A REPORT ON INPLANT TRAINING WITH REFERENCE TO Malabar Spinning & Weaving Mills Submitted to ANNA UNIVERSITY OF TECHNOLOGY COIMBATORE For the award of the degree of MASTER OF BUSINESS ADMINISTRATION Submitted by Arun Mathew Reg No :098001185003 Under the Supervision and Guidance of Ms.Uma Maheswari K, B.Com, MBA Lecturer RVS FACULTY OF MANAGEMENT KUMARAN KOTTAM CAMPUS KANNAMPALAYAM COIMBATORE – 641 402 AUGUST - 2010
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A REPORT ON INPLANT TRAINING WITH REFERENCE TO
Malabar Spinning & Weaving Mills
Submitted to
ANNA UNIVERSITY OF TECHNOLOGY
COIMBATORE
For the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted by
Arun Mathew
Reg No :098001185003
Under the Supervision and Guidance of
Ms.Uma Maheswari K, B.Com, MBA
Lecturer
RVS FACULTY OF MANAGEMENT
KUMARAN KOTTAM CAMPUS
KANNAMPALAYAM
COIMBATORE – 641 402
AUGUST - 2010
BONAFIDE CERTIFICATE
This is to certify that the Inplant training report submitted to Anna University of
Technology, Coimbatore in partial fulfilment of the requirements for the award of the degree
of MASTER OF BUSINESS ADMINISTRATION is a record of original research work
done by Arun Mathew during the period June 2010 to July 2010 of his study in RVS
FACULTY OF MANAGEMENT, Kannampalayam, under the supervision and guidance of
Ms.Uma Maheswari K and the training report has not formed the basis for the award of any
Degree/ Diploma/ Associateship/ Fellowship or other similar title to any candidate of any
university.
FACULTY GUIDE DEAN
Viva-Voice examination held on__________________________
INTERNAL EXAMINER EXTERNAL EXAMINER
Date:
Place:
DECLARATION
I, Arun Mathew hereby declare that the Inplant training report submitted to Anna
university of Technology, Coimbatore in partial fulfilment of the requirements for the award
of the degree of MASTER OF BUSINESS ADMINISTRATION is a record of original and
independent research work done by me during June 2010 to July 2010 under the supervision
and guidance of Ms. Uma Maheswari K, B.com, MBA Lecturer, RVS Faculty of
Management, Kannampalayam and it has not formed the basis for the award of any Degree/
Diploma/ Associateship/ Fellowship or other similar title to any candidate of any university.
Date: SIGNATURE OF THE STUDENT
Place: ARUN MATHEW
AKNOWLEDGEMENT
I wish to express my hearty thanks to Mr Nanda Kumar, Chairman, Malabar
Spinning & Weaving Mills for granting me permission to do the project work in his
esteemed organisation.
I humbly express my profound thanks to Mr. George, General Manager, Malabar
Spinning & Weaving Mills for his constant encouragement and support during the tenure of
my work.
I express my wholehearted gratitude to our Honourable chairman of RVS Trust
Dr. K. V. Kuppusamy and Managing Trustee of RVS Trust Thiru. K. Senthil Ganesh,
MBA, M.S., for allowing to develop the project in their institution
I am extremely thankful to Dr. Y. Robinson, M.E, Ph.D, Director, RVS
Educational Trust’s Group of Institution, Kannampalyam and to Dr. B. Adalarusu,
M.B.A., M.Phil, P.G.D.P.M.I.R, H.D.S.E, M.I.S.T.E.,Ph.D, Dean RVS Faculty of
Management, Kannampalayam for giving me the wonderful opportunity to feel the corporate
experience through this project.
I am deeply indebted to my faculty guide Ms. Uma Maheswari K, B.com, MBA for
his/her scholarly guidance, valuable suggestions and encouragement throughout the duration
of this project.
I also express my gratitude to the respondents, Parents, and dear friends without
whom the project would not have been successful. Above all, I wish to thank the almighty for
giving courage and wisdom to take up this project and complete it successfully.
ARUN MATHEW
CONTENTS
S.NO PARTICUARS PAGE NO
1 1. INTRODUCTION
1.1. ABOUT INTERNSHIP TRAINING
1-2
2 2. INDUSTRY PROFILE
3-6
3 3.COMPANY PROFILE
7-11
4 4.DEPARTMENT PROFILE
4.1. HUMAN RESOURCE DEPARTMENT
4.2. MARKETING DEPARTMENT
4.3. PRODUCTION DEPARTMENT
4.4. FINANCE DEPARTMENT
4.5. SYSTEMS DEPARTMENT
12-64
5 CONCLUSION
65
6 BIBLIOGRAPHY
66
7 APPENDIX
67-69
I. INTRODUCTION
I.1 ABOUT INTERNSHIP TRAINING:-
Internship training is an exercise for the students who are undergoing M.B.A
program. The objective of the study is to make the student familiar to the current industrial
scenario. It provides the student with the first hand idea on the general working of the
organization. The students get an environment where he/she can actualize the knowledge he
has acquired in his curriculum. The exercise is an opportunity for the student to understand
the organizational structure, the major departments, flow of information and various other
functions in an organization.
Some of the things that can be learned from this training are
To acquire the knowledge about the organization setup of Thiruvannur cotton Mills
Pvt Ltd.
To know about the functional as well as managerial aspects of the company.
To know about the production function of the company.
To have practical knowledge of process involved in company.
To know welfare measures provided to workers in company.
To know the marketing concept involved to market the product of the company.
To know about the income and the out flow of the company.
To know what all are the systems are there in the company.
To know how the labours are employed in the company.
To know how the machines and all are maintained
OBJECTIVES OF THE STUDY:-
To analyze the effectiveness of Malabar Spinning & Weaving Mills and give the
recommendation to improve existing sales and production.
To analyze the consumer behaviours and to study the parameters influencing the
purchase decision.
To study and analyze the production performance of Malabar Spinning & Weaving
Mills
SCOPE OF STUDY
The present study is based up on the activities of Malabar Spinning & Weaving Mills,
P.O. Thiruvannur Nada, Calicut-673029.
METHODOLOGY
The study is based on both primary and secondary data. The primary data are
collected from the manager and other members of company and secondary data are collected
from annual financial statements.
LIMITATIONS OF THE STUDY:-
The study has certain limitations. The main of them are:-
The complete details are not available from the firm and therefore scientific method
could not be employed.
The information is collected from the different departments from the firm.
The time allowed for the study is only a few weeks. It is not sufficient to make an
intensive study of the unit.
INDUSTRY PROFILE
II. INDUSTRY PROFILE
COTTON TEXTILE INDUSTRY
The country’s cotton production has been steadily on the rise with better farm
practices. The average yield has increased to 500 kg per hectare. From a level of importers of
cotton, India has become an exporter of cotton earning a name in the international market.
Presently India is second largest cotton producer in the world next to US and about to
overtake the US as the number ONE in the next couple of years. It is the result of various
factors. Primarily because of rising cultivations of Bt.cotton (Bacillus thuringnsis) and reduce
the farmers input costs, while the yield as well as quality are substantially much larger
compared to traditional varieties. In view of this development, the cotton cultivation acreage
has been steadily going up in India. The farmers have become more knowledgeable to follow
scientific methods to cultivate high yielding long staple cotton varieties.
Besides individual mills are also simultaneously taking steps to improve the cotton
production along with Technology Mission on cotton (TCM), the cotton development
research Associations of organizations (CITI), South Indian Textiles Mills Association
(SIMA) and Kerala State Textile Corporation (KSTC). The resultant factor is quality and
quantity of raw material supply has substantially improved in the country. Due to
globalization of our economy, the conscious of quality inputs and pricing have become
competitive to the international standards and prices. Supply of quality raw material
availability sources of raw material from major cotton exporting countries.
Every organization is a deliberate and planned endeavour of people whose common
goal can be achieved through attainment of targets and goal by individual members in it. No
organization can survive for long unless it takes care of prudent utilization of resources
particularly human resources.
In brief, good business is generally the result of good organization which can
emerge only if it consists of good people who work together as a team. The textile industry
occupies a unique place in our country. One of the earliest to come into existence in India,
it accounts for 14 per cent of the total industrial production, contributes to nearly 30 per
cent of the total exports and is the second largest employment generator after agriculture.
The Indian textile industry is one of the largest in the world with a massive raw material
and textile-manufacturing base. Indian economy is largely dependent on the textile
manufacturing and trade in addition to other major industries about 27 per cent of the
exchange earning are on account of export of textiles and clothing alone.
In India organized textile mill sector has increased from 1787 in 2003-04 to 1789 in
2004-05. During the year 2003-04 the production of yarn was 3051.07 million kg and it had
increased to 3220.59 million kg in 2004-05. The number of workers worked in textiles mills
during the year 2003-04 was 9,28,000 and it have decreased during the year 2004-05 was
9,18,000.
India has the second-largest yarn-spinning capacity in the world (after China),
accounting for roughly 20 percent of the world’s spindle capacity. India’s spinning
segment is fairly modernized; approximately 35 to 40 percent of India’s spindles are less
than 10 years old.
During 1989-98, India was the leading buyer of spinning machinery, accounting
for 28 per cent of world shipments. India’s production of spun yarn is accounted for
almost entirely by the ―organized mill sector,‖ which includes 285 large. Man-made
fibers, wool and silk segment grew by modest 4.5 per cent per annum during the 5-year
period 2000-01 to 2005-06.During the first year of quota-free global trade, production
increased leaps and bounds. Textiles production increased 10 per cent over 2004. The
growth was fuelled by a 22 per cent rise in production of other textiles (including
apparels). Cotton textile also posted an increase of nine percent.
In the last six years, an estimated US$ 6.7 billion has been invested in the textiles
sector, aided by the Technology Up gradation Fund (TUF) scheme. The TUF scheme
expires in March next year (2007) and the quotas on China will be lifted in 2008. Hence,
companies will continue to add capacities over the next year. Also, according to CRISIL,
the sector is likely to rise over US$ 3.5 billion from the capital markets in the next few
years.
The cotton textile industry, one of the oldest and major consumer industries in India,
has assumed national importance by virtue of size, investment, output and employment. The
industry produces a wide range of fabrics to suit specific needs of consumers. Further, the
cotton textile industry occupies a pre eminent place in the Indian economy by contributing a
major share and to the countries industrial production and providing cloth to its millions. The
industry also serves by providing direct employment to 60,00,000 workers in several of its
related activities.
India is one of the largest textile producing countries in the world. The share of the industry
in the export basket of India is around 20%. However, textile industry is vast developing
sector and when the competitions are exorbitant especially in its design and quality we have
to adopt modern technology management, machine so as to complete with other countries in
the international market.
COMPANY PROFILE
III. COMPANY PROFILE
Malabar spinning and weaving mills is one of the premier textile industrial
establishments in Kerala. Ever since its inception, this mill has played a dominant role in the
industrialization of the whole Malabar. It is the first textile mills in Kerala and cotton textile
is the first industry in the whole Malabar. This mill was honored with a ― Certificate of merit‖
form the Government of India for its outstanding performance in exporting in 1975.
The mill, popularly known as ―Thiruvannur cotton mill‖ is located in an area of 14.7t5
acres at Thiruvannur which is 6 kilometers south-east to Kozhikode town. It was in the year
1884, the foundation stone for this mill was laid down by W.H.Will Kingston, the district and
sessions Judge of Malabar. The site for the factory was initially brought from the famous
―Kozhippuram Tharavadu‖ on lease for 99 years.
In its initial stage the company had made an opportunity to give employment to 200
labourers. By using its own fund the company started a general hospital under the name
―Prince of war‖. The same hospital is still functioning at Panniyankara in Kozhikode under
the jurisdictions of corporation of Calicut. The management had to close the company several
times due to financial stringencies. The subsequent closure due to financial losses in the years
1966, 1969 and 1976 compelled the Kerala Government to authorize the power of the
company to Kerala State Textile Corporation [KSTC] under the relief undertaking Act in
1978 for 5 years.
It was in the year 1983 the Kerala Government decided to take over the mill
completely and the name has been changed to Malabar Spinning & Weaving Mill in 1989,
the management stopped the weaving section of the mill due to financial losses. Fifty percent
of the weaving workers voluntarily retired and the remaining were transferred to spinning
section.
THE COMPANY AT A GLANCE
Company address: Malabar spinning & weaving mills,
Thiruvannur Nada, Calicut-673029.
Year of commencement: 1884
Company owned by: Kerala state Textile corporation
General manager: Mr.P.George
Situation: Six kilometers south-east to Calicut town
ORGANIZATIONAL CHART
FINANCE
Krishnan Namboodiri
Rajitha
Susmitha
GENERAL MANAGER
George
PERSONAL OFFICER[H R]
Sreejith
TIME KEEPER
Vijayakumar
SALES
Vijayalakshmi
GODOWN KEEPER
Pramen
MARKETING
Preamen
Vijayalakshmi
PRODUCTION
[Junior Manager]
Pradeep
Preman
[Assistant Manager Spinning]
Jayanth Kumar
Sajith Abbas
Sabu
[ PRODUCTION SUPERVISOR]
Ramachandran
Anoop
CHAIRMAN
Nanda Kumar [KSTC]
M.D
Ganesh [KSTC]
PRODUCT:
COTTON YARN
PRODUCTION RESOURCES
1. Raw material - cotton
2. Electrical power
3. Labor
4. Stores
5. Packing material
PROCUREMENT OF RAW MATERIALS
Presently Cotton is used as raw material which is bought from local and other
states. Depending upon the yarn demand situations, the management will take orders for the
raw cotton and likewise the production takes. The major contribution of cottons where from
Andra Pradesh, Tamil Nadu, and Karnataka etc
DEPARTMENT PROFILE
IV. DEPARTMENT PROFILE
Human resource department
Marketing department
Production department
Finance department
Systems department
HUMAN RESOURCE DEPARTMENT
IV.1. HUMAN RESOURCE DEPARTMENT
-Whole organization chart
-OBJECTIVES OF H.R DEPARTMENT
Manpower Planning
Recruitment
Training and Development
Induction
Wages and salary administration’
Statutory compliances
Leave administration
Grievance Redresser
Personal counselling
Compensations and Benefits
Welfare
Performance evaluation
GENERAL MANAGER
George
PERSONAL OFFICER[H R]
Sreejith
TIME KEEPER
Vijayakumar
-Sources of recruitment
Recruitment is the process of filling the vacancies. It is the first steps in selection
process.
In Cotton Mill direct recruitment method is used frequently for recruitment .The firm
places job advertisement in Malayalam and English newspapers. And in TV, media and tries
to attract as much as calibre people from the outside.
The company also have internal recruitment for filling the post by efficient and
skilled workers from the rank , promotion and Corporation have preferred local candidates
who belongs to surroundings.
There will be notice displayed on the notice board of the company and outside of the
company and like that workers will be recruited. As it is a Govt company staffs and managers
will be recruited according to P.S.E exams.
-Methods of selection
The basic requirement for a employees is 10th
pass and other office staffs and all will
be according to the Govt norms. The General Manager will conduct the interview, and from
that he will appoint the employee. While selection they will try to avoid very sick person and
old persons
-Training & Development for employees
There will be regular training & development programmes for all levels of employees,
i.e. Senior Management to lowest level workers regularly.
-Training need analysis
How the training need is analysed for present employee, based on their performance
or while technology advances. To improve the quality of production or to reduce the cost
factor or avoiding accidents. Training need analysis is mainly done when a new worker joins
the company or when a new machine is placed then for the machinery handling and
maintenance. Training Analysis (sometimes called Training Needs Analysis (TNA)) is the
formal process of identifying the training gap and its related training need.
1 INTRODUCTION
2 DESIGN INTEGRATED TRAINING ANALYSIS
3 TRAINING ANALYSIS PROCESS
INTRODUCTION
Training can be described as ―the acquisition of skills, concepts or attitudes that result
in improved performance within the job environment‖. Training analysis looks at each aspect
of an operational domain so that the initial skills, concepts and attitudes of the human
elements of a system can be effectively identified and appropriate training can be specified.
TRAINING ANALYSIS AS A PROCESS OFTEN COVERS:
Review of current training
Task analysis (of new or modified system)
Identification of training gap
Statement of training requirement
Assessment of training options
Cost benefit analysis of training options
Training Analysis is most often used as part of the system development process. Due to the
close tie between the design of the system and the training required, in most cases it runs
alongside the development to capture the training requirements.
DESIGN INTEGRATED TRAINING ANALYSIS
K Tara Smith proposed and developed tools and methods for an integrated approach
Design Integrated Training Analysis, where the trade-offs between design and training are
both assessed in the light of the understanding of the operational tasks. This is being followed
in Malabar Cotton Mills
This approach also used information regarding recorded critical incidents to review proposed
training and to provide traceability between hazards and training.
TRAINING ANALYSIS PROCESS
Over the last 20 years the critical nature of the man-in-the-loop has changed from simply
manual dexterity and procedural operation to a state in which their decision making,
cognitive abilities, data assimilation, communication skills, and attitude are all crucial. In
addition the job structure of the personnel operationally involved with modern systems has
diversified in direct proportion to the complexity of the technology. This has fuelled the need
for a formal approach.
The task of training can be broken down into a number of discrete components, each
addressing a different part of the overall learning process. This breakdown is as follows:-
Psycho-motor Skills
Procedural Skills
Knowledge Transfer
Communication Skills
Colossal Thinking
Attitude Learning
Performance training.
The role of training analysis is to build a formal bridge between the available design data and
the training media and training objectives, in order to facilitate the transfer of training
elements into the operational environment.
For complex multi-user system a user-to-task map is often constructed to present the
relationship between the tasks and the identified team structure and also to identify new
groups of users that would need to have an understanding of the system. The training gap is
assessed by a comparison between the goals and tasks undertaken by the individuals and the
existing training.
There is a wide variety of training media that can be used, ranging from traditional lecture-
based teaching to sophisticated simulators. Different media will be more or less appropriate
for different activities. It is necessary to determine the most suitable and cost-effective
training media for the different areas.
There have been many different approaches defined however the system approach to training
has been the most successful.
Training Needs Analysis (TNA) is defined as the ―Identification of training requirements and
the most cost effective means of meeting those requirements‖.
Carrying out all TNA activates in accordance with SAT principles ensures rigorous visibility
in each design stage with clear audit trails from the initial Scoping Study through to the
recommended solution.
HOW TO CONDUCT A TRAINING NEEDS ANALYSIS
Training needs analysis process is a series of activities conducted to identify problems
or other issues in the workplace, and to determine whether training is an appropriate
response.
The needs analysis is usually the first step taken to cause a change. This is mainly because a
needs analysis specifically defines the gap between the current and the desired individual and
organizational performances.
WHO CONDUCTS NEEDS ANALYSIS & WHY?
An in-house trainer or a consultant performs a needs analysis to collect and document
information concerning any of the following three issues :
1. Performance problems
2. Anticipated introduction of new system, task or technology
3. A desire by the organization to benefit from a perceived opportunity
In all three situations, the starting point is a desire to effect a change. Given this, you
must know how the people who will experience change perceive it. In the absence of a needs
analysis, you may find employees resistant to change and reluctant to training. They may be
unable to transfer their newly acquired skills to their jobs because of the organizational
constraints.
A needs analysis often reveals the need for well-targeted training areas. However, we
must keep in mind that training is not always the best way to try to close a particular gap
between an organization’s goals and its actual performance. Those conducting the needs
analysis must get a clear idea of the problem, look at all possible remedies and report on their
findings to management before deciding on the best solution.
When properly done, a needs analysis is a wise investment for the organization. It
saves time, money and effort by working on the right problems. Organizations that fail to
support needs analysis make costly mistakes; they use training when another method would
have been more effective; they use too much or too little training, or they use training but fail
to follow up on it. A well-performed analysis provides the information that can lead to
solutions that focus on the areas of greatest need.
Process of conducting a training needs analysis is a systematic one based on specific
information-gathering techniques. Needs analysis proceeds in stages, with the findings of
one stage affecting and helping to shape the next one. There is no easy or short-cut formula
for carrying out this process. Each particular situation requires its own mix of observing,
probing, analyzing and deducting.
In many ways, the needs analysis is like detective work; you follow up on every lead,
check every piece of information and examine every alternative before drawing any solid
conclusions. Only then you can e sure of having the evidence on which to base a sound
strategy for problem solving.
A needs analysis is not a one-time event. Professional organizations administer needs
analysis at regular intervals, usually every year or two.
METHODS OF IDENTIFYING TRAINING NEEDS
Training needs will differ with the backgrounds of the employees to be trained, and their
present status in the organization. Basically, a candidate for training may come from any one
of three groups :
1. NEW HIRES
2. VETERAN EMPLOYEES
3. TRAINEES CURRENTLY IN THE TRAINING PIPELINE ( CURRENTLY IN THE
TRAINING PROGRAM )
Consideration of the varying needs of these groups provides a frame of reference for
discussing and suggesting the methods of identifying training needs :
• NEW HIRES
Addition of new employees creates high and low peaks in placing new persons into the
training program. This problem may be solved by a program where progression is made in
different sequences. It will eliminate a jam that will occur if all phases of the program must
be taken in a definite sequence.
The new employees will normally be of somewhat different backgrounds. Being new, they
are not familiar with their new employers. As a result, the earliest phases of the training must
concentrate on company orientation. During these phases, the organi- zation, organization
policies and administrative details should be covered. It is also a suitable time to acquaint the
trainees with what will be expected of him, and how he will be evaluated throughout the
phase of training.
• RETAINING & UPGRADING VETERAN EMPLOYEES
The people in this category offer a real challenge to the training department. There- fore, the
number and amount of training required by this category should be carefully considered.
Often the retraining and upgrading of former employees can be very rewarding for training
instructors. At least two schools of thought exist as to how these employees should be
rekindled. There are advantages in keeping this group intact and tailoring the program to their
needs. On the other hand, this category of employees can also make significant contribution
to training if they are co-mingled with the new hires.
• PIPELINE EMPLOYEE REQUIREMENTS
A good training program will normally have participants in various phases of completion. An
awareness of completion dates and how the potential employee will be employed should be
the concern of the training staff and also the employee’s supervisor. A trainee should have a
challenge in all phases of his training. All these challenges should not be confined to those
phases where the pipeline employee is sitting in a classroom. Therefore, it is recommended
that thorough interim test-work be given to pipeline employees in periods between formal
classes. This may take the form of solidifying what he learned in the prior phase and serve as
preparation for the coming phases.
-Designing training programs
There will be both on the job & off the job training. Off the job training is imparted
based on the need and category of staff. Generally training is given to a group and there will
be external training institutes called upon for giving training for the employees.
On the job training:
Job instruction training (JIT)
The JIT method is a four step instructional process involving preparation,
presentation, performance try out and follows up. It is used primarily to teach workers how
to do their current jobs. The four steps followed in the JIT methods are:
The trainee receives an overview of the job, its purpose and its desired outcomes with
a clear focus on the relevance of training.
The trainer demonstrates the job in order to give the employee model to copy.
The employee is permitted to copy the trainer’s way.
Finally the employee does the job independently without supervision.
Coaching
Coaching is a kind of daily training and feedback given to employees y immediate
supervisors; it involves a continuous process of learning by doing. It may be defined as an
informal, planned training and development activity provided by supervisors and peers.
Coaching could be put to good used when:
When an employee demonstrates a new company.
An employee expresses interest in a different job within the organization.
An employee seeks feedback.
An employee is expressing low morale, violating company policies or practices or
having performance problems .
An employee needs help with a new skill following a formal training programme.
Effective working obviously, requires patience and communication skill it involves
Explaining appropriate ways of doing things
Making clear why actions were taken
Stating observations accurately
Offering possible alternatives
Following up
Mentoring
Mentoring is a relationship in which a senior manager in an organization assumes the
responsibility for grooming a junior person. Technical interpersonal and political skills are
generally conveyed in such a relationship from the more experienced person. The main
objective of mentoring is to help an employee attain psychological maturity and effectiveness
and get integrated with the organization. Formal mentoring can be very fruitful, if
management invests time and money in such relationship building exercise
Job rotation
This kind of training involves the movement of trainee from one job to another. This
helps him to have a general understanding of how the organization functions. The purpose of
job rotation is to provide trainees with a larger organizational perspective and a greater
understanding of different functional areas as well as a better sense of their own carrier
objectives and intervals. Apart from relieving boredom, job rotation allows trainees to build
rapport with a range of individuals within the organization, facilitating future co-operation
among departments.
OFF THE JOB METHODS
Vestibule training
In this method the employees are trained in a separate part of the organization. Actual
work conditions are stimulated in a class room.
Materials those are used in a job performance are also used in the training.
Role playing
In role playing method involves human interaction, that is realistic behaviour in
imaginary situations. This is mostly used for developing inter personal interactions
and relations.
Lecture method
It is a traditional and direct method of instruction. The instructor organizes the
material and gives it to a group of trainees in the form of a Talk. To be effective the
lecturer must motivate and create interest among the trainees.
Conference or discussion
This method involves a group of people who pose ideas, examine and share facts,
ideas and date, test assumptions, and draw conclusion, all of which contribute to the
improvement of job performance. The discussion involves two way communication
and hence feedback is provided.
Programmed instruction
The subject matter to be learned is presented in a series of carefully planned
sequential units. The trainee goes through these units by answering questions or
filling the blanks. This is expensive and time consuming.
-Assessment of training effectiveness
The assessment of the training is mainly done by monitoring the work of the
employee, if that person is well working then the training was effective if the person is not
working properly then the training was not effective. Every month there will be an orientation
class for the development of the employees.
-Induction & Orientation
Induction & orientation is given to the newly joined employees. A group induction is
organised for the newly joined group of employees once in 6 or 12 months. There will be
orientation classes given to the whole employees once in six month.
-Performance appraisal system
The performance appraisal system in the company is that when a person joins the
company at first he will be a trainee and after completion of two years then he will be a
permanent employee. So for the trainee, they will be earning a low wage and when he
becomes permanent the wage also increases. By each year the salary or the wage also
increases according to the number of years he worked in the firm.
-Motivation methods
There are motivation classes and all conducted by various persons and aattendance award is
given to all employees who are present in the mill for a certain number of days.
Salary hike
Bonuses
Incentives
Allowances
Other Facilities
-Labour welfare facilities
There are several welfare facilities some are canteen, rest room recreation room,
library etc.
Some of the welfare activities undergone in the company are as follows,
FIRST AID APPLIANCES
The first aid boxes of cupboard shall be distinctively marked with a red cross
on white background. First aid boxes shall contain sterilized dressing, sterilized burn
dressings, one bottle of mercurochrome solution in water, and one bottle of adhesive plaster,
sterilized eye pads, tablets of aspirin or any other analgesic. Polythene wash bottle containing
potassium permanganate crystals. These first aid facilities are provided here in all
departments.
CANTEEN
The company has a canteen which is one of the most efficient parts of the
company. The canteen is working in all the shifts. The facilities are available to all the
employees. Each employee is given tokens monthly. The management charges only a
nominal amount for the fund. the amount is deducted from the salary of the employees.
HOSTEL
The company provides the facility for workers to stay within the campus of
the company by having a hostel with it. With this facility, workers gain the place for shelter
with free of cost. as per management side, they can acquire labour at exact time for working.
TOILETS
The toilets are built separately for each department with good water facility.
For workers it is built separately in two areas for the convenience of the worker.
APRONS MASK AND CAPS
To safeguard the workers from the dust, company is providing aprons, masks
and caps for each worker, working in the company.
PENSION SCHEME
The scheme has been formulated for those employees who have retired from their job.
-Pay role processing
Pay role is according to the hierarchy of the organization. For the Managers and for
the staff as per the Government norms the salary will be there, for the permanent workers the
daily wages will be about 175 and for the trainees 125 excluding the other beneficial
payments and allowances.
HR policies & frame working
General Manager, H R and his team in consultation with Management develops HR
policies. The human resource department in an organization is a link between job seekers or
employees and the management. The role of a human resource (HR) department varies from
interviewing potential candidates, to providing the best possible atmosphere for task
efficiency at a minimal cost to the company.
The HR policies in organizations relate to corporate nationality, fair employment,
family oriented personnel, health care, and place of work or domestic violence policies. HR
policies differ from organization to organization. Effective HR policies and practices not only
draw boundaries for employees but also recognize and address their needs.
Fair employment policies normally cover sexual harassment, equal employment,
compensation, and career planning. Family oriented personnel policies lessen stress and
permit workers to do their best. These include policies for flexible job schedules and
dependent care benefits.
There is a tendency amongst employees to test limits and act creatively in workplace
situations, so business houses also need a strategy for developing, communicating and
implementing HR policies that reflect their standards of acceptable behavior.
-Vision & mission statement
Vision for the company is growth of the people,
Mission of the company is full employment.
-Outsourcing of HRM process
Usually when there is a need of HR then from other Govt organizations labors will be
called out on contract basis. Suppose where is an urgent then the labors will be hired from
sister companies.
Grievance handling method
Generally, grievances means any factors involving wages, hours of work or condition
of work environment. By grievances we can see that mostly between the trade unions and the
Government. So the trade union leaders will be out for open discussion and by that meeting
both will negotiate each other and last the grievance will be solved.
-Union policy framework
The major trade unions are:
INTUC (Indian National Trade Union Congress)
AITUC (All India Trade Union Congress)
CITU (Centre of Indian Traders Union)
The trade unions demand for their needs to the management and to the Government.
And still if there is the denial of what they demanded, then they will start strikes and all till
their needs are fulfilled.
- Arbitration Process
Arbitration Process was done by each department heads and it will reported to the top
management at the Thiruvananthapuram if the matter is severe, and to Government and
KSTC.
-Workers participation management
Workers work as a team in order to achieve the organizational goals, increase
productivity, increase quality, decrease waste etc.
MARKETING DEPARTMENT
IV.2. MARKETING DEPARTMENT
-Product profile
Cotton yarn is the product and they will be in yarn cones.
One cone’s weight will be 1.25Kgs.
One bag will having of 40 cones and the weight of one bag will be 50Kgs.
160 bags will be there in one load.
-Department chart
GENERAL MANAGER
George
JUNIOR MANAGER
Preamen
OFFICE STAFF
Vijayalakshmi
KSTC
Kerala State Textile Corporation
Marketing functions
The main function of the company is that to provide the best standard yarn to the
companies who needs, and so by that a better quality cloth can be produced. If better quality
yarn is produced then soon there will be a high demand and likewise there will be external
demand increased. And so the export also takes place. By this a huge revenue also will be got
for the Government. The other main aim of the marketing department is that if there is an
order then soon without any delay the product should be reached at hands of the customers.
Developing marketing strategies
Capturing marketing insights
Connecting with customers
Building strong brand image
Delivering value to customers
Product distribution channels
K.S.T.C will be mainly taking care of the product, they will be calling for tender and
who quotes the best price to them the yarn will be sold. If there is no sales then the yarns will
be taken to the godowns which are situated at Bombay and form their it will be sold.
Marketing strategy
According to the customer need and requirement the production takes place. And the
quality of the yarn also will be highly maintained. Mainly the change of the demand will be
like the yarn’s count so according to the change of the demand for the yarn, the market
demanded yarn will be produced.
Target achievement methods
The target is fixed only after the confirmation of the value of goods in market and if
the demand for the goods in the market is high or if any order is placed then according to the
order, the production process takes place.
Marketing product lines
The product lines of the cotton mill was marketed using the same channels and by the
same strategy. As per the orders and all reseved soon they will be producing the cotton yarn
as fast as they can and their by supplying to them.