Trainig and Development

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

1

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

2

CERTIFICATE FROM THE COMPANY

3

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

4

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.

5

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

6

7

INTRODUCTION

8

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

9

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 [email protected]; [email protected]

10

.

11

: 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 *

14

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>>

15

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

16

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

17

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

19

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.

20

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

21

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

23

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.

24

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.

25

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.

28

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 ...

29

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.

30

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

42

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.

43

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.

61

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.

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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.

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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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