulations spectrum as a future
growth strategy in the overseas market in the next couple of years.
The century-old Alembic with a basket of 200 products is now actively eyeing the $200-
million spectrum in branded formulations business or API. It is also set to launch seven new
products apart from the 24 it recently acquired from Dabur.
Plans are afoot to celebrate Alembic's centenary this year, Chairman and Managing Director,
Mr Chirayu Amin, told Business Line here.
Besides, it is putting in place a new marketing strategy of its popular cough syrup Glycodin
whose sales have shown a downward trend in the recent past.
Announcing completion of acquisition of the entire non-oncology formulation business of
Dabur Pharma Ltd with 24 brands for a consideration of Rs 159 crore, Mr Amin, said that the
company may try to reallocate its assets for financing the recent take-over. Alembic Ltd and
Alembic Glass own about 130 acres each in Vadodara. "We created debt to finance Rs 159
crore and borrowed money. We have good accruals and we may unlock our assets in a couple
of years," he told reporters.
The acquired product mix had a turnover of Rs 75 crore in the last fiscal, which Alembic
expects to increase to Rs 100 crore this year and double in the next three to four years.
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Alembic, whose turnover was nearly Rs 700 crore also expects to increase it to Rs 1,000
crore next year. "We expect our bottomline from the acquisition to be more than 25 per cent
and operating margin Rs 200 crore."
In the next four years, the company expected to equalise its revenue from domestic and
foreign sales from the current 75 per cent and 25 per cent, respectively.
Mr Amin pointed out that most brands Alembic acquired from Dabur are in the high growth
lifestyle therapeutic segments of cardiology, diabetology and gynaecology. Alembic has
created a new marketing arm, named "Summit," to cater to the needs of these speciality
segments. It is already the largest player in the Macrolides (anti-infective) segment of drugs
and is now set to increase market share in the lifestyle segment as well.
Article: Alembic plans to set up its own SEZ.
Alembic plans to set up its own SEZ
Vadodara, Mar 27 (PTI) Alembic, the oldest pharmaceutical company in the country, has decided to
set up its own Special Economic Zone (SEZ) dedicated to the pharma sector, its Chairman and
Managing Director Chirayu Amin said today.
The land for the proposed SEZ is located at Kavi and Nahar village on the Mahisagar Tidal sanctuary,
about 60 kms from here, Amin told PTI.
This will be a single sector SEZ focussing on meeting the requirments of the pharmaceutical industry
for the entire spectrum of naturally Derived/Biologically-developed/
Semi-Synthetically-developed/Synthetically-developed drugs and their ...
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Alembic sets sights on regulated markets
Mr Atul Barman, Vice-President, Alembic Ltd, at a press conference in Mumbai on Wednesday.
ALEMBIC Ltd, the Baroda-based pharma company has set its eyes on the international markets,
particularly the regulated ones such as the US Europe. The company currently has a small presence in
these lucrative markets.
Says Mr Atul Barman, Vice-President, Alembic Ltd, "We are in the preparatory stage as far as the
international markets are concerned. The company has identified two plants in Panela, near Baroda
primarily for exporting to these markets."
The company has started upgradation and expansion process in these two manufacturing facilities. "We are
hoping to get a USFDA (United States Food and Drug Administration) approval by the end of this year,"
Mr Barman said.
Alembic is also scouting for potential partners in the US and Europe for marketing and distribution of its
products. "We are looking at tying up with other companies for marketing and distribution in the generic
category," he said.
The company had late last year announced a restructuring exercise in line with recommendations by global
consultants, Accenture, to increase operational efficiency, productivity, cost rationalisation and supply-
chain management. Subsequently, Alembic formed five business units, the latest one being SynX.
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SynX (or Syndrome X) unit will cater to metabolic disorders comprising central obesity, glucose
intolerance, hyperlipidemia and high blood pressure. According to Mr Barman, the target for the first 18
months would be around Rs 25 crore.
"Initially we will be having about nine products in this segment with a team of about 150 people. We will
also be setting up a call centre for doctors in case they need any samples of the products," he said.
The company also plans to achieve a turnover of Rs 1,800 crore in the next five years and expects to reach
a turnover figure of Rs 1,000 crore in two years.
For the year ended March 2002, the company registered net sales of Rs 560 crore and a net profit of Rs
23.5 crore.
Alembic rises on value buying
Alembic has been rising steadily in the recent past on value buying following a slew of new
developments in the company.
From a recent low of Rs 137 touched on 31 March, the Alembic stock has risen 32.51 per cent to Rs
181.55 on 9 May -- touching a 52-week high of Rs 194 . While the BSE Healthcare Index has risen
1.69 per cent in the same period, the 30-share BSE Sensitive Index (Sensex) has lost 3.23 per cent.
The average daily volumes on the Alembic counter have risen to around 5,000 shares from 2,500
shares during this period.
In a most recent development, Alembic entered into a contract research pact with Chiron Corporation,
a research-based pharmaceutical company based in Emeryville, California, USA.
Chiron applies its advanced understanding of the biology of cancer and infectious disease to develop
products from its platforms in proteins, small molecules and vaccines.
Earlier, Alembic said it was targeting a turnover of Rs 25 crore from its recently set up strategic
business unit SynX for the 18-month period. SynX comprises Alembic's cardio and diabetic division,
which currently accounts for Rs 6.5 crore (Rs 65 million) of the company's turnover. Alembic also
31
said that plans are afoot for launching seven new products under SynX in the next few months. SynX
already has a portfolio of nine products.
SynX caters to patients suffering from a condition called Syndrome X. Syndrome X is a term
indicating the association of glucose intolerance, dyslipidemia, hypertension and insulin resistance.
These metabolic abnormalities are often associated with insulin resistance.
Alembic has already dedicated a 100-member team for the division. Products that have been brought
under this division include nateglinide (Natelide), pioglitazone (Piolem), gliclazide (GLZ, GLZ Plus),
glipiside (Glipy), metformin (Forminal, Forminal SR), alprazolam (Zocam) and vitamins and minerals
(Zivinal CD).
Recently, Alembic has launched a fourth generation injectable cephalosporin, Cefepime, under the
brand name of Cepime. Cepime is the only US FDA approved fourth generation cephalosporin, and
its spectrum of activity is far superior to the existing third generation cephalosporin injections like
Ceftazidime, Ceftriaxone and Cefotaxime.
Earlier, Alembic announced that it was launching a massive nationwide campaign to garner a wider
reach in the rural market for its brand Althrocin, the largest antibiotic brand in India [ Images ].
The campaign, which has been branded 'Hot Wheels', is focussing on doctors in interior areas. The
company wants to penetrate into the rural market. Alembic will put up around 250 shows in different
parts of the country, covering some 4,000 doctors. Besides northern states, the campaign will cover
Madhya Pradesh [ Images ], Maharashtra [ Images ], Andhra Pradesh, West Bengal [ Images ],
Tamil Nadu and Gujarat.
Recently, the Gujarat-based company obtained permission from the Drugs Controller General of
India to launch Cefatemet Pivoxil, an advanced antibiotic. It is the first company to launch the drug in
India. Alembic expects to clock sales of Rs 6 crore in the first year since the launch of the drug.
Alembic has also signed an agreement with an Italian pharma company, Euroresearch, to bring the
latter's products to India. The first product from Euroresearch that Alembic is in the process of
32
launching is Gelfix Pads. It is also exploring the possibility of introducing more products from
Euroresearch to the country, and is studying the product pipeline of the Italian firm in order to expand
the scope of the alliance.
Under the recent restructuring exercise, the company also created five major strategic business units.
It has also identified co-marketing through the franchisee route as a key strategy to optimise
performance.
The five SBUs -- pharma, speciality, franchisee, generics, and over-the-counter -- will promote
specific products.
In a bid to optimise the strength of its massive field force of over 1,200, the company also plans to
float joint marketing alliances with other companies.
The company has also identified six therapeutic segments -- antibacterials/antibiotics, women's health,
pain management, cough and cold preparations, anti-diabetic and cardiovascular as focus areas.
Alembic has also decided to make Mumbai the new hub for the marketing operations and it will be
operating its specialty and OTC divisions from this office.
In September 2002, Alembic announced that it would launch a novel drug delivery system for
Nimesulide shortly for treating pain. The NDDS has been named as Nimegesic OD and has been
developed at the company's research centre. Nimuleside is a widely used non-steroidal, anti-
inflammatory drug and is indicated for pain, fever and inflammation.
For the third quarter ended 30 December 2002, Alembic registered a 31.9 per cent rise in net profit to
Rs 10.79 crore (Rs 8.18 crore) on a 2.8% fall in sales to Rs 121.49 crore (Rs 125.05 crore).
As on 31 December 2002, the promoters held 58.2 per cent stake in Alembic, while the public and
institutions held 29 per cent and 4.7 per cent, respectively.
33
2. LITERATURE REVIEW
TRAINING:
Training is a short term process utilizing a systematic and organized procedure by which non
managerial person acquire technical knowledge and skill for a definite purpose. It refers to
instruction in technical and mechanical operation like operation of some machines. It is
designed prima MSP for non managers, short duration and specific job related purposes.
DEVELOPMENT:
Successful candidate placed on the job need training to perform their duties effectively.
Workers must be trained to operate machines, reduce scrap and avoid accidents. It is not only
the workers who need training.
Title: A Conceptual Review of Human Resource Management Systems in Strategic Human
Resource Management Research
Author: David P. Lepak, Hui Liao, Yunhyung Chung, Erika E. Harden
Book Series: Research in Personnel and Human Resources Management
Year: 2006
Volume: 25
Abstract:
A distinguish feature of strategic human resource management research is an emphasis on
human resource (HR) systems, rather than individual HR practices as a driver of individual &
organizational performance. Yet, there remains a lack of agreement regarding what these
systems are, which practices comprise these systems, how these systems operate, and how
34
they should be studied. Our goal in this paper is to take a step forward identifying and
addressing several conceptual and methodological issues regarding HR systems.
Conceptually we argue that HR system should be targeted towards some strategic objective
and operate by influencing (1) employee knowledge, skill and abilities (2) employee
motivation and effort (3) opportunities for employees to contribute. Methodologically, we
explore issues related to the relationship among policies and practices, sampling issues,
identifying the appropriate referent group, and who should serve as key informants for HR
system studies.
35
3. RESEARCH METHODOLOGY
RESEARCH METHODOLOGY is a way to systemically solve the research problem. It may
be understood as a science of studying how research is done. and it to study the various steps
that are generally adopted by a researcher in studying his research problem it is necessary for
the researcher to design the methodology form the problem as a method differ from problem-
problem.
RESEARCH PROCESS
Before embarking on the detail of research methodology and the techniques it seems
appropriate to present the brief overview of the research process. Research process consists of
series of action or steps necessary to effectively carried out the research and the desired
sequencing of these steps one should remember that the desired sequencing of these steps.
any specific order and researcher have to be constantly anticipating at each steps in the
research process however the following order concerning various steps provide a useful
procedural guideline regarding the research process.
SWOT ANALYSIS
S- STRENGTH
W- WEAKNESS
O- OPPORTUNITIES
T- THREAT
STRENGTH:-
Skilled Manpower
36
High Technology
Devoted Management
WEAKNESS:-
Financial Crunch
Union’s Critical Approach
OPPPRTUNITIES:-
To Retain No.1 Position
Easily Available Labor Force
THREAT:-
They are of two types:-
INTERNAL THREAT:-
Strike
Union Interruption
Lack of Appreciation
EXTERNAL THREAT:-
New Technology
Globalization
New Competitors
3.1 PURPOSE OF THE STUDY
37
I have done my internship in Alembic Pharma, Himanchal. It is Pharma unit so that’s why I
have focused on workmen’s training because the better productivity of the company depends
on the productivity of its workforce. If the workforce is competent and efficient then it will
lead to increase productivity and reduce costs, accidents etc of the organization in whole.
The significance of this project is to give the understanding of how company’s ER
department tries to improve their productivity, good working conditions, proper training and
motivation, reduce cycle time, reduce production cost etc.
In Alembic behavioral as well as technical both trainings are given to the workforce. The
project focuses on how different methods, techniques and policies adopted by the
management to identify training needs of workforce and to provide them proper training
according to need identified. It will help you to understand how organization provides
training time to time and provide chance to workmen to update him/her and to provide
benefit to both him/her and organization.
So in order to identify the training need I have conducted a descriptive and analytical
research based on skill matrix of workers of the different departments. I have observed and
interviewed the workers to know which way of the providing training is beneficial for both
worker and organization, which leads to improve the productivity and quality.
3.2 RESEARCH OBJECTIVE OF THE STUDY
38
The objective for this project is to undertake a study, on training and development of the
employee working in the ALEMBIC PHARMA with a view to know the improvement in the
performance after the training program was imparted to them, and to study the present
situation of the company and to train workforce accordingly.
39
3.3 RESEARCH METHODOLOGY OF THE STUDY
Methodology may be a description of process or may be expanded to include a
philosophically coherent collection of theories, concept or ideas as they relate to a particular
discipline or field of inquiry. This project requires a detailed understanding of the concept –
“TRAINING & DEVELOPMENT”. Therefore , firstly we need to have a clear idea of, what
is TRAINING & DEVELOPMENT , how it is applied in Alembic Pharma and what are the
different ways in which training provided to the employees in the organization etc.
40
3.3.1 RESEARCH DESIGN
Research design is a conceptual structure within which research is conducted; it is basically
the blue print for a collection of data, measurement and analysis of data . “A research design
is the arrangement of conditions for collection and analysis of data in manner that aims to
combine relevance to research purpose with economy in procedure”.
My research design is of descriptive type. A descriptive research includes survey fact
finding and enquiries of different kinds with a major purpose of description of affairs as it
exist in present.
3.3.2 DATA COLLECTION TECHNIQUES
Data collection.
The task of data collection begins after research problem has been defined and research
design/ plan chalked out while deciding about the data collection to be used for studying two
types of data is used. I have used primary and secondary data for which a comprehensive
questionnaire was prepared and was got filled up by the employee of the organization
41
Primary data: Are those which are collected fresh and for first time and thus happen to be
original in character . as:-
Questionnaires: A formal list of the questions answered by the employee of Alembic
Pharma and later analysis the responses. We have used structured questionnaire as a
formal list of question produces more reliable results.
Direct personal: personal interview is versatile and flexible.
Interview: Direct face to face conversation help in getting accurate data.
Secondary data: On the other hand are those which have already been collected by some one
else and which have been already passed on.
the method of collecting primary and secondary data differs since primary data are to
be originally collected while in case in secondary data the nature of data collections works is
merely that of compilation. As:
Internet
Books
Journal
Manuals
Annual reports
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3.3.3 SAMPLE DESIGN
A sampling design is a definite plan for obtaining a sample for a given population. It refers to
the techniques and procedure the researcher would adopt in selecting items for sample design
is determined before data is collected. The sample size should also be ascertained before
starting the research program.
I have choosen a sample size of the 20 employee.
CONCERNED WITH THE TOPIC: TRAINING & DEVELOPMENT
What is Training and Development:-
Training is a short term process utilizing a systematic and organized procedure by which non
managerial person acquires technical knowledge and skill for a definite purpose. It refers to
instruction in technical and mechanical operation like operation of some machines. It is
designed prima MSP for non managers, short duration and specific job related purposes.
NEED FOR TRAINING:
Every organization or established should provide training to all employees irrespective of
their qualification, skill, suitability for the job etc. Thus, no organization can choose whether
or not to train employees.
Training is not something that is done once to new employees; it is used continuously in
every well run establishment. Further, technological changes, automation, require up-dating
the skills and knowledge. As such an organisation has to retrain the old employees.
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An employee’s specification may not exactly suit to the requirements of the job and the
organisation irrespective of his past experience, qualification, skills, knowledge etc. Thus
every management finds deviations between employee’s present specifications and the job
requirements and organizational needs.
The primary goal or most of the organisations is their viability is continuously influenced by
environmental pressure. If the organisation desires to adapt these changes, first it has to train
the employees to impart specific skills and knowledge in order to enable them to contribute to
the organisational efficiency and to cope with the changing environment.
Every organization in order to survive and to be effective should adopt the latest technology,
i.e. mechanization, computerization and automation. Adoption of latest technological means
and methods will not be complete until they are manned by employees possessing skill to
operate them. So, organisation should train the employees to enrich them in the areas of
changing technical skills and knowledge from time to time.
This creates the complex problems of co-ordination and integration and integration of
activities adaptable for and adaptable to the expanding and diversifying situations. This
situation calls for training in the skills of co-ordination, integration and adaptability to the
requirements of growth, diversification and expansion. Companies constantly search for
opportunities to improve organisational effectiveness.
Trends in approach towards personnel management has changed from the commodity
approach to partnership approach, crossing the human relations approach. So training in
human relations is necessary to deal with human problems and to maintain human relations.
44
Training is also necessary when the existing employee is promoted to the higher level in the
organisation and when there is some new job or occupation due to transfer, techniques or
technology.
The need for training also arises to:
o Increase productivity.
o Improve quality of the product/service.
o Help a company to fulfils it future personnel needs.
o Improve organisational climate.
o Improve health and safety.
o Prevent obsolescence.
o Effect the personal growth.
o Minimize the resistance to change.
The factors discussed above are mostly external factors and they are beyond the personnel
manager’s control. These factors often determine the success of training objectives as shown.
Factors Purposes
Technological Advance Improved Productivity
Organisational Complexity Prevention of Obsolescence
Job Requirements Preparation for Higher Level Jobs
Human Relations Top Management Support
Learning Principles Improved Morale
45
TRAINING OBJECTIVES:
Generally line managers ask the personnel manager to formulate the training
policies. The Personnel Manager formulates the following training objectives in seeping with
the Company’s goals and objectives:
To prepare the employee both new and old to meet the present as well as the
changing requirements of the job and the organization.
To prevent obsolescence.
To impart the new entrants the basic knowledge and skill they need for an
intelligent performance of definite job.
To prepare employees for higher level tasks.
To assist employees to function more effectively in their present positions by
exposing them to the latest concepts, information and techniques and
developing the skills they will need in their particular fields.
To build up a second line of competent officers and prepare them to occupy
more responsible positions.
To broaden the minds of senior managers by providing them with
opportunities for an interchange of experiences within and outside with a view
to correcting the narrowness of outlook that may arise from over
specialistaion.
To develop the potentialities of people for the next level job.
To ensure smooth and efficient working of a department.
To ensure economical output of required quality.
To promote individual and collective morale, a sense of responsibility, co-
operative attitudes and good relationships.
46
TRAINING METHODS:
As a result of research in the field of training, a number of programmes are available.
Some of these are new methods, while others are improvements over the traditional methods.
The training programmes commonly used to train operative and supervisory personnel are
discussed below. These programmes are classifield into on the job and off the job training
programmes.
On-the-job Methods Off-the-job Methods
* Job rotation * Vestibule training
* Coaching * Role playing
* Job instruction or * Lecture Methods
* Training through * Conference or Step-by-step Discussion
* Committee Assignments *Programmed Instruction
* Case Studies
* Brainstorming
On-The – Job Training Methods:
This type of training, also known as job instruction training, is the most commonly used
method. Under this method, the individual is placed on a regular job and taught the skills
necessary to perform that job. The trainee learns under the supervision and guidance of a
qualified worker or instructor. On the job training has the advantage of giving first hand
knowledge and experience under the actual working conditions. On-the-job training methods
include job rotation, coaching, job instruction or training through step-by-step and committee
assignments.
47
(a) JOB ROTATION: This type of training involves the movement of the trainee
from one job to another. The trainee receives job knowledge and gains experience
from his supervisor or trainer in each of the different job assignments. Though this
method of training is common in training managers for general management
positions, trainees can also be rotated from job to job in workshop jobs. This
method gives an opportunity to the trainee to understand the problems of
employees on other jobs and respect them.
(b) COACHING: The trainee is placed under a particular supervisor functions as a
coach in training the individual. The supervisor provides who feedback to the
trainee on this performance and offers him some suggestions for improvement.
Often the trainee shares some of the duties and responsibilities of the coach and
relieves him of his burden. A limitation of this method of training is that the
trainee may not have the freedom or opportunity to express his own ideas.
(c) JOB INSTRUCTION: This method is also known as training through step by
step. Under this method, trainer explains the trainee the way of doing the jobs, job
knowledge and skills and allows him to do the job. The trainer appraises the
performance of the trainee, provides feedback information and corrects the
trainee.
(d) COMMITTEE ASSIGNMENTS: Under the committee assignment, group of
trainees are given and asked to solve an actual organisational problem. The
trainees solve the problem jointly. It develops teamwork.
Off- The- Job Training Methods:
Under this method of training, trainee is separated from the job situation and his attention is
focused upon learning the material related to his future job performance. Since the trainee is
48
not distracted by job requirements, he can place his entire commutation on learning the job
rather than spending his time in performing it. There is an opportunity for freedom of
expression for the trainees. Off-the-job training monads are as follows:
(a) VESTIBULE TRAINING: In this method, actual work conditions are simulated
in a classroom. Material, files and equipment those are used in actual job
performance are also used in training. This type of training is commonly used for
training personnel for clerical and semi-skilled jobs.
(b) ROLE PLAYING: It is defined as a method of human interaction that involves
realistic behaviour in imaginary situations. This method of training involves
action, doing and practice. The participants play the role of certain characters,
such as the production manager, mechanical engineer, superintendents,
maintenance engineers, quality control inspectors, foreman, workers and the like.
This method is mostly used for developing interpersonal interactions and
relations.
(c) LECTURE METHOD: The lecture is a traditional and direct method of
instruction. The instructor organise the material and gives it to a group of trainees
in the form of a talk. To be effective, the lecture must motivate and create interest
among the trainees. An advantage of lecture method is that it is direct and can be
used for a large group of trainees. Thus, costs and time involved are reduced.
(d) CONFERENCE OR DISCUSSION: It is a method in training the clerical,
professional and supervisory personnel. This method involves a group of people
who pose ideas, examine and share facts, ideas and data, test assumptions, and
draw conclusions, all of which contribute to the improvement of job performance.
(e) PROGRAMMED INSTRUCTION: In recent years this method has become
popular. The subject matter to be learned is presented in a series of carefully
49
planned sequential units. These units are arranged from simple to more complex
levels of instruction. The trainee goes through these units by answering questions
or filling the blanks. This method is expensive and time consuming.
50
THE TRAINING PROCEDURE:
One of the parts of this programme was the job instruction-training course, which was
concerned with how to teach? The training procedure discussed below is essentially an
adoption of the job instruction training course, which has been proved to have a great value.
(a) Preparing the Instructor: The instructor must know both the job to be taught and
how to teach it. The job must be divided into logical parts so that each can be
taught at a proper time without the trainee-losing plan.
Know the job or subject he is attempting to teach,
Have the aptitude and abilities to teach,
Have willingness towards the profession,
Have a pleasing personality and capacity for leadership,
Have the knowledge of teaching principles and methods,
Be a permanent student, in the sense that he should equip himself with the latest
concepts and knowledge.
(b) Preparing the Trainee: As in interviewing, the first step in training is to attempt
to place the trainee at ease. Most people are somewhat nervous when approaching
an unfamiliar task.
(c) Getting Ready to Teach: This stage of the programme is class hour
Planning the programme.
Preparing the instructor’s outline.
Do not try to cover too much material.
Keep the session moving along logically.
Discuss each item in depth.
Repeat, but in different words.
51
Take the material from standardised texts when it is available.
(d) Presenting the Operation: There are various alternative ways of presenting the
operation, viz., explanation, demonstration etc. An instructor mostly uses these
methods of explanation.
Explain the sequence of the entire job.
Do the job step-by-step according to the procedure.
Explain the step that he is performing.
Have the trainee explain the entire job.
(e) Try out the Trainee’s Performance: As a Continuation of the presentation
sequence given above, the trainee should be asked to start the job or operative
procedure.
(f) Follow-up: The final step in most training procedures is that of follow-up. When
people are involved in any problem or procedure.
PRINCIPLES OF TRAINING:
Motivation: As the effectiveness of an employee depends on how well he is motivated by
management, the effectiveness of learning also depends on motivation. The trainee will
acquire a new skill or knowledge thoroughly and quickly if he or she is highly motivated.
Thus, the training must be related to the desires of the trainee.
It has been found by various research studies that there is a relation between learning rapidly
and effectively and providing right information specifically, and as such the trainer should
not give excessive information or information that can be misinterpreted. The trainee also
wants to learn a new skill without much difficulty and without handing too much or receiving
52
excessive information or wrong type of progressive information. So, the trainer has to
provide only the required amount of progressive information specifically to the trainee.
The effectiveness of the trainee in learning new skills or acquiring new knowledge should be
reinforced by means of rewards and punishments. Punishments are also called negative
reinforcements. Management should take care to award the successful trainees.
A trainee should actively participate in the training programmes in order to make the learning
programme an effective one. Continuous and long practice is highly essential for effective
learning.
It is not clear whether it is best to teach the complete job at a stretch or dividing the job into
parts and teaching each part at a time. If the job is complex and requires a little to long to
learn, it is better to teach part of the job separately and then put the parts together into an
effective complete job.
Difference: Individual training is costly, and group training is economically viable and
advantageous to the organisation. But individuals very in intelligence and aptitude from
person to person. So the trainer has to adjust the training programme to the individual
abilities and aptitude.
Areas of Training:
Organisations provide training to their employees in the following areas:
1) Company policies and procedures.
2) Training in Specific Skills.
3) Human relations Training.
4) Problem solving Training.
5) Managerial and Supervisory Training.
53
6) Apprentice Training.
Company policies and procedures: This area of training is to be provided with a view to
acquainting the new employee with the Company Rules, Practices, Procedures, Tradition,
Management, Organisation Structure, Environment Product Services offered by company etc.
This acquaintance enables the new employee to adjust himself with the changing
situations. Information regarding company rules and policies creates favorable attitudes of
confidence in the minds of new employee about the company and its products/services, as
well as it develops in him a sense of respect for the existing employees of the company and
the like.
The company also provides first hand information to the employee about the skills needed by
the company, its development programmes, quality of product/services and the like. This
enables the new employees to know his share of contribution to the organization’s growth
and development.
Training in Specific Skills: This area of training is to enable the employee more effective
on the job. The Trainer trains the employee regarding various skills necessary to do the actual
job. For example, the clerk in the bank should be trained in the skills of making entries
correctly in the edge, skills and arithmetical calculations, quick comparison of figures, entries
and the like. Similarly, the technical officers are to be trained in the skills of project appraisal,
supervision, follow-up and the like.
Human Relations Training: Human relations training assumes greater significance in
organizations as employees have to maintain human relations not only with other employees
but also with their customers. Employees are to be trained in the areas of self-learning,
interpersonal competence group dynamics, perception, leadership styles, motivation,
54
grievance redressal, disciplinary procedure and the like. This training enables the employees
for better team work, which leads to improved efficiency and productivity of the
organization.
Problem Solving Training: Most of the organisational problems are common
to the employees dealing the same activity at different levels of the organisation. Further
some of the problems of different managers may have the same root cause. Hence,
management may call together all managerial personnel to discuss common problems so as to
arrive at effective solutions across the table. This not only helps in solving the problems but
also serves as a forum for the exchange of ideas and information that could be utilised. The
trainer has to organise such meetings, train and encourage the trainees to participated actively
in such meetings.
Managerial and Supervisory Training: Even the non-managers sometimes perform
managerial and supervisory functions like planning, decision-making, organising,
maintaining inter-personal relations, directing and controlling. Hence management has to
train the employee in managerial and supervisory skills also.
Apprentice Training: The Apprentice Act, 1961 requires industrial units of specified
industries to provide training in basic skills and knowledge in specified trades to educated
employees /apprentices with a view to improving their employment opportunities or to enable
them to start their own industry. This type of training generally ranges between one year to
four years. This training is generally used for providing technical in the areas like trades,
crafts etc.
ADVANTAGES OF TRAINING:
The contributions of imparting training to a Company should be readily apparent. The major
values are:
55
Increased Productivity: An increase in skill usually results in an increment in both
quality and quantity of output. However, the increasingly technical nature of modem jobs
demands systematic training to make possible even minimum levels of accomplishment.
Heightened Morale: Possession of needed skills help to meet such basic human needs as
security and ego satisfaction. Collaborate personnel and human relations programmes can
make a contribution toward morale, but they are hollow shells if there is no solid core of
meaningful work down with knowledge, skill and pride.
Reduced Supervision: The trained employee is one who can perform with limited
supervision. Both employee and supervisor want less supervision but greater
independence is not possible unless the employee is adequately trained.
Reduced Accidents: More accidents are caused by deficiencies in people than by
deficiencies in equipment and working conditions. Proper training in both job skills and
safety attitudes should contribute toward a reduction in the accident rate.
Increased Organisational Stability: The ability of an organisation to sustain its
effectiveness despite the loss of key personnel can be developed only through creation of
a reservoir of employees. Flexibility, the ability to adjust to short-run variations in the
volume of work requires personnel with multiple skills to permit their transfer to jobs
where the demand is highest.
IMPORTANCE OF TRAINING:
Training Benefits the Organisation.
Leads to improved profitability and/or more positive attitudes toward profits
orientation.
Improves the job knowledge and skills at all levels of the organisation.
Improves the morale of the workforce.
Helps people identify with organisational goals.
56
Helps create a better corporate image.
Aids in understanding and carrying out organisational policies.
Provides information for future needs in all areas of the organisation.
Organisation gets more effective decision-making and problem solving.
Helps keep costs down in many areas, e.g. production, personnel, administration, etc.
Develops a sense of responsibility to the organisation for being competent and
knowledgeable.
Improves labour-management relations.
Benefits to the Individual, Which in Turn Ultimately Should Benefit the Organisation:
Helps the individual in making better decisions and effective problem solving.
Through training and development, motivational variables of recognition,
achievement, growth, responsibility and advancement are internalised and
operationalised.
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.
Increases job satisfaction and recognition.
Moves a person toward personal goal while improving interactive skills.
Satisfies, personal needs of the trainer (and trainee).
Provides the trainee an avenue for growth and a say in his/her own future.
Develops a sense of growth in learning.
Benefits in Personnel and Human Relations, Intra and Inter group Relations and
Policy Implementation:
Improves communication between groups and individuals.
57
Aids in orientation for new employees and those taking new jobs through transfer or
promotion.
Provides information on equal opportunity and affirmative action.
Provides information on other governmental laws and administrative policies.
Improves interpersonal skills.
Makes organization policies, rules and regulations viable.
Improves morale.
Builds cohesiveness in groups.
Provides a good climate for learning, growth, and co-ordination.
Makes the organisation a better place to work and live.
TRAINING THE TRAINERS:
When an instructor is required for a training programme, the person should have a
comprehensive understanding of the training material, the subject matter, and the techniques
necessary for the effective presentation of the material. The roles of instructors can very
widely depending upon the training developer’s design for the instructor. Typical roles for the
instructor are those of traditional lecturer, administrator, facilitators, expert, and feedback
provider. An instructor may assume all the roles in a single programme or session or may rely
solely on one for a training programme. Trainer Training, Therefore, must include the entire
array of activities from classroom demeanor to discipline. Formal training for trainer
generally takes a three-fold course training principles and practices; techniques of classroom
behavior; and observation and practice; in the classroom. Trainer must also be taught the
methods used for providing feedback. In a simple stimulus-response situation, such as in the
target shooting example where shooter must know where he hit in previous round to improve,
58
the feedback is simple. The trainer must suppress value judgment in giving feedback.
Feedback must be objective, unless the task is to please another person.
CHOOSING TRAINERS AND TRAINEES:
Great care must be exercised in choosing effective instruction or trainees, for in a
very real sense; the success or the training programme is dependent on the persons who
perform the training task. These are little doubt that trainers themselves need to be trained
and a group of trained trainers could from the nucleus around which the entire trainer effort
of the company can be built.
Another planning factor is the selection of trainees who will participate in the
programmes. In a large number of cases, this is fairly because many straining programmes
are resigned and developed with a particular segment or category of employees in mind. In
other cases, where more general courses are designed, groups of workers may be rotated
through them so that over a period of time, a large cross section is exposed to such
programmes.
59
DEVELOPMENT
In contrast a development is along term process utilizing a systematic and organized
procedure by which managerial personnel get conceptual and theoretical knowledge it is not
technical knowledge or skills but philosophical theoretical educational concept. It is
considered more general than training and more oriented to individuals needs in addition to
organized needs and it is most often aimed towards management people. Usually the intent of
development is to provide knowledge and understanding function more effectively such as
problem solving decision making and relating to people
Successful candidate placed on the job need training to perform their duties effectively.
Workers must be trained to operate machines, reduce scrap and avoid accidents. It is not only
the workers who need training.
Another component of a training and development programme is development which is less
skill oriented but stresses on knowledge about business environment, management principles
and technique, human relations, specific industry analysis and the like is useful for better
management of a company. Supervisors, managers and executives also need to be developed
in order to enable them to grow and acquire maturity of though and action.
Training and development constitute an ongoing process in an organisation. In simple terms,
training and development refer to the importing of specific skills abilities and knowledge to
an employee.
NATURE AND SCOPE OF TRAINING AND DEVELOPMENT
In simple terms training and development refers to the imparting of specific skill and abilities
and knowledge to employee. A formal definition of training and development is a attempt to
60
improve current future employee performance by increasing an employee ability to perform
through learning usually by changing the employee attitude and increasing his or her
knowledge. The need for training and development is determined by the employee
performance deficiency as follows:
TRAINING AND DEVELOPMENT NEED = STANDARD PERFORMANCE –ACTUAL PERFORMANCE.
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TRAINING AND DEVELOPMENT DISTINCTION
LEARNING DIMENSION
TRAINING
DEVELOPMENT
WHO Non-managers managers
WHAT Technical-mechanical operation
Theoretical conceptual ideas
WHY Specific job related information
General knowledge
WHEN Short term Long run
Training is a continuous systematic development among all levels of employees of that
knowledge and their skills and attitude which contribute to their welfare and their company.
Manager development concerns the mean by which person cultivate those skills which
application will improve the efficiency and effectiveness with which the anticipated result of
the particular organizational segment are achieved.
Training is an organised procedure by which learning of knowledge or skill for definite purpose.
Development is a systematic process of training and growth by which an individual gain or
apply knowledge skill etc. in short development brings about a change in personality also.
62
THE TRAINING PROCESS
Important steps in a typical training process:
63
ORGANISATIONAL OBJECTIVE
ASSESSMENT OF TRAINING NEEDS
ESTABLISHMENT OF TRAINING GOALS
DEVISING OF TRAINING PROGRAMME
IMPLEMENTATION OF TRAINING PROGRAMME
EVALUATION OF RESULT
EVALUATION OF TRAINING PROGRAM:
The specification of values forms a basis for evaluation. The basis of evaluation and the mode
of collection of information necessary for evaluation should be determined at the planning
stage. The process of training evaluation has been defined as “any attempt to obtain
information of the effects of training performance, and to assess the value of training in the
light of that information.” Evaluation leads to controlling and correcting the training
64
programme. Hamblin suggested five levels at which evaluation of training can take place, via
reactions, learning, job behavior, organization and ultimate value.
I. Reaction: Training programme is evaluated on the basis of trainee’s reactions to
the usefulness of coverage of the matter, depth of the course content, method of
presentation, teaching methods etc.
II. Learning: Training programme, trainer’s ability and trainee ability are evaluated
on the basis of quantity of content learned and time in which it is learned and
learner’s ability to use or apply, the content he learned.
III. Job Behaviour: This evaluation includes the manner and extent to which the
trainee has applied his learning to his job.
IV. Organisation: This evaluation measures the use of training, learning and change
in the job behavior of the department/organisation in the form of increased
productivity, quality, morale, sales turnover and the like.
V. Ultimate Value : It is the measurement of ultimate result of the contributions of
the training programme to the Company goals like survival, growth, profitability etc.,
and to the individual goals like development of personality and social goals like
maxmising social benefit.
Essential Ingredients for a Successful Evaluation:
There are three essential ingredients in a successful evaluation. They are:
(a) Support throughout the evaluation process. Support items are human resources,
time, finance, equipment and availability of data source, records etc.
65
(b) Existence of open communication channels among top management, participants
and those involved in providing data etc.
(c) Existence of sound management process.
Bases of Evaluation:
Training programme can be evaluated on the basis of various factors like production factor,
general observation, human resource factor, performance, tests, cost-value relationship etc.
Production Factors: In operative training, the prime measure of worth is that of productivity.
Productivity rates covering both quantity and quality are good indicators of the values of
training. In most business situations these rates will have to be obtained before and after
training. In an experimental situation, a control group that does not receive training could be
compared with the one that does in order to ascertain the effect of training. Management will
generally look first at production and wastage rates to determine the worth of operative
training. The other production factors are decrease in unit time and unit cost of production
and reduction in space or machine requirements.
General Observations: General observation should not be overlooked as a means of training
evaluation. The immediate supervisor is often a good judge of the skill level of his
subordinates. For on-the-job training programmes, the supervisor is, in effect, the judged of
his or her own efforts. If the supervisor is treated as a part of the professional management of
the organisation and is properly selected and trained, this self-analysis and appraisal can be
quite accurate and objective. The efficient supervisor observes accurately the level of skill
and knowledge acquired by the trainee during the training programme. Me also observe how
effectively the trainees apply the acquired skill and knowledge to the present and future jobs.
66
Human resource Factor: Training programme can also be evaluated on the basis of
employee satisfaction, which in turn can be viewed on the basis of:
(a) Decrease in employee turnover.
(b) Decrease in absenteeism.
(c) Decrease in number and severity of accidents.
(d) Betterment of employee morale.
(e) Decrease in grievance and disciplinary cases.
(f) Reduction in time to earn piece rates.
(g) Decrease in number of discharges or dismissals.
Performance Tests: In the immediate sense, the specific source of training can be evaluated
in terms of written and performance tests. The test is supported by a sample of what the
trainee knows or can do. Successful accomplishment of the tests would indicate successful
training. But the true test is whether or not what has been learned in training is successfully
transferred and applied to the job. It is dangerous to rely upon tests alone to demonstrate the
true value of training. Performance appraisal on the job before and after training may be
supplemented to the tests.
Cost-Value Relationship: Cost factor in training should be taken into consideration in
evaluating the training effectiveness. Cost of various techniques of training and their value in
the form of reduced learning time, improved learning and higher performance can be taken
into account. Cost of training includes cost of employing trainers, and trainees, providing the
means to learn, maintenance and running of training centers, wastage, low level of
67
production, opportunity cost of trainers and trainees etc. The value of the training includes
increased value of human resources of both the trainee and trainer and their contribution to
raise production, reduce wastage, breakage, minimization of time requirement etc.
Cost-value relationship of a training programme or a training technique is helpful in:
a. Determining the priorities for training (for present and potential managers, age
structure of the trainees etc.).
b. Matching the employee and job through training.
c. Determining the work of management sacrifices (like time taken by training
programme, non-availability of staff for production during training period etc.).
d. Choosing the right training method.
e. And one of the possible combinations of the methods of training evaluation listed
below can be used by an organisation for evaluation depending upon the need and
convenience.
The various methods of training evaluation are:
I. Immediate assessment of trainees’ reaction to the programme.
II. Trainees’ observation during training programme.
III. Knowing trainees’ expectations before the training programme and collection
their views regarding the attainment of the expectations after training.
IV. Seeking opinion of trainee’s superior regarding his/her job performance and
behaviour before and after training.
V. Evaluation of trainee’s skill level before and after training programme.
VI. Measurement of improvement in trainees on the job behavior.
VII. Examination of testing system before and after sometime of the training
programme.
VIII. Measurement of trainee’s attitudes after training programme.
68
IX. Cost-benefit analysis of the training programme.
X. Seeking opinion of trainee’s colleagues regarding his/her job performance and
behavior.
XI. Measurement of levels in absenteeism, turnover, wastage/scrap, accidents,
breakage of the machinery during pre and post period of the training
programme.
XII. Seeking opinions of trainee’s subordinates regarding his/her job performance
and behaviour.
Feedback: Training evaluation information should be provided to the trainer and/ or
instructors, trainees and all other parties concerned for control, correction and improvement
of trainees activities. Further the training evaluator should follow it up to ensure
implementation of the evaluation reported every stage. Feedback information can be collected
on the basis of questionnaire or through interview. Model questionnaire for feedback
information regarding the programme of the Training.
PHASES IN TRAINING PROGRAMS
VARIOUS PHASES OF TRAINING PROGRAM THROUGH WHICH A TRAINING IN THE
ORGNISATION PASSES.
FIRST PHASE - TRAINING ASSESMENT
69
1. TRAINING NEEDS: First identify the weakness in selling skill by management &
survey
of sales representatives and customer.
↓
2. WHO SHOULD BE TRAINED : First identify the weakness in selling skill by
management and survey of sales representatives and customer recruits, existing sales force,
refresher course, independent representative dealers distributors, users.
↓
3. HOW MUCH TRAINING IS NEEDED: half day, 2-3 days, 6 months, continual.
SECOND PHASE – PROGRAMS DESIGNING
1. WHO SHOULD IMPART THE TRAINING: Line personal, Staff - trainers, Outside specialist.
↓
70
2. WHEN SHOULD TRAINING TAKE PLACE: After field experience, Push them of the dock (delayed) continual .
↓3. WHERE SHOULD TRAINING BE DONE: centralized, decentralized field sales office, senior sales people, on the job training, local sales school, local sales seminar or clinic.
↓
4. CONTENT OF TRAINING: attitude towards selling, company knowledge, and application, knowledge of competitive products, knowledge of customers.
↓5. TEACHING METHOD USED IN TRAINING PROGRAMS: lectures, discussions, demonstration, role playing, audio cassette, and video enhance training.
THIRD PHASE - EVALUATION
1. WHAT OUTCOMES WOULD BE EVALUATED: reaction, learning, behaviour, result.
↓2. WHAT MEASURES WOULD BE USED OR EVALUATION: quesstionnarie, observational, performance appraisal reports, ranking.
71
Lectures, Discussion, Demonstration, Role playing, Audio cassette, Video enhance training, On- The –Job training, Company assistance training, Business TV.
72
3.4 LIMITATIONS
Alembic Pharma is making strenuous effort in imparting training and development to
their personnel. There are several problems are related to it which act as a tumbling blocks
hampering the effectiveness of their employees. These problems can be summarized as
follows:
Employees do not enjoy the training because same old patterns of training are used
every time and they don’t find it interesting.
There is a problem in identifying the needs of the employees.
Evaluation is an intrinsic part of the training and development process. No evaluation
has been made to find out the magnitude of the improvement in an employee’s
capabilities after the completion of the course. Without proper evaluation system, we
cannot measure the worth of the training programs for an organization and its
personnel.
73
4. ANALYSIS & INTERPRETATION
MACROANALYSIS
MICRO ANALYSIS
74
MACRO ANALYSIS
INTERPRETATION OF SKILL MATRIX OF HALL NO.1
LINE-1
In the Hall No. 1 on line-1, there are 13 workers and total number of machines is 12. With the
help of skill matrix of workers, prepared on the basis of the star level parameters we can
interpret the skill level of workers of line-1as follows:-
There are 45.51% workers on the star 1 level
There are 19.87% workers on the star 2 level
There are 13.46% workers on the star 3 level
There are 00.00% workers on the star 4 level
There are 07.05% workers on the star 5 level
Rests of the 14.11% workers are those who are not rotated on all of the machines.
75
Star- 146%
Star- 220%
Star- 313%
Star- 57%
Not Rotated14%
HALL 1Line - 1
76
LINE-2
In the Hall No. 1 on line-2, there are 20 workers and total number of machines is 11. With the
help of skill matrix of workers, prepared on the basis of the star level parameters we can
interpret the skill level of workers of line-2 as follows:-
There are 52.27% workers on the star 1 level onLine-2
There are 18.18% workers on the star 2 level onLine-2
There are 13.18% workers on the star 3 level onLine-2
There are 03.18% workers on the star 4 level onLine-2
There are 08.18% workers on the star 5 level onLine-2
Rests of the 05.01% workers are those who are not rotated on all of the machines.
77
Star- 152%
Star- 218%
Star- 313%
Star- 43%
Star- 58%
Not Rotated5%
HALL 1Line - 2
78
LINE-3
In the Hall No. 1 on line-3, there are 14 workers and total number of machines is 11. With the
help of skill matrix of workers, prepared on the basis of the star level parameters we can
interpret the skill level of workers of line-3 as follows:-
There are 51.94% workers on the star 1 level on Line-3
There are 13.63% workers on the star 2 level onLine-3
There are 12.33% workers on the star 3 level onLine-3
There are 05.84% workers on the star 4 level onLine-3
There are 01.94% workers on the star 5 level onLine-3
Rests of the 14.32% workers are those who are not rotated on all of the machines.
79
Star- 152%
Star- 214%
Star- 312%
Star- 46%
Star- 52%
Not Rotated14%
HALL 1Line - 3
80
LINE-4
In the Hall No. 1 on line-4, there are 17 workers and total number of machines is 12. With the
help of skill matrix of workers, prepared on the basis of the star level parameters we can
interpret the skill level of workers of line-4 as follows:-
There are 30.88% workers on the star 1 level
There are 22.05% workers on the star 2 level
There are 15.68% workers on the star 3 level
There are 06.86% workers on the star 4 level
There are 02.94% workers on the star 5 level
Rests of the 21.59% workers are those who are not rotated on all of the machines.
81
Star- 131%
Star- 222%
Star- 316%
Star- 47%
Star- 53%
Not Rotated22%
HALL 1Line - 4
82
LINE-9
In the Hall No. 2 on line-9, there are 23workers and total number of machines is 18. With the
help of skill matrix of workers, prepared on the basis of the star level parameters we can
interpret the skill level of workers of line-9 as follows:-
There are 00.48% workers on the star 1 level
There are 02.17% workers on the star 2 level
There are 10.86% workers on the star 3 level
There are 33.57% workers on the star 4 level
There are 04.10% workers on the star 5 level
Rests of the 48.82% workers are those who are not rotated on all of the machines.
83
Star- 10%
Star- 22%
Star- 311%
Star- 434%
Star- 54%
Not Rotated49%
HALL 2Line - 9
84
LINE-10
In the Hall No. 2 on line-10, there are 21workers and total number of machines is 20. With
the help of skill matrix of workers, prepared on the basis of the star level parameters we can
interpret the skill level of workers of line-10 as follows:-
There are 00.47% workers on the star 1 level
There are 03.09% workers on the star 2 level
There are 13.57% workers on the star 3 level
There are 07.38% workers on the star 4 level
There are 05.23% workers on the star 5 level
Rests of the 70.26% workers are those who are not rotated on all of the machines.
85
Star- 10%
Star- 23%
Star- 314%
Star- 47%
Star- 55%
Not Rotated70%
HALL 2Line - 10
86
LINE-11
In the Hall No. 2 on line-11, there are 18workers and total number of machines is 17. With
the help of skill matrix of workers, prepared on the basis of the star level parameters we can
interpret the skill level of workers of line-11 as follows:-
There are 00.00% workers on the star 1 level
There are 03.92% workers on the star 2 level
There are 10.78% workers on the star 3 level
There are 07.51% workers on the star 4 level
There are 01.30% workers on the star 5 level
Rests of the 76.49% workers are those who are not rotated on all of the machines.
87
Star- 24%
Star- 311% Star- 4
8%Star- 5
1%
Not Rotated76%
HALL 2Line - 11
88
LINE-12
In the Hall No. 2 on line-12, there are 19workers and total number of machines is 19. With
the help of skill matrix of workers, prepared on the basis of the star level parameters we can
interpret the skill level of workers of line-12 as follows:-
There are 00.00% workers on the star 1 level
There are 00.00% workers on the star 2 level
There are 16.34% workers on the star 3 level
There are 00.00% workers on the star 4 level
There are 00.50% workers on the star 5 level
Rests of the 83.16% workers are those who are not rotated on all of the machines.
89
Star- 316% Star- 5
1%
Not Rotated83%
HALL 2Line - 12
90
INTERPRETATION OF SKILL MATRIX OF HEAT TREATMENT
In the Heat treatment section there is not any line system for machines, there are 24 workers
and total number of machines is 19. With the help of skill matrix of workers we can interpret
the skill level of workers of Heat Treatment on the basis of star level parameters as follows:-
There are 00.75% workers on the star 1 level
There are 00.93% workers on the star 2 level
There are 04.32% workers on the star 3 level
There are 06.95% workers on the star 4 level
There are 11.27% workers on the star 5 level
Rests of the 75.28% workers are those who are not rotated on all of the machines.
91
Star- 11%
Star- 21%
Star- 34% Star- 4
7%Star- 511%
Not Rotated76%
HEAT TERATMENT
92
INTERPRETATION OF SKILL MATRIX OF TOOL ROOM
TURNING & MILLING SECTION:-
In the Turning & Milling section there is not any line system for machines, there are 15
workers and typeof machines is 7. With the help of skill matrix of workers we can interpret
the skill level of workers of Heat Treatment on the basis of star level parameters as follows:-
There are 00.00% workers on the star 1 level
There are 09.52% workers on the star 2 level
There are 27.61% workers on the star 3 level
There are 01.90% workers on the star 4 level
There are 01.90% workers on the star 5 level
Rests of the 59.07% workers are those who are not rotated on all of the machines.
93
Star- 210%
Star- 328%
Star- 42%
Star- 52%
Not Rotated59%
TURNING & MILLINGSECTION
94
GRINDING, FITTING & WELDING SECTION:-
In the Grinding, Fitting & Welding section there is not any line system for machines, there
are 12 workers and typeof machines is 8. With the help of skill matrix of workers we can
interpret the skill level of workers of Heat Treatment on the basis of star level parameters as
follows:-
There are 02.08% workers on the star 1 level
There are 04.16% workers on the star 2 level
There are 15.62% workers on the star 3 level
There are 05.20% workers on the star 4 level
There are 02.08% workers on the star 5 level
Rests of the 70.86% workers are those who are not rotated on all of the machines.
95
Star- 12%
Star- 24%
Star- 316%
Star- 45%
Star- 52%
Not Rotated71%
GRINDING, MILLING & WELDINGSECTION
96
RESHARPNING & INSPECTION SECTION:-
In the resharpning& inspection section there is not any line system for machines, there are 5
workers and typeof machines is 5. With the help of skill matrix of workers we can interpret
the skill level of workers of Heat Treatment on the basis of star level parameters as follows:-
There are 08.00% workers on the star 1 level
There are 04.00% workers on the star 2 level
There are 28.00% workers on the star 3 level
There are 28.00% workers on the star 4 level
There are 08.00% workers on the star 5 level
Rests of the 24.00% workers are those who are not rotated on all of the machines.
97
Star- 18% Star- 2
4%
Star- 328%
Star- 428%
Star- 58%
Not Rotated24%
RESHARPNING & INSPECTIONSECTION
98
INTERPRETATION OF SKILL MATRIX OF QUALITY ASSURANCE
In the Quality Assurance department there are 22 workers who provide services to the plant.
With the help of skill matrix of workers, prepared on the basis of the star level parameters we
can interpret the skill level of workers of Central Services as follows:-
There are 00.00% workers on the star 1 level
There are 00.00% workers on the star 2 level
There are 25.00% workers on the star 3 level
There are 50.00% workers on the star 4 level
There are 25.00% workers on the star 5 level
99
Star- 325%
Star- 450%
Star- 525%
QUALITY ASSURANCE
100
INTERPRETATION OF SKILL MATRIX OF CENTRAL SERVICES
In the Central Service department there are 22 workers who provide services to the plant.
With the help of skill matrix of workers, prepared on the basis of the star level parameters we
can interpret the skill level of workers of Central Services as follows:-
There are 09.09% workers on the star 1 level
There are 13.63% workers on the star 2 level
There are 50.00% workers on the star3 level
There are 27.27% workers on the star4 level
There are 00.00% workers on the star 5 level
101
Star- 19%
Star- 214%
Star- 350%
Star- 427%
CENTRAL SERVICES
102
MICRO ANALYSIS
ANALYSIS AND INTERPRETATION OF QUESTIONNAIRE-
Questionnaire was prepared in a view to study the changes in the performance skills and
abilities of the employees of Alembic Pharmaafter the training programme was imparted to
them. For this I have taken a sample size of 20 employees and made an analysis.
Few questions are of general types consisting of employee name and their designation, age
sex etc.
1. Do you receive any kind of Training?
A. YES B. NO
100%
Do you receive any kind of Training?
Yes No
All 20 workers taken as sample size said they all have attended many training
programmes. The ratio for Yes is 100% and 0% for No.
103
2. Which type of training do you received?
A. Technical B. Behavioral C. Managerial
Technical 28% Behavioral 72% Managerial 0%0
10
20
30
40
50
60
70
80
Which type of training do you received?
%
Out of 20 workers 28% workers said they have attended mostly technical training
programmes, 72% said they have attended mostly behavioral training programmes and no
one attended managerial training programme.
3 Are you aware of training policies?
a. YES b. No
1%
99%
Are you aware of training policies?
Yes No
104
Out of 20 workers 99% workers are not aware about the training policies of theorganization.
Only 1% workers aware to the policies.
4. Are you able to understand clearly whatever is covered during the training?
a. YES b. NO
100%
Are you able to understand clearly whatever is covered during the training?
Yes No
All the 20 workers said they understand clearly the topic covered in the training programme.
5. Do you feel that the training received by you is relevant to your work?
a. YES b. NO
105
Yes 91% N0 9%0
102030405060708090
100
Do you feel that the training received by you is relevant to your work?
%
Out of sample size 9% workers think that the training received by them is not relevant to
their work. Rests 91% think the training is relevant.
6. Do you feel any kind of difficulty during the training?
a. YES b. NO
100%
Do you feel any kind of difficulty during the training?
Yes No
All the 20 workers said that they don’t feel any difficulty during the training programmes they
have attended till now.
7. Is there a system of taking your feedback of the training that you receive?
106
a. YES b. NO
100%
Is there a system of taking your feedback of the training that you receive?
Yes No
All the 20 workers said “yes” there is a system of taking feedback of the training
programmes.
8. Do you apply to your work situation whatever you learn during the training?
a. YES b. NO
Yes 75% No 25%0
1020304050607080
Do you apply to your work situation whatever you learn during the training?
%
107
Out of sample size 75% workers are capable to apply whatever they learn during the training
programme and rests of 25% are those who are not capable to apply the knowledge, they got
during the training session.
9. Are you satisfied with the existing training & development system?
a. YES b. NO
b.
Yes 63%
No 37%
0 10 20 30 40 50 60 70
Are you satisfied with the existing training & development system?
%
Out of sample size of 20 workers 63% are satisfied with the existing system of training &
development in organization. Rests of 37% workers are not on a satisfactory position
10. Does your company maintain the training records?
a. YES b. NO c. Don’t know
108
Yes 24% No 7% Don't know 69%0
10
20
30
40
50
60
70
Does your company maintain the training records?
%
Out of the sample size mostly workers don’t know that the company maintains their training
record or not. About training record maintained or not by company 63% workers said they
don’t know 24% said yes and 7% said no
11. Does your company identify Need for training?
a. YES b. NO
Yes10%
No90%
Does your company identify Need for training?
Out of sample size mostly workers think that there is not training need is not identified by the
company. The ratio for the above question is 90% for no and 10% for yes.
109
12. Does your company identify Need for training for freshers as well as for present
employers?
a. YES b. NO c. Can’t say
50%
6%
44%
Does your company identify Need for training for freshers as well as for present employers?
Yes No Can't say
Mostly workers said yes. Out of sample size 50% workers said yes, 44% nothing and 6% no.
13. Does your company use Job Rotation methods to train employees?
a. YES b. NO c. Can’t say
110
Yes 98% No 2% Can't say 0%0
10
20
30
40
50
60
70
80
90
100
Does your company use Job Rotation methods to train employees?
%
Out of sample size about the above question everyone told, 98% workers said yes, 2% said
no.
14. Do you think evaluation is done properly?
a. YES b. NO
Yes 40% No 60%0
10
20
30
40
50
60
Do you think evaluation is done properly?
%
Out of sample size about the above question 60% said no, and 40% said yes.
15. Do you think training policies are followed adequately?
111
a. YES b. NO c. Can’t say
29%
1%
70%
Do you think training policies are followed adequately?
Yes No Can't say
Out of the sample size about the above question 29% employees said yes, 1% no, and 70%
said can’t say.
112
5. FINDINGS & SUGGESTIONS:
FINDINGS….
The top management rewards superiors for carrying out effective training.
The top management plans and budgets systematically made for training
Behavioral objectives are precise.
Trainers provide limited counseling and consulting services to the rest of the
organization.
The benefits of training and development are clear to the top management
113
SUGGESTIONS…..
In the era of the globalization the organization has to face new challenges in the present
context and achieve its objectives. It must be dynamic, desalinated efficient especially in the
training, development placement and promotion of its personnel. The huge investment in the
industrial sectors demand better operational efficiency, better management of capital and
above all, better management & development of human resources.
For enhancing the effectiveness of training & development programme there are few useful
suggestion which is implemented earnestly & sincerely may hopefully add to the luster &
improve the planning execution and follow-up of the training and development programme
in particular.
On the basis of my research I would like to suggest the following points for the organization:-
The appropriate person should be selected for the training.
Some changes to be made in feedback system so that unbiased feedback can
be achieved.
Most of the workers don’t know that company is maintaining their training
records.
Training program should be in a scheduled way so that gap doesn’t be occur
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As the training is given to the workers the training programmes should be of
both types behavioral as well as technical.
Workers are not aware about the training policies of the company there should
be awareness programmes for their awareness.
Mostly workers think that training is given only to the workers who have less
workload.
Training and development programme should be based on specific needs of
the organization and its employees.
Selection of participants should be made on the basis of the needs of the
employees & objectives of the programme.
New technology and methods of training should be used to make it interesting
for the employees.
The programme should be frequently revised so as to be in tune with the ever
changing business and economic environment.
Both in company & external agencies programmes should be evaluated
properly for measuring their effectiveness.
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6. CONCLUSION
Private sector occupies a pivotal position in the Indian economy. It is considered as a
pacesetter for the rest of the economy. It has expanded enormously and contributed a lot
towards the economic growth of country by adding a major share in the net national product
generating gainful employment & growth of every organization depends on the quality of the
manpower,& its people improvement & utilization in suitable challenging jobs. Training and
development is an important aspect of proffessionalisation of our executive cadre. There is no
doubt that training and development can do lot for development of its personnel. Training and
Development can do lot for its personnel. Training and Development is an integral part of the
Human Resource Development HRD. It is an important tool for the organization. To sharpen
executive knowledge with the object of strengthening & profit maximization of the
organization.
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In ALEMBIC PHARMA also training is very helpful towards organization and
employees. The employee attended training program of the company the were also benefited
by it in terms that their performance increased, also almost 70% of the employees also found
changes in terms of productivity i.e. they gained more professional knowledge also almost all
of them can discuss their needs with their superiors. We can therefore say, that training
programs discuss their needs with their superiors. We can therefore say, that training
programs are not only beneficial for the company but also beneficial for the employees
working and personal life.
Therefore training programs should be implemented in every organization for the survival in
the world and achievement of the objectives.
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7. BIBLOGRAPHY
Books referred
C.R Kothari - Research Methodology
Beri – Marketing Research (Tata McGraw Hill) , 1993 , 2nd Edition
K Aswathappa , Human Resource and management, (Tata McGraw - Hill)
HR and PM, 2003, 3rd Edition
Dessler - Human Resource management ( Prentice - Hall) 9th Edition
Robbins S.P. – Organizational Behaviour (Pearson Education , 2003 , 10th Edition)
Pareek U. – Training Instruments for HRD and OD (Tata McGraw Hill) , 2nd Edition
Websites
http://www.pdf-search-engine.com
http://www.mbajunction.com
http://www.hronline.com
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http://www.gharidetergent.com
ANNEXURES
-: Questionnaire:-
1. Do you receive any kind of Training?
a. YES
b. NO.
2. Which type of training do you receive?
a. Technical
b. Managerial
c. Behavioral
3. Are you Aware of training policies?
a. YES
b. NO
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4. Are you able to understand clearly whatever is covered during the training?
a. YES
b. NO
5. Do you feel that the training received by you are relevant to your work?
a. YES
b. NO
6. Do you feel any kind of difficulty during the training?
a. YES
b. NO
7. Is there a system of taking your feedback of the training that you receive?
a. YES
b. NO
8. Do you apply to your work situation whatever you learn during the training?
a. YES
b. NO
9. Are you satisfied with the existing training & development system?
a. YES
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b. NO
10. Does your company maintain the training records?
a. YES
b. NO
11. Does your company identify Need for training?
a. YES
b. NO
12. Does your company identify Need for training for freshers as well as for present
employers?
a. YES
b. NO
c. CAN’T SAY
13. Does your company use Job Rotation methods to train employees?
a. YES
b. NO
c. CAN’T SAY
14. Do you think evaluation is done properly?
a. YES
b. NO
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15. Do you think training policies are followed adequately?
a. YES
b. NO
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