PRESENTATION
ON
Submitted to: Submitted by:
Miss AFREEN EKSAMBI Alekha Mittal
(Class coordinator) F.Y.BBI
Roll no. : 30
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TITLE
About Company
Company profile. Research and Development. Other information.
Management Of Company
Organizational Structure.I. Definition.II. Consideration.III. Types Of Structure.IV. Organizational Structure of the
Company.
Staffing, Training and DevelopmentI. Recruitment.II. Selection.III. Training and development.
Conclusion
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COMPANY PROFILE
Named after the Greek Sun God, Apollo, the company Apollo Tyres has created a niche for
itself in the Indian tyre market. After three decades of consistent growth, today it is the premier
tyre manufacturing company of India.
The history of the company dates back to the early 70s. In 1972, license was obtained by Mr
Mathew T Marattukalam, Jacob Thomas and his associates. The company was taken over by
Dr. Raunaq Singh and his associates in 1974. The implementation of the tyre project took place
in 1976 in Perambra (Kerala). In 1977 commercial production began with an installed capacity
of 420,000 each of tyres and tubes.
The Research and Development of Apollo Tyres took place at Perambra in Cochin and later it
had grown to a substantial height and stature at its present location at Limda, Baroda. All the
activities in the R&D center are extensively supported by a series of highly sophisticated
equipment that help the research scientists develop products as per customers' specific
requirements. The centers have the facilities and expertise for the following:
Development of compounds for improved performance
Raw material development
Analytical research
Reverse engineering
Advanced design using CAD
FEA modeling of tyres
Simulation testing of the designed product
Product validity & reliability studies
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Company Backgrounds
Industry Name Tyres & Tubes
House Name Raunaq Group
Year Of Incorporation 1972
Listings & its codes NSE: APOLLOTYRE; BSE: 500877
Head Office7 Institutional Area, Sector-32Gurgaon Haryana - 122001, India Tel.: +(91)-(124)-2383002 to 18
Registered Office6th Floor, Cherupushpam Bldg.Shanmugham Road, Cochin-682031 (Kerala)Tel.: +(91)-(484)-2381902 , 2381903, 2380720
Website www.apollotyres.com
Research and Development.
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The state-of-the-art Research & Development Centre had its birth at Perambra, Cochinand later
on, it has grown to a substantial height and stature at its present location at Limda, Baroda.
From the hour of inception, its goal has been to foster development and promote the evolution
of new technologies in the field of Tyre Science & Technology .Recently company has tie ups
with IIT’s & IIM’s for rubber Technologies.
All the activities of the centre are extensively supported by a series of highly sophisticated
equipment which help the research scientists develop products as per customer’s specific
requirements.
We have facilities and expertise for:
Development of compounds for improved performance
Raw material development
Analytical research
Reverse engineering
Advanced design using CAD
FEA modeling of tyres
Simulation testing of the designed product
Product validity & reliability studies
The different activities of the centre are being executed by a pool of specialists from the arena of
Polymer Science, Rubber Technology, Inorganic & Organic Chemistry, Textile Technology,
Physics and Mathematics. Through a synergistic blend of knowledge, experience and hard work,
this multidisciplinary team of scientists are devoted to lead the organization towards an
outstanding level of success. Currently, the centre is aiming for further growth and is exploring
unchartered areas of research in the field of Tyre Technology that will provide Apollo Tyres the
edge in today's ultra-competitive global market scenario.
Other Information
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Departments:
Distribution department.
Finance department.
H.R. department.
Sales and administration along with marketing and sales.
Recruitment & Incentive policy:
Recruitment is done by the departments heads of the respective departments and the final
recruitment is done by the honorable chairman and managing director Mr.Onkar S
Kanwar
Company Business.
Company’s turnover is about FY11 Rs 88.6 billion.
Its manufacturing capacity :
Acquired Entities.
In May 2009, Apollo acquired Apollo Vredestein BV (originally Vredestein Banden
BV) in the Netherlands. In April 2006, Apollo Tyres acquired Apollo Tyres South Africa
(Pty) Ltd (originally Dunlop Tyres International (Pty) Ltd), manufacturer of tyres across
automotive segments, brand rights to 32 African countries, 3-tyre manufacturing units
and a retreading unit in South Africa and Zimbabwe.
Brands.
Apollo, Dunlop (32 countries in Africa) and Vredestein are the 3 key brands. Others
are Regal and Kaizen (truck-bus tyres), Maloya (passenger car) DuraTyres (retreaded
tyres), DuraTread (retreading material) and Acelere Wheelz (alloy wheels for passenger
cars).
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DUNLOP TYRES
VREDESTEIN TYRES
APOLLO TYRES
ACELERE WHEELZ (alloy wheels for
passenger’s car)
MALOYA (passenger cars)
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Manpower Requirement.
Approximately 16,000 employees based across India, Europe and Southern Africa.
Manufacturing Facilities. Apollo’s largest unit is in Limda, in the western Indian state of Gujarat.
Two other units are located in the southern Indian rubber-producing state of Kerala, and the recent future ready facility is near Chennai, Tamil Nadu. These 4 together have a combined production of around 957 metric tonnes a day in India. In South Africa, the Ladysmith and Durban facilities account for a combined production of around 163 metric tonnes, and the Enschede plant in the Netherlands adds another 158 metric tonnes. Taking current production to around 1278 metric tonnes a day.
Limda, Baroda, Gujarat Perambra, Cochin, Kerala(in operation since1991) ( in operation since 1977
Key Markets Of Operations: India is the largest market accounting for 62% of revenues, Europe 25%and South Africa 13%, exporting to 70+ countries from India, Europe and South Africa.
Sales Channel: In each of the domestic markets the company operates through a vast network ofbranded, exclusive and multi-product outlets.
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Organizational StructureDefinition: Organizational Structure can be defined as “Network of job positions, responsibilities and authority at different levels”.It can also be defined as a framework within which managerial and operational tasks are performed. It specifies the relations between people, work and resources.
ConsiderationsThe considerations to be kept in mind while framing the organizational structure are:
1. Job design : Designing of job means defining the contents of jobs as far as possible expected results of job must be defined along with the job.
2. Departmentation : After the division of work into jobs, the jobs are expected to form departments. Departmentation provides specialization.
3. Span of Management : Span of management means how many subordinates can work under one superior.
4. Delegation Of Authority : Delegation of authority means sharing of authority between the managers and subordinates.
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Types Of StructureA. Line Organization Structure (Military or Scalar Organization)
B. Functional Organization Structure.C. Line & staff Organization Structure.D. Committee Organization Structure.E. Matrix Organization Structure.
A. Line Organization structure : It also known as military or scalar organization. It is oldest and simplest form of internal organization. In line organization, the line of authority moves directly from the top-level to the lowest level in step by step manner.
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CHIEF EXECUTIVE OFFICER.
PLANT MANAGER.
FOREMAN
FOREMAN
PLANT MANAGER.
FOREMAN
B. Functional structure : When the activies of jobs are grouped keeping in mind the functions or the jobs then it is called functional structure.
C. Committee Organization : It is adopted along with line and staff organizations. It is not a separate form of organization but a supplement to existing organization structure. It involves formation of small committees of line or staff executives for quick and coordinated decisions through collective thinking.
D. Matrix Organization : In matrix organization, two complementary organizations, i.e the project organization and functional organization are linked together in order to create a matrix organization.
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BOARD OF DIRECTORS
MANAGING DIRECTORPRODUCTION1.PROCESSING
2.QUALITY CONTROL3.REPAIR MAINTENANCE
MARKETING1.ADVERTISING
2.SALES3.CUSTOMER SERVICE
4. RESEARCH.
PURCHASE OF1.RAW MATERIALS.
2. RECORD OF PURCHASE.FINANCE
1. CAPITAL STRUCTURE.2.FINANCIAL PLANNING.
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CHIEF EXECUTIVE
Marketing manager
Project manager Finance manager
Research & Development manager
HRD manager
Marketing group
Finance group R & D group HRD group
Organizational Structure of Apollo Tyres.
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StaffingIn the words of Koontz and Ondennet “The managerial function of staffing involves the
organizational structure through proper and effective selection, appraisal and development
of personnel to fill the roles designed to the structure”.
Staffing refers to “finding the right person for the right job having the right qualification,
doing the right job at the right time”.
Elements of Staffing:
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Recuritment + Selectio
n
Training
STAFFING
Recruitment:Recruitment means inducing or attracting more and more candidates to apply for vacant
positions in the organizations.
Usually Apollo tyres ltd. meet its manpower requirements from outside the organization
by advertising about the vacant job positions in local newspaper or through campus
recruitment. They have also updated website http://www.apollotyres.com/cor_ourcompany.htm
through which job seekers can have required recruitment details.
(recruitment process in Apollo tyres ltd)
SelectionMeaning: Selection is defined as the process of differentiating between
applicants in order to identify (and hire) those with a greater likelihood of
success in a job. Selection is basically picking an applicant from (a pool
of applicants) who has the appropriate qualification and competency to do
the job. The difference between recruitment and selection:
Recruitment is identifying n encouraging prospective employees to apply
for a job. And Selection is selecting the right candidate from the pool of
applicants
Selection process starts where recruitment ends.
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Selection Process:
Selection is a long process, commencing from the preliminary interview of the
applicants and ending with the contract of employment.
The following chart would give you idea about the selection process:
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SELECTION PROCESS OF APOLLO TYRES:
If we see the steps follow by the INFOSYS during selection process then it is found that the
selection steps are as below shown by the diagram
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Regarding Filling the Application Form:
They will ask to Fill an Application Form before the commencement of the Examination
which consists of 4 pages and regarding our personal details, like-Date, Place of Birth
- Blood Group
- Allergies
- Last Major illness / Surgery with specific date
- Eye Vision
- Parent's Details
- Passport Details (If not having, no problem)
-Educational Details along with % (from SSC to PG)
- Languages Known
- Previous Working Details (If Experienced)
- Two Reference's Addresses & Details like Email, Ph no.
(can give our HOD's or lecturers Details) for the Verification purpose
- Two Infosys employees details (if known anybody)
- Whether appeared for Infosys or Progeon (Sister concern
of Infosys) previously
- Educational Achievements like Scholarships, prizes
- Extra currical Activities & Achievements
Regarding the Exam Pattern:
The Exam is for 1 1/2 Hours, in which 1 Hour is given for 10 Puzzles to solve, and
theRemaining 1/2 an Hour is given to answer 45 Simple English Grammar Questions. InEnglish
It'll be Quite Easy questions
Regarding Interview:
The Interview is of Purely HR Based. There will be Two Persons. One Younger and One
Elder. Younger One make to keep us cool, where as Elder one fire the Questions on us, that
too HR Questions.
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The Questions are as Follows: -
Tell me about yourself?
What are Ur Strengths and Weakness?
Explain Ur Project in Clay men Words and Do U tested it or not
why do you want to join in Infosys? What does u know about us?
Why should we hire you? What can u do for us if you are selected?
What are your strengths and Weakness?
What's the time you faced a lot of trouble in your life and how you solved it?
And some more questions like this,
And questions based on your Interests and Hobbies.
They stress mainly on your hobbies, so be careful in answering to those questions
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TRAINING &DEVELOPMENT:Training: “ It refers to equipping the employees with the required skills to perforb the
job. The candidates are sent training so that they can perform the job in the expected
manner”.
Methods of training
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On th job Training
1.Apprenticeship programme2.Job rotation.
3.Internship4.coaching
TRAINING &DEVELOPMENT IN
APOLLO TYRES LTD.Culture of Performance
An online, matrix-driven performance management system called PACE or Performance
And Career Enhancement, allows for objective goal-setting and performance evaluation.
Quarterly appraisals and bonus payouts, in accordance with corporate and individual
achievements, ensures a tracking of each individual's performance and training need-
fulfilment over a career span at Apollo Tyres. PACE provides greater objectivity in
measuring performance by providing metrics for tracking the performance, growth and
potential of each individual. Annually, the basket of competencies at each level are
evaluated along with the performance evaluation.
Culture of Constant Learning
All training programmes are consolidated under the Apollo Laureate Academy. In
collaboration with leading institutes like the Indian Institutes of Management,
Management Development Institute, IMD, Dale Carnegie Training and knowledge
partners like Mercer and Thomas Profiling, domain-specific training needs are identified
and programmes developed especially for Apolloites, to address the entire gamut of
functions from sales and marketing to manufacturing, technical, commercial,
engineering, quality processes, soft skills and inter-personal skill development.
The Apollo Laureate Academy encourages individuals to attend seminars, meets,
conferences and workshops taking place in the public domain, to ensure both professional
growth and learning, as well as to build relationships and network with similar
communities across industries.
For the vital sales and marketing and manufacturing teams, specialised programmes have
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been developed to enhance skills, and identify individual areas of strength. These include
modules at the Indian Institute of Management, Ahmedabad, for senior management,
Hero Mindmine for field training and the Ashok Leyland Training Centre for technical
training, besides others.
Simultaneously, three prestigious leadership development programmes cut across all
functions and locations, where high-performing individuals, from senior, middle and
junior management, are hand-picked to enhance their global management skills through
the Enhanced Leadership Development Programme, the Advanced Leadership
Development Programme and the Supervisory Development Programme.
Culture of Innovation:
Looking beyond the obvious and exploring diverse opportunities is encouraged and
respected at Apollo Tyres. Innovative, or what is called out-of-the-box thinking, is
rewarded. These range from appreciation notes from senior management, the plant-level
Kudos Club and Achievement Award certificates and even financial, non-financial and
paid holiday package rewards. But employees have found that their best reward comes
when their idea is acknowledged amongst all employees, and they are asked to work on
the idea and implement it as part of their direct contribution to Apollo's phenomenal
growth plans.
Given the thin margins of the Indian tyre industry, the company's biggest differentiator is
its employees and their creativity – people willing to stretch and innovate to achieve what
is often considered by others as impossible! At any given point in time, multiple cross-
functional teams work across the organisation, on small and large projects, driving home
the importance of teamwork.
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Culture of Reward & Recognition :
Apollo's vibrant and transparent culture ensures instant recognition and reward of
excellent performance on a continuous basis. These range from formal, informal and
programme-based means of peer, senior management and organisational
acknowledgement of individual and team performance. These are beyond the quarterly
performance bonus, which for an individual could go up to 120% of the bonus amount.
Formal channels of acknowledgement include annual team and individual sales
performance awards for Best Zone, State and District on various product categories, the
Molon Lave award scheme and a week-long all-paid visit abroad for the highest
performers from the sales team. On the manufacturing level, the Annual Excellence in
Manufacturing Awards recognise both team and individual performers across the
company, leading to further competitiveness and sharing of best practices across plants.
Marketing excellence is recognised by the annual Golden Disc Award for the best
marketing plan of the year.
Topping it all is the prestigious Employee of the Year Award and the annual Roll of
Honour.
Culture of Communication :
Instant and open communication for all employees is actively followed to ensure
transparency at all times. This is driven by the belief that employees are a corporate's best
brand ambassadors and need to be armed with information to play this role well. Given
the need for speed and flexibility, a majority of top management communication on
topics like product launches, new initiatives and achievements, short- and long-term
goals and targets, organic and inorganic growth are usually sent via email.
This is augmented with a printed quarterly newsletter brought out by each country
operation and a six-monthly corporate newsletter for organisational news and direction.
The corporate intranet ApolloConnect plays a supplementary role in ensuring online
access to all corporate announcements, updated policies, current projects, leave status,
salary slips, filing of tax returns and an entire gamut of information required at an
employee's fingertips on an everyday basis.
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Culture of Fun :
An open office construction across locations and an open-door policy by senior
management leads to a relaxed, informal and sharing atmosphere amongst all employees.
Apollo encourages fun during working hours through informal activities and get-
togethers. Birthdays of all employees are celebrated at the office. Festivals like Guru
Purav, Diwali, Onam, Christmas and others are celebrated across the country, where
relevant, in a festive atmosphere of food and games for children and families. At
manufacturing units, sporting and summer vacation camps are organised for employees'
children.
An annual sporting activity called the Unstoppable Cup is the most competitive and
fun event at Apollo Tyres, with each Zone, Plant and the Head Office fighting fiercely to
win a cup which encompasses a gamut of sporting activities.
The Annual Sales Conference, held outside the geography of the country operation, acts
not only as a goal-setting event for the team but also a fun event which breaks all barriers
of levels and functions, allowing an intermingling of working team.
With a vibrant, fun-filled and dynamic environment powered by a unifying spirit of the
Apollo One Family, each Apolloite brings a unique passion to enjoy his/her work,
enhancing and building the Apollo Tyres culture.
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Apollo tyre is the market leader in many segment followed by MRF, J.K., Birlas, Ceat.
2. From the study conducted it is found that company follows Matrix organizational structure which has helped the company in successful execution of large projects. This has also helped the company to expand within short period of time.
3. With the establishment of The Apollo Laureate Academy, employess are encouraged to attend seminars, meets, conferences and workshops . This has helped them to develop their skills which automatically increases efficiency of the employees.
4.With the introduction of Non financial incentives in the company, it has helped employees in boosting their morale.
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