Uday

PROFILE
An Overview The Department of Defence Production was set up in 1962, in the aftermath of the Chinese aggression to create a self-reliant and self-sufficient indigenous defence production base. In November, 1965, Department of Defence Supplies was created to forge linkages between the civil industries and defence production units. The two departments were merged in December, 1984 into the Department of Defence Production and Supplies. The Department of Defence Production and Supplies has been renamed as Department of Defence Production w.e.f. January, 2004. Since 1962, 16 new Ordnance Factories have been set up. Their capacities have been augmented and modernized selectively keeping in mind the emerging requirements of the Armed Forces. All the Ordnance Factories and Defence Public Sector Undertaking (DPSUs) are engaged in the task of manufacture of equipment and stores for Defence Services. One more Ordnance Factory is being setup in Nalanda, Bihar. In addition, capacities of civil sectors are also utilized for the purpose. The following DPSUs are functioning under the administrative control of the Department:1. Hindustan Aeronautics Limited (HAL) 2. Bharat Electronics Limited (BEL) 3. Bharat Earth Movers Limited (BEML) 4. Mazagon Dock Ltd (MDL) 5. Goa Shipyard Limited (GSL) 6. Garden Reach Shipbuilders and Engineers Limited (GRSE) 7. Bharat Dynamics Limited (BDL) 8. Mishra Dhatu Nigam Limited (MIDHANI) In addition the following organizations are also associated with the Department of Defence Production for the technical support:1. Directorate General of Quality Assurance (DGQA) 2. Directorate of Standardization 3. Directorate General of Aeronautical Quality Assurance (DGAQA) 4. Directorate of Planning & Coordination 5. Defence Exhibition Organization (DEO)
These Defence Production Units have become self reliant, progressively. Additional capacities have been built up and new items have been productionised. These include the main battle tank Arjun, the Advanced Light Helicopter (ALH) and a range of 155 mm ammunition. Supplies Wing The Department has been endeavouring to indigenise defence equipment wherever technologically feasible and economically viable. It has been a part of our indigenisation effort to locate and develop broad-based indigenous supply sources both in the public sector as well as in the civil trade for many sophisticated and complex equipment. There has been a significant change in the role of private sector/civil trade in the field of indigenisation i.e., from the role of supplier of rawmaterials, components, sub-systems, they have now become partners in the manufacture of complete defence equipment/ systems. The defence industry sector, which was so far reserved for the public sector, has now been opened up for participation by the Indian Private sector. The Indian companies are now eligible to apply for license to set up defence industry for manufacture of all types of defence equipment. Such companies can also have foreign direct investment, up to 26% of their equity. This is a watershed in the history of Defence Production. . Government has taken a decision in February, 2002 that in future indigenisation work would be the responsibility of Production Agencies like Ordnance Factories & Defence PSUs and Service Headquarters. To help the civil sector familiarize itself with the requirement of Armed Forces, permanent sample rooms are maintained in the four metropolitan cities. For facilitating greater and more meaningful interaction, conferences/exhibitions are organized from time to time in collaboration with civil industry. During the year 2003-2004 (up to October, 2003) five exhibitions were conducted at various locations throughout the country.
ORDNANCE FACTORIES ORGANISATION Introduction The Ordnance Factories Organization is the largest and oldest departmentally run production organization in the country and is engaged primarily in the manufacture of Defence hardware. The organization functions under the Department of Defence Production and Supplies and is a dedicated facility for manufacture of Weapons, Ammunitions, Vehicles (Armored and Transport), Clothings, General Stores and Equipment for Defence Services. Apart from supplying to Armed Forces, wherever adequate capacities are available, the Ordnance Factories also fulfill the requirements of Paramilitary & Police Forces/Ministry of Home Affairs (MHA), Civil Trade and foreign customers. There are 39 Ordnance Factories geographically distributed all over India at 24 different locations. There are 10 factories in Maharashtra, 8 factories in U.P., 6 factories each in Madhya Pradesh and Tamilnadu, 4 factories in West Bengal, 2 factories in Uttaranchal, and one each in Andhra Pradesh, Orissa and union territory of Chandigarh. The 40th factory is being set up with state of the art technology at Nalanda, Bihar. The oldest one is Gun & Shell Factory, Cossipore, and Kolkata, which was set up in 1801.
Highlights
Some of the significant achievements of Ordnance Factories during the year 2004-05 are as follows: I. All the 39 Ordnance Factories have switched over to Quality Management Systems compliant to ISO9001:2000. The Upgraded version gives special emphasis on customer satisfaction and continuous quality improvement. II. Ordnance Factory, Bhandara (OFBA) has successfully produced for the first time, a trail propellant batch of 470 kg. For 23 mm Air Defence Gun Schilka III. Gun Carriage Factory, Jabalpur (GCF) has developed the first prototype Kavach (Chaff launcher) for use of Navy and test fired successfully. IV. Small Arms Factory, Kanpur (SAF) has indigenously produced 5.56mm Carbine INSAS and also co-produced Zittara Carbine.
Public Sector Undertakings

The following DPSUs are functioning under the administrative control of the Department:1. Hindustan Aeronautics Limited (HAL) 2. Bharat Electronics Limited (BEL) 3. Bharat Earth Movers Limited (BEML) 4. Mazagon Dock Ltd (MDL) 5. Goa Shipyard Limited (GSL) 6. Garden Reach Shipbuilders and Engineers Limited (GRSE) 7. Bharat Dynamics Limited (BDL) 8. Mishra Dhatu Nigam Limited (MIDHANI)
Hindustan Aeronautics Limited

The Hindustan Aeronautics Limited was established in October 1964 by merging Hindustan Aircraft Limited and Aeronautics India Limited. It is engaged in the design, development, manufacture, repair and overhaul of aircraft, helicopters, engines and their accessories. The Company has 12 divisions located in six states. Its registered office is at Bangalore. The Company has the requisite core competence base with demonstrated potential to become a global player. The Company has exports to more than 20 countries, having demonstrated its quality and price competitiveness. It has also diversified into the field of Industrial & Marine Gas Turbine business and Real-time software business. SIGNIFICANT ACHIEVEMENTS OF HAL
The Company developed and productionised the Advanced Light Helicopter (ALH), Dhruv, as a multi role multi-mission Helicopter in the 5-ton category to meet the applications of Army, Air Force, Navy, Coast Guard and Civil operators. HAL is the prime contractor in Design & Development of LCA. The Intermediate Jet Trainer (IJT -36) has been developed by HAL as a replacement of Kiran. The IJT completed the 1st flight successfully in March, 2003.
The company has taken up upgrade of existing Jaguar Air craft, MIG 27 Ms, MIG Bis and Avro Aircraft. HAL has also undertaken manufacture of Jaguar Aircraft.
Bharat Electronics Limited (BEL)

The Bharat Electronics Limited, established in 1954 with its corporate office at Bangalore, has nine units in the country. It is engaged in the design, development and manufacture of sophisticated state-or-the-art electronics equipment components for the use of the defence services, Para-military organizations and other governmental users such as All India Radio, Doordarshan, Department of Telecommunications, Police Wireless Departments, Meteorological Department etc. 1. All the Units of BEL are certified for ISO 9001 / 1994. Action has already been initiated to graduate to ISO 9000: 2000 standards. 2. MOU rating for the past five years in succession is excellent. 3. The Company won the "Golden Peacock" National Quality Award for outstanding achievements in pursuit of total quality. The other awards Won by the Company are: a. DSIR National Award for R&D (2001) in the Electronic Industry Sector. b. Enterprise Excellence Award for the year (2000-01) from the Indian Institute of Industrial Engineers. c. Nstitute of Marketing &. Management (IMM) - Top CEO Award 2003 to CMD, BEL. d. SCOPE Award for Excellence & Outstanding contribution to the Public Sector Management - Individual category for the year 2000-01 to CMD, BEL. e. SHRAM Award for one employee of Bharat Electronics Ltd.
Bharat Earth Movers Limited (BEML)

The Bharat Earth Movers Limited was established in May 1964 and commenced operations from January 1965. With the disinvestment of shares of BEML, Government of India is still the major shareholder as of end March 2002, holding over 61.23% of equity shares of the company. BEMLs manufacturing units located at Bangalore, Kolar Gold Fields (KGF) and Mysore. All the production units of BEML are fully equipped with necessary general purpose machines and special purpose machines like extra heavy duty machines, Computer Numerically Controlled boring machines (CNC machines), CNC bevel generating system of Gleason design, flexible manufacturing system, heavy and large size fabrication facility, welding robots, etc.,
Significant achievements of BEML

a. BEMLs products are exported to UK, Middle East, Sri Lanka, Bangladesh and African Countries. Value of exports till December 2002 was Rs.10.36 crore. b. All the manufacturing units of BEML continue to hold accreditation to ISO 9001 certification.
Mazagon Dock Limited (MDL)

The Mazagon Dock Limited, which was established in 1960, is the premier defence shipyard in the country, has a capacity to build warships upto 6,000 DWT and merchant ship upto 27,000 DWT. Its product range includes submarines, missile boats, destroyers, frigates and corvettes for the Indian Navy and patrol vessels for the Coast Guard. It has diversified products for the oil exploration sector through production and installation of wellhead platforms and diving services for coating/laying sub-sea pipelines.
Highlights
The significant events during the year have been: 1. Production of the first Destroyer of P-15A and the third Stealth Frigate P-17 series commenced on 12th and 17th March, 2003 respectively. 2. First batch of three Floating Boarder out Posts (BOPs) was commissioned on 10th February, 2003. 3. Production of one Portable Cutter Suction Dredger for Chaka Beas Management Board commenced on 7th October, 2002. 4. Production of three Cutter Suction Dredgers for Inland Waterways Authority of India commenced on 22nd March, 2003.
Garden Reach Shipbuilders & Engineers Ltd (GRSE)

The Garden Reach Shipbuilders & Engineers Limited was incorporated as a joint stock company in 1934, under the name M/s Garden Reach Workshop Limited (GRW). The Government of India acquired the company in 1960 and was rechristened as Garden Reach Shipbuilders & Engineers Limited (GRSE). Since then, it has grown and diversified its activities and is now a multi-unit shipyard with a Shipbuilding Division and an Engineering and Engine Division. The company builds and repairs warships and auxiliary vessels for the Navy and the Coast Guard. Its product range includes frigate carrier & oil tankers, patrol vessels, attack craft, high technology ship borne equipment, portable Bailey type steel bridges, turbine pumps for the agricultural sector, marine sewage treatment plants, diesel engines etc.
Highlights
1. Refit/GRDD of four naval ships, INS-Brahmaputra, INS-Tilanchang, INSTarmugil and INS-Tarasa was completed. 2. GRDD of four Coast Guard Hovercrafts (H-182 to H-185) was completed. 3. Received new orders from the Indian Navy for 4 Nos. each of FACs and ASW (Corvettes) 4. An export order of Rs.27 lakh (US$ 54,000) was successfully completed for a South East Asian firm.
Goa Shipyard Limited (GSL)

The Goa Shipyard Limited was established in the year 1957. After the liberation of Goa, it became a Public Sector Undertaking under the Ministry of Defence in 1967. Goa Shipyard Limited builds a variety of modern, medium sized and special purpose ships for the Defence and Civil sectors.
Highlights
1. One Fast Patrol Vessel was delivered to Indian Coast Guard in November, 2002 and another Fast Patrol Vessel in April 2003. 2. The Company has augmented its ship repair facilities by renovating and modernizing two slipways with a view to obtain large repair and shipbuilding orders for marine and naval vessels. 3. The Company has been awarded ISO 9001 Certification for Design, Construction and Repair of various types of ships and crafts.
Bharat dynamics limited (BDL)

Bharat dynamics limited (BDL) a premier govt. of India enterprise was established in the year 1970 at Hyderabad under the ministry of Defence. BDL is amongst the few strategic industries in the world manufacturing strategic missiles. The organization was incorporated with the prime objective of manufacturing guided missiles, a first generation anti-tank guided missile.
Significant Achievements of BDL

BDL received technological assimilation award from govt. of India. ISO 9001-2000 accreditation for information technology division. ISO 2002 accreditation for 4 production deportments. Scope silver plague award for outstanding contribution in other fields of institutional leadership. For the social commitment of the organization award in 1997-98 was presented by honorable ex-prime minister A.B.Vajpayee. BDL due to consistent good performance, it has been categorized as MINI RATTAN CATEGORY-I was granted.
Bharat Dynamics Limited An Overview

Bharat dynamics limited (BDL) a premier govt. of India enterprise was established in the year 1970 at Hyderabad under the ministry of Defence. BDL is amongst the few strategic industries in the world manufacturing strategic missiles.The organization was incorporated with the prime objective of manufacturing guided missiles, pioneering with license production of SSIIBI, a first generation anti-tank guided missile. Today BDL produces second-plus generation missiles and allied equipment, in addition to long range strategic missiles. BDL has also taken up refurbishment and life extension of missiles held by defence services. To expand its customer base-BDL has forayed into the fields of under water weapons and decoys. Efforts are also on to penetrate into international market by participating in international defence exhibitions and through joint venture business partners, with its corporate office located at Hyderabad , BDL has two manufacturing units, one at Hyderabad and other at bhanur,medak district. Setting up of another production unit at Visakhapatnam to cater to the requirements of the Indian navy is on the anvil.
Mission Statement of BDL:The mission of BDL is to establish itself as an aerospace industry and
simultaneously emerge as a sophisticated self sufficient, high technology enterprise, serving the developmental needs of the nation.
Objectives of BDL
To meets the production commitments and to maximize customer satisfaction. To become self reliant and competitive in guided missile technology and production. To maximize utilization of existing production capacities. To develop nurture human resources. To ensure a sustained growth of BDL. To maximize share holders wealth.
Performance of BDL At The End of 2006

The performance of the company is summarized as below: Sales Value of production Profit before tax Profit after tax Value added During the year 2004-05, the company achieved fair at score of 4.16 on the scale of 1 to 5 (1 is lower, 5 is higher) the MOU performance for the year 2005-06 is excellent . 2005-06(Rs.crores) 531.53 534.28 118.81 73.49 205.27 2004-05(Rs.crores) 450.98 465.79 52.28 27.43 152.33 % increase/decrease 17.86 14.70 127.26 167.92 34.75
Product Range of BDL

BDL is a production base for high-tech weapons. Its main products are anti-tank guided missiles. Viz,. Milan Konkurs Konkurs-M Invar (3ubk20) Fagot launcher adopted to Milan equipment (flame) Field level test equipment Konkurs launcher test equipment Thermal imaging sight for ATMG. ATMG simulators Tow targets Air target imitator Small arms training simulators Interactive fire arms training simulators Submarine fired decoy 10
Light weight torpedoes In addition to production of anti-tank guided missiles and allied equipment, BDL produces long range strategic missiles. Under integrated guided missile development programme (IGMDP) Prithvi Trishul Akash Nag Ground support equipment required for above long range strategic missiles
Growth of BDL
BDL started with strength of 100 employees and it has grown to more than 2700 employees due to its importance of being the organization for the production of sophisticated equipment taken up various projects to cater to the needs of the country. The company has grown in size and also in input year after year the turnover of BDL is going up and the company has been put in the category B.(i.e. upgrade)
Growth & Progress Of BDL

600
500
400
300
200
100
0 2001-02 2002-03 Gross block 2003-04 Value added sales 2004-05 Value of production 2005-06
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i.New Projects of BDL

C.303 system A contract for supply of C-303 anti-torpedo systems to Indian navy was signed by govt. of India with Italy. Govt. of India assigned this project contract to BDL for implementation. The contract is progressing as per schedule.
Future plan of BDL

BDL is a profit making company as any private company, and is poised for major growth the plan of the company envisages induction of products progressively. `The company has positioned itself to take up life extension and refurbishment activities of air defence missiles held Indian armed forces in a big way. BDL is planning to enhance in-house capability to design guided missiles and torpedoes in order to improve our competitive edge.
Research & Development Activities in BDL

Company has state of art CAD/CAM centers the growing needs of R&D division with experienced and well trained staff, manufacturing divisions also have latest machines for the production components. The quest of quality has resulted in manufacturing divisions of obtaining ISO-9002 certificate.
Technology & safety in BDL

BDL operates in sophisticated technology areas of employing, cutting edge technologies to provide equipment. BDL is a highly safety conscious company. Number of safety training programs has been conducted for employees in addition of circulation of a comprehensive safety manual. Safety committee is meeting employees regularly to review the safety measures.
Marketing & Business strategy of BDL

The marketing strategy is completely to penetrate into international market. The experience is gained during last 30 years is helping to face challenges in the international market. The company is optimistic that it will build the base in the arena to produce its products. 12
Organization Structure of BDL

BDL was incorporated as single product single unit in 1970. After 37 years, it has emerged as multi unit, multi division organization. Again each division consists of several departments and consists of small sections. Divisionalisation is based on production as function, headed by either GM or AGM or DGM. The divisions are Personnel & Administration Milan Refurbishment Naval projects D&E Engineering centre ITD Istm/ training centre Electronics Corporate P&A Common services Strategic weapons Prithvi SFD GSD Component production DDP Akash Nag Trishul K15 Pistols A1 & A2 Projects etc. CPED
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Civil engg. & Horticulture All divisional plant engg.departments 2.11.i. DEPARTMENTS Production Quality Control Material Management / purchase department Personnel & Administration Finance Production Planning & Control Safety Department Tool planning Department
Competitors of BDL
BDL has mainly been established to provide a strong base for missile manufacture in the country, mainly through technology transfer and license agreement with DRDO of India and other agencies mainly from foreign countries. As this is a very strategic industry dealing with the most strategic, sophisticated hi-tech weapon system, the only buyer is defence services of the country. BDL has so for came into existence in the strictest sense. But certain defence companies like HAL, BEL, BEML, BRAHMOS, etc., and big corporate companies like L&T, Tatas etc., in the private sector have expressed their desire to come in to the field. Thus there is a possibility of threat from these competitors. However, BDL has taken all possible care to safe guard its interest and to give a tough competition.
Exports
Attempts are being made to pursue with Tanzania, Botswana, morocco, Singapore etc., for future exports. Several limitations that are exist for export of missiles. Anyway BDL has executed export orders about 3.5 cores during the year 2006-07.
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Staffing Pattern and Manpower

Being a public sector undertaking employees is broadly categorized as under:
Statement showing employment of Scheduled Tribes/Physically Handicapped/ Ex-servicemen/ Women / Outstanding Sportsmen / Children of Freedom Fighters / Ministry Persons as on 01/June/2007 Particulars SI. 1. 2. 3. 4. No. of employees in organization 577 No. of SC employees 87 No. of ST employees 43 No. of PH employees 4 a)Blind(VH) 0 b)Deaf(HH) 0 5. 6. 7. 8. 9. 10. c)Orthopedic ally Handicapped(OH) No. of Ex-servicemen employees No. of outstanding sportsmen 3 No. of children of freedom fighter employees No. of women employees No. of minority person employees OBC Employees(joined on/after 08/09/1993) 0 29 17 32 0 0 4 1 6 39 0 130 143 180 0 0 49 13 74 42 0 212 174 292 4 7 0 1 0 11 48 85 0 5 0 11 58 92 0 3 2 5 1 62 7 74 5 80 12 140 10 315 78 490 45 1856 264 2742 Employees Group Group Group- Group -A -B C -D Total
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Unit KBC BG Total
T 130 131 492
NT 98 32 130
Total 459 163 622
Executives
Executive
BHARAT DYNAMICS LIMITED
BHARAT DYNAMICS LIMITED, HYDERABAD 500058 MAN POWER STATUS AS ON 1 JUNE 2007. COMMON SERVICES PERSONNEL & ADMINISTRATION SL NO. 1 2 3 4 5 6 7 8 9 10 11 GRAD E/ GROU P I II III IV V VI VII VIII IX Sc- C Sc- B CO R 1 7 11 16 9 10 4 1 0 3 1 63 11 6 9 MI L 8 8 9 23 11 10 2 0 0 0 0 72 10 6 7 CP ED 5 5 2 17 7 3 1 0 0 0 0 40 1 5 2 CS D& E 1 2 5 11 7 5 0 1 0 0 0 32 1 2 1 EL S 1 1 5 9 1 2 0 0 0 0 0 19 2 4 1 PR I 2 4 5 14 8 5 1 0 0 0 0 39 6 15 3 GS D 0 3 8 11 4 4 1 0 0 0 0 31 7 0 1 CPIGM P 8 6 2 17 8 6 1 0 0 0 0 48 5 12 5 SF D 2 5 0 15 8 5 1 1 0 0 0 37 DD P 2 6 5 13 5 5 1 1 0 0 0 38 SU KON B TO T 32 13 49 19 60 35 162 59 76 22 57 12 15 2 4 1 0 0 3 0 1 0 459 163 TO T 45 68 95 221 98 69 17 5 0 3 1 622 %A GE 7% 11% 15% 36% 16% 11% 3% 1% 0% 0% 0%
2 2 8 16 8 2 3 0 0 0 0 41 18 9 6
SUB TOTAL 12 WG1 13 WG2 14 WG3
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15 WG4 16 WG5 17 WG6 18 WG7 19 WG8 20 WG9 21 WG10 SUB TOT GRAND TOT
3 10 1 4 8 11 16 79 142
10 4 7 22 8 36 147 257 328
5 8 3 8 3 21 86 142 182
6 4 6 6 9 10 51 125 166
5 0 0 0 0 1 10 20 52
1 1 4 1 1 3 32 50 69
5 1 0 24 3 26 33 116 155
2 4 1 4 4 3 11 37 68
28 4 11 40 3 51 74 233 281
95 132
90 128
124 4 170 3
876 103 9
2120 2742
Organizational Chart of BDL
C & MD
CMD SECTT.
LIASON OFFICE
D (P)
D (T)
D (F)
CVO
GM (P&A)
GM (DDP)
GM (FIN)
DY.CVO
GM (BG)
GM (SW)
AGM (IA)
AGM (MILAN)
GM (D&E)
CO. SECC
GM (CPED) AGM (C-QC)
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DGM (C-PLG)
DGM (BD)
GM (ED)
Hierarchy of Positions
Chairman & Managing Director
Director
Executive Director
General Manager
Asst. General Manager
Dpy. General Manager
Senior Manager
Manager
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Dpy. Manager
Asst. Manager
Staff & Non-executives
HRD Wing - ISTM Profile (Institute of systems technology and management)

In 1990, the ISTM division was only in thoughts and discussions of AIR CMDE, R GOPALA SWAMY, AVSM, VSM, and CMD of BDL, an educationalist with a vision, who believed that growth, depends on continuous learning which would be systematized and managed properly, gave a shape to ISTM in 1990, and which started its operations in 1993. ISTM carries out one of the most important activity of BDL. i.e., to handle and manage human resources effectively and efficiently. ISTM look into the major function of HRI viz., training. It provides the training not only to BDL employees but also for navy officials, army people, air force officials and other outsiders. It provides training in various fields like technology including missile technology, finance, security and safety, computers, administration, language training, general development, etc., ISTM has an auditorium, seminar hall, ten lecture halls, a fully equipped library and advanced computer laboratories.
Programs conducted by ISTM

Executive development program. Employee development program. Sponsored program in collaboration with national safety council, fire safety, NFC. External training program for all employees at various levels
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Achievements of BDL
BDL received technological assimilation award from govt. of India. ISO 9001-2000 accreditation for information technology division. ISO 2002 accreditation for 4 production deportments. Scope silver plague award for outstanding contribution in other fields of institutional leadership. For the social commitment of the organization award in 1997-98 was presented by honorable ex-prime minister A.B.Vajpayee. BDL received best tax payer award for the year 2000-01 from commercial tax dept. of A.P. BDL has been nominated as prime production agency for the sophisticated equipment. BDL due to consistent good performance, it has been categorized as MINI RATTAN CATEGORY-I was granted. BDL developed system level improvement kit for ATMG launcher.
Reasons For Doing Project Work in HRM at BDL

There are several reasons for choosing BDL as the organization where I want to explore the world of HRM. Firstly, BDL is a major industrial unit in Hyderabad. Secondly, BDL is a defence organization. Almost every aspect of any defence organization is kept confidential unlike the private and other govt. organization. 20
Moreover, I want to explore the world of HRM in a disciplined manner. BDL, being a defence organization, which itself symbolizes discipline. Would enable me to achieve this more easily. Hence selection of BDL for exploring the role of HRM.
TRAINING & DEVELOPMENT

Organization and individual should develop and progress simultaneously for their survival and attainment of mutual goals. So every modern management has to develop the organization through human resource development. Employee training is the important sub-system of human resource development. Employee training is specialized function and is one of the fundamental operative functions for Human Resource Management. Definition of Training & Development Training means to imparting specific skills for specific objectives -McFarland. Development can be defined as the nature and direction of change taking place among personnel through educational & training. -McFarland. Training refers to the organizations efforts to improve an individuals ability to perform a job. Development refers to the organizations efforts to enhance an individuals abilities to advance in his organization to perform additional job duties. -Dunn & Stephens.
Need for Training

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 organization has 21
to retain the old employees. Assessing the training needs of current employees can be more complex since we have added task of deciding whether or not training is the solution. To increase productivity. To improve skills & knowledge. To help a company fulfill its future personnel needs. To improve organizational climate. To improve health & safety.
Training objectives
The personnel manager formulates the following training objectives keeping the companies overall objectives in mind. To prepare the employee both new & old to meet the present as well as the future change. To import the new entrants with the basic knowledge & skills. To prepare employees for higher-level tasks. To develop the potentialities of people for the next level job. To ensure smooth and efficient working of department. To prevent obsolescence
Methods for assessing the training needs

Organizational requirements/weakness. Job specification & employee satisfaction. Identifying specific problems. Anticipating future problems. Managements requests. Observation. Interviews. Group conferences. Performance appraisal.
Areas of Training
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Generally organizations provide training to their employees in following areas. Company policies & procedures. Language skills Human relations Problem solving skills Managerial and supervisory skills Apprentice training
Training Content for Different Categories of Employees

Training methods and content may not be the same for different categories of employees. As such case Mgt. has to offer training to different categories of employees based on the job analysis. The method adopted would, therefore be different. Supervisory Training Supervisory mostly learn to supervise under the guidance of a manager. It has the emphasis mainly in on-the-job training methods. Course contents of training to this category includes production, control, organized methods, work control, method study, time study, & job evaluation, company policies & practices, personnel policies, procedures, report writing, performance appraisal, dealing with absenteeism, labour turnover, industrial & labour laws, leadership etc,. Sales Training On-the-job training as well as off-the-job training is following in training the sales personnel. Course contents includes job knowledge, organization knowledge, dealing customers, competitors, sales administration, laws concerning sales, special skills like prospecting, making presentations, handling objection, closing sales etc,. Clerical Training Off-the-job training method is mainly followed in training of clerical personnel. The training content includes organization methods, company policies,
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procedures & programs, background knowledge of the company, forms, reports, clerical aptitudes etc,.
Steps in Training & Development Process

Need Analysis Identify specific job performance skills needed to improve the performance & productivity. Analyze the audience to ensure that the program will be suited to their specific level of education, experience and skills as well as their attitudes of personnel motivations. We research to develop specific measurable knowledge & performance objectives. Instructional design Gather instructional objectives, methods, media, description, & sequence of content examples, exercises, and activities, organizing, them into curriculum that supports, adult learning theory and provide blueprint for program development. Make sure all materials such as video scripts, leaders guides and participants work books, complement to each other are written clearly and blend into unified training geared directly to the stated learning objectives. Carefully and professionally handle all program elements whether reproduced on paper, film or tape to guarantee quality & effective. Validation
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Introduce and validate the training before a representative audience base final revision on plot results to ensure the program effectiveness. Implementation When applicable, boost success with a training work shop that focuses on presentation knowledge, skills& addition to training content.
Methods of Training
There are mainly two important methods of training are classified as follows. 1. ON-JOB TRAINING 2. OFF-JOB TRAINING 3. VESTIBULE TRAINING ON-JOB TRAINING The trainees earn as they learn under the watchful eyes of a master mechanic or craftsman, receive immediate feed back. Practice in the actual work environment and associate with same people they will work after training. Under this technique, an employee placed in a new job, and is told how it may be performed. It is mostly given for un skilled, semi-skilled, and sales job. OFF-JOB TRAINING off-job training simply means that training is not a part of every body job activity. The actual location may be in the company class room or in places which are owned by the company or universities, or associations, which have no connection with the company work spots. VESTIBULE TRAINING This method attempts to duplicate on-job training situations in the company classroom. It is a classroom training which is often imparted with the help of the equipment & machines, which are identical with these in use in the place of work.
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Distinction between Training & Development

All though used interchangeable with reference to individual employees there are how ever distinction of emphasis and scope. Broadly speaking training is regarded as applying principally to the improvement and skills and hence learning how to perform specific task, while development in an unfolding process carried on as a form of growth and neutralization. The distinction can be depicted in following manners.
TRAINING 1) Usually a short-term process. 2) Imparted mostly on non-mgt personnel. 3) Confirmed generally to the area of hands and on technical skills
DEVELOPMENT 1. Invariable an on going long term. 2. Designed mainly for manager and executives. 3. Relating more broadly to the level of interpersonal and decision making skills.
Knowledge and Skills of The Manager

Technical skills Technical skills are those that enable manager to use effectively techniques, methods, processes and equipment in performing specific jobs. To a large extent, those skills are developed through experience and education. Technical skills are most important for operating managers, because of the some jobs are to be performed high, to that we have some knowledge i.e., they should the ability to operate complex machinery, and to draw up intercept meaningful financial data. In every type of organizations managers at lower level have to understand the mechanics of their jobs. Then they are to supervise their subordinates effectively. However as they move up the hierarchy, technical skills become less important then other skills.
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Human skills Human skills refer to the ability to work effectively with offers on a person to person basis, and to build up co-operative group relations to accomplish the organizational goals. Such skills include the ability to communicate, motivate and lead.
Conceptual skills Conceptual skills are those which make it possible for a manager to consider an enterprise as whole and evaluate the relationships, which exists between various parts of functions of a business. Top managers in particular need this skill. Because they are of maximum importance in long-range planning. Such skills are concerned with real of ideas and creativity. In sum, it may be said that technical skills are essential ingredient in low-level management. Human skills are important at all levels of the management, and conceptual skills are essentially critical in top level executive positions.
Procedure for Development of Executive

Setting development objectives Establishing parameters to development Determining development need including who needs developing? What needs developing? Conducting development programmes Appraising & evaluating effectiveness of development activities
Looking at organizations objectives. Ascertaining development needs. An appraisal of present management talent. A management manpower inventory. The planning of individual development programs. Establishing of training and development programs 27
Evaluating development programs.
Techniques of Development
Techniques of management development
On-the-job techniques On-the-job-techniques
Off-the-job techniques
These techniques are most widely used techniques. These techniques are most interesting to trainee, since the location of the learner is not an artificial one as the class room. The success of these techniques depending on the immediate supervisor and how good a teacher he is. On-the-job techniques are especially useful for certain group like scientific and technical personnel.
Important on-the-job techniques
coaching job rotation under study multiple management
Off-the-job techniques:-
28
Because of the fact that on-the-job techniques have their own limitations, these off-the-job techniques are considered important to fill those gaps. Some of the important off-the-job-techniques are as follows: The case study Incident method Role playing In basket method Business game Sensitivity training Simulation
Training & Development Programs in BDL Human Resource Development Of Bharat Dynamics Limited
Management of human resources in BDL aims at continuous congruence of individual goals with that of organization goals. Integral growth of the company is development workforce achieved through planed training & development programme. The year 1991 marks an important mile stone in BDL as the staff collage.
Objectives of Training & development in BDL

To update the knowledge existing. To build the human asset. To create positive attitude. To meet organizational goals. To improve the skills. To create new innovative ideas.
Identification of Training Needs

1. As per the ITD quality system, the developmental needs have to identify the individual training needs of the employees taking into account the present position of the deportment and the future expansion.
29
2. The developmental needs have to identify and inform to HEAD HRD. Quality oriented training programmes through divisional head in JOTNA form sent by HRD. This list will be consolidated by HRD deportment and intimated to divisional heads. 3. The total involvement of developmental heads in this identification exercise will enable the deportment to gain the following benefits. I. The job knowledge will improve leading to productivity & production in inspection queries. II. The speed of performance of the assigned work will improve since the work is performing with confidence & skill. III. The attitudes and the emotional attachment to the deportment work by every member of deportment improved.
Job Oriented Training Need Analysis (JOTNA) for Executive\ Non-Executives

DIVISION: DEPORTMENT: NAME OF THE DIVISIONAL HEAD: NAME OF THE DEPORTMENTAL HEAD:
Personal Data Name St.no. Qualification Design Natur e of Work
Identification of Training Needs In-House (ISTM) External (India) Abroad
particulars K\S\A Date Particulars K\S\A. Place Date 1. 2. 3. 4.
Remarks of divisional Head:
signature of Departmental Head:
30
Designation:
Designation:
The duly filled in JOTNA to be sent to the HRD before stipulated date.
Time Schedule
Divisional head to9 submit information to HRD deportment regarding consolidated training needs of the division before 15th April of every year. HRD shall finalize the annual training plan and send to the divisional heads before 15th May of every year.
Training Norms
Consistent with population of divisions and organizational need the divisions are allotted with the annual training slots as given in the FT/HRD/01. The divisions are required to restrict their nominations. Accordingly, however, additional training slots may be considered on special training programmes. Requirement with approval of component authority well in advance. Each individual employee shell be eligible to under go training for a maximum of three programmes in a span of 7 years continuous service in the company, an employee may be considered to additional training.
FR/HRD/01 Annual Training Programme Slots for Divisions for The Year 2007-08 TENTATIVE
SL.NO DEPARTMENT/DIVISION
TRAINING SLOTS Executives Non-executive INTL EXTL INTL EXTL
TOTAL
31
Preparation of Annual Training Plan

The HRD-ISTM will draw the annual training plan of the company. And divisions taking into accounts the information received from divisions as given in the format FT/HRD/04.
FT/HRD/04
Annual Training Plan-In house Training Calendar for The Year 2007-08 MONTH EXECUTIVES DATE TRAINING DISCRIPTION NON-EXECUTIVES DATE TRAINING DISCRIPTION
Procedure For Preparation of Departmental Training Plans

1) To assist in this important human resource building effort at the departmental level, a simplified system of identification of training programmes need is finalized. 2) Based on organizational need and in consultation with divisional heads, the banc of training programmes is planned for each financial year by HRD department.
32
3) The banc of training programmes given in FR/HRD/02 indicates the training programmes for executives and non-executive persons. 4) The training needs are categorized into three types I. Knowledge related II. Skills related III. Attitudinal related 5) Performance shall have to be given to in-house programmes. So as to reap maximum benefits from the resource deployed for training at ISTM. 6) If an essential training programme is not available in the bank of training programmes, these are to be specified by HODs giving at least 3 months lead time for processing. 7) The employees/executives to be trained should be listed in the form called JOTNA in FT/HRD/03. 8) The completed form as in the above statement shall be sent to HRD Department through divisional head. FR/HRD/02 Bank of Training Programmes Executive Development Programmes In House for The Year 2007-08 PROGRAMME BATCH SI DAYS FREQUENCY CARDE TITLE SIZE TENTATIV E SCHEDULE INSTITUTE FOR WHOME
FR/HRD/02 Bank of Training Programmes Executive Development Programmes- External for the Year 2007-08 SI PROGRAMME BATCH TENTSTIVE FOR DAYS FREQUENCY CARDE INSTITUTE TITLE SIZE SCHEDULE WHOM
33
Evaluating The Effectiveness of Training

Designing and conducting training programmes involve investments of creativity, hard work, money. Trainers justify such investments in the belief that learning makes a real difference in the work place contributing to the organizational effectiveness. The ultimate aim of training is to transfer individual learning from class room to work place. It is attempted to measure this transfer by way of evaluation system in two stages: Stage 1:Stage 2:Form A terminal training evaluation (Training-employee) Form B post training evaluation (Reporting officer)
FORM-A BHARAT DYNAMICS LIMITED KANCHANBAGH Institute of Systems Technology & Management Terminal Training Evaluation Report Name of the programme: Duration of programme : Date of evaluation :
Indicate your reaction to the following aspects of the training by marking (v) in the appropriate place which you feel is the right ranking. Your reply must be objective, frank and with out any prejudice. The feedback may be used to refine future training programmes.
34
1. How would you rate over all performance of training programme as learning experience? a) Excellent c) Fair b) Good d) Poor
2. How would you rate the performance of the guest speaker? a) Excellent c) Fair b) Good d) Poor
3. How far did you achieve your learning objective from the training? a) Excellent c) Fair b) Good d) Poor
4. How was the training programme conducted? a) Excellent c) Fair b) Good d) Poor
5. How would you rate the use of training techniques in facilitating training in terms of the mix of participative and non-participative technique? a) Excellent c) Fair b) Good d) Poor
6. To what extend did you find the training programme relevant to your job requirement? a) Highly relevant c) Fairly relevant b) substantially relevant d) Not relevant
7. How was the use of audio visual aids? a) Excellent c) Fair 8. How was the luncheon arrangement? 35 b) Good d) Poor
a) Excellent c) Fair
b) Good d) Poor
9. How are the physical facilities in training hall? a) Excellent c) Fair b) Good d) Poor
10. Give any other comments not covered above and your suggestions. a) b) c)
Signature of the participant (optional): Please write your division: FORM-B POST TRAINING EVALUETION Programme title Name of the employee Id.no Designation Department Put (V) at appropriate place. 1) After the above training programme. . a) Significant change, the on-job training improves performance of employee. b) Only slight change mentioned above as shown. c) No change at all. 2) Presumably, after the above. a) Does not need training in disposing of the cases any guidance and while discharging his duties. : : : : :
36
b) Needs occasional employee guidance only. c) Continuous to function as before. 3) The attitude of the employee. a) Marked change towards the work and people around him. b) Shows only marginal change. c) No change then earlier 4) Having observed the performance of the employee after the training he had under gone, I offer the following suggestions on the training programme. a) b) c) Date: signature of the reporting officer Name Designation Id.no Department : : : :
Dispatch of Training Proceedings and Relief: To improve the level of attendance at ISTM, training proceedings will be sent to all employees in advance, so that the employees will make all necessary arrangements to attend the programme. The copy of training programme proceedings will also be sent to departmental heads and divisional heads, the employee should instructed that he is automatically relieved for attending training. Departmental head will not have any discretion in relief of employees detailed for training except in extreme emergencies.
37
Research is an art of scientific investigation. Research comprises defining and redefining problems, analyzing the data and suggested solutions; Collecting, organizing and evaluating data; making deduction and reaching conclusions; and at last carefully testing the conclusion. The main aim of research methodology involves in the study of employee satisfaction on the training & development for both executives and non-executives in the defense organization. The mechanism needs to exclaim periodically to see whether they are promoting or hindering the process.
Rational for the study

Organizations are indispensable for economic and social transformation and for stable social functioning. Public sector organizations seek to achieve the commanding eights of national economy. Employees are most important components of any organizational setup.
38
Every organization needs to have well trained and experienced people to perform the activities that have to be done. It is necessary to raise the skill levels and increase the versatility and adoptability of employees. As the jobs in the organizations become more complex, the importance of employee development is increase, in a rapidly changing society. Employee training & development is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain available and knowledgeable work force. Hence, an attempt is made to study the training and development programs at BDL.
Objectives of the Study

The following are the objectives. To study the system and practices of training and development programs of BDL. To know the opinions of employees about training programs in the organization. To evaluate the effectiveness of training programs in public sector organizations.
RESEARCH DESIGN
It is descriptive in nature.
Research design
A Research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. The researcher in this case has gone for descriptive approach. Descriptive research studies are those which are concerned with describing the characteristics of a particular individual or of a group. Here, researcher must be able to define clearly what we wants to measure and must find adequate methods for measuring it along with a clear cit definition of the population and sample size to be studied.
DATA SOURCES
Primary and secondary data.
Primary Data
39
This consists of original information gathered for a specific purpose. The normal procedure is to interview people individually and/or groups, to get required data. Here the data being sought on training and development through questionnaire. Secondary Data: This consists of information that already exists some where, having been collected for another purpose, which was in the form of company sources magazines etc.,
RESEARCH INSTREUMENT
A well structured questionnaire.
Questionnaire Method
The questionnaire with 40 questions was structured involving the questions from various programmes of training facilities, such as induction and training, , training and development procedures, training methods of company, About 150 questionnaires were distributed among the officers in the cadre of managers, senior managers and Dy.general managers and the employees above WG: 9 and above. Almost all the questionnaires were received back with responses. The responses were analyzed and interpreted.
POPULATION SIZE
2742
Population
All the employees of Kanchanbagh Branch, Hyderabad. (Managers, Executives, Non-Executives)
SAMPLE SIZE
Considering the nature and extent of the study and time constraint the sample size is taken as 100 respondents. 459 100 Managers and Executives. simple random sampling.
NO. OF RESPONDENTS SAMPLE SIZE SAMPLE UNIT SAMPLE PROCEDURE
: : :
40
Simple Random Sampling

This type of sampling is also known as chance sampling or probability sampling where each and every item in the population has an equal chance of inclusion in the sample and each one of the posible samples., in case of finite universe, has the same probability of being selected.
STATISTICAL TOOL :
Simple percentage, weighted average method
Simple percentage method Percentage method is used in processing the data. Bar charts and pie diagrams were used to explain tabulation clearly. % of Respondents = No. of Respondents X 100 Total respondents
1. How do you feel about the training programme organized by B.D.L?
S.No Parameter No. of respondents

a. b. c. d. Excellent Good Average Poor Total 8 62 20 10
Weight W.Avg s
4 3 2 1 32 186 40 10 268
Weighted Score = 268/100 =2.68 (Majority = Good)
41
Employees Opinions on Training programmes
Poor 10% Average 20%
Excellent 8%
Good 62%
Excellent
Good
Average
Poor
Interpretation The graph shows that, 8% of the respondents were opinioned that B.D.L training programmes are Excellent, 62% of the respondents were opinioned that the training programmes organized by B.D.L are Good, 20% of the total respondents were opinioned that the training programmes are Average. And remaining 10% of total respondents were not satisfied with their training programmes, and they give the rating as poor. 2. Your honest opinion on arrangement of training programmes of the company? i. PLACE

Weight W.Avg s
4 3 2 1 56 228 20 0 304
42
Arrangements of training Programmes

80 70 60 50 40 30 20 10 0
76
No.of Employees
14
10 0
Excellent
Good
Average
Poor
Opinions
Interpretation From the above chart, it is inferred that, 14% of the total respondents are says that the place where training be done is Excellent, 76% of the employees are says that place is Good, and only 10% of the employees are respond as place is Average.
ii.
TRAINING EQUIPMENT

Weight W.Avg s
4 3 2 1 8 144 88 6 246
43
Arrangements of Training Programmes

50 45 40 no.of Employees 35 30 25 20 15 10 5 0 Excellent Good opinions Average Poor 2 6 48 44
Interpretation:The above graph shows that, only 2% of the employees opinioned that the training equipment is Excellent in the company, 48% of the employees opinioned that the equipment arrangements as Good,44% of the respondents opinion is the training equipment is as Average, and remaining 6% of the employees are says that the companys training equipment is Poor. iii. FACULTY

Weight W.Avg s
4 3 2 1 32 198 48 2 280
44
Arrangements of Training programmes
Average 24%
Poor Excellent 2% 8%
Good 66%
Excellent
Good
Average
Poor
Interpretation From the above chart, it indicates that, 8% of the respondents are opinioned that the faculty of training programmes is Excellent, 66% of the employees are says that the faculty is Good, 24% of the respondents are opinioned that the faculty of training programmes is Average, and only 2% of the respondents are says that the faculty of training programmes are Poor. iv. STUDY METERIAL

Weight W.Avg s
4 3 2 1 8 18 128 28 182
Weighted Score = 128/100 =1.28 (Majority = Average)
45

64
70 60 no.of Employees 50 40 30 20 10 0 Excellent Good Opinions 2 6
28
Average
Poor
Interpretation From the above chart, it indicates that only 2% of the total respondents are opinioned that the study material of training programmes in B.D.L is Excellent, 6% of the respondents are opinioned that the B.D.Ls study material of training programme is Good, 64% of the employees are opinioned that the study material of training programme is Average, and 28% of the respondents are says that the B.D.Ls study material in training programmes is Poor. v. TRAINING ENVIRONMENT

Weight W.Avg s
4 3 2 1 72 162 48 4 286
46
Poor 4% Excellent 18% Average 24%
Good 54%
Excellent
Good
Average
Poor
Interpretation From the above chart, 18% of the respondents are opinioned that the training environment in B.D.L is Excellent, 54% of total respondents are says that the training environment in B.D.L is Good, 24% of the employees are respond as the training environment in B.D.L is Average, and only 4% of the employees are opinioned that the training environment in B.D.L is Poor. vi. FOOD

Weight W.Avg s
4 3 2 1 40 180 60 0 280
47

70 60 No.of Employees 50 40 30 20 10 0 Excellent Good Average Emp.opinions 10 0 Poor 30 60
Interpretation:From the above chart, 10% of the total respondents are responding as the food facilities of the company is Excellent,60% of the respondents are opinioned that the companys food facilities are Good, and remaining 30% of the respondents are respond as the food facilities are Average.
3. Whether the organization is having induction training programmes always in the company?
S.No
a. b. c. d.
Parameter
Always Some times For certain categories Rarely
No. of respondents Percentage

33 28 39 0 33% 28% 39% 0%
48
Induction Training Programmes of company
For certain categories 39%
Rarely 0%
Always 33%
Some times 28%
Always
Some times
For certain categories
Rarely
Interpretation:The above chart shows that, 33% of the employees are opinioned that the company organized induction training programmes Always, 28% of the total respondents are responds as the company having induction training programmes Some times only, 39% of the respondents are responds as the induction training programmes are for Certain categories.
4. Do you satisfied with induction training programmes in the company?
S.No
a. b. c. d.
Parameter
Adequately Averagely Below Average Poor
No. of respondents
14 17 22 47 Total
Weight W.Avg s
4 3 2 1 56 51 44 47 198
Weighted Score = 1988/100 =1.98 (Majority = Below Average) 49
Satisfaction of Employees on Induction Training

50 45 40 35 30 25 20 15 10 5 0 47
No. of Employees
22 14 17
Adequately
Avaragely
Below average
Poor
Opinions
Interpretation:From the above chart, only 14% of the respondents are satisfied with the companys induction programmes Adequately, 17% of the respondents are satisfied with induction training programmes Averagely, 22% of the total respondents are satisfied Below averagely, 47% of the respondents are not satisfied with induction training programmes of the company, and they rated as the induction training programmes are Poor.
5. Which mode of training programmes influences you more?
S.No Parameter No. of respondents Percentage

a. b. c. d. Internal External Both No opinion 12 32 50 6 12% 32% 50% 6%
50
Mode of Training Programmes

No opinion 6% Internal 12%
Both 50%
External 32%
Internal
External
Both
No opinion
Interpretation:The above chart shows that, 12% of the respondents are respond as they influences more with Internal training programmes, 32% of the respondents opinioned that they influence more with External training programmes, 50% of the respondents are opinioned that Both modes of training programmes are influencing them, and remaining 6% of employees has no opinion on these modes of training programmes.
6. Which method of training programmes are influences you more?
S.No
a. b. c. d.
Parameter
Seminars & workshops Interview Method Simulation Method Demonstration

42 37 7 14 42% 37% 7% 14%
51
Influencing Methods of Training Programmes

45 40 No.of Employees 35 30 25 20 15 10 5 0 Seminars & workshops Interactive method Methods Simulation Demonstration
42 37
14 7
Interpretation:From the above chart, 42% of the total respondents influencing with seminars & workshops method in their training programmes, 37% of the employees are responding as they influencing with interactive methods in their training sessions, 7% of the respondents are respond as they influencing with simulation methods in their programmes, and 14% of the respondents are opinioned that they influencing with demonstrations in their training sessions.
7. Do the training programmes in B.D.L have strong linkage with individual development?
S.No
a. b. c. d.
Parameter
Strongly agree Agree Dis agree Strongly disagree
No. of respondents
0 82 18 0 Total
Weight W.Avg s
2 1 -1 -2 0 82 -18 0 64
52
Weighted Score = 64/100 =0.64 (Majority = Agree)
Linkage of Trainin Programmes With individul development

90 80 70 60 50 40 30 20 10 0
82
18 0
Strongly agree Agree Disagree
0
Strongly dis agree
Interpretation:From the above chart, we can identified that there were no respondents to rate for Strongly agree, for training programmes of BDL linkage to individual development, 82% of the respondents are Opinioned that the trainings of BDL linked to the individual development, and represented as Agree, and remaining 18% of the respondents are not agree with above statement, and they represented as Disagree.
8. In your opinion, where do the training programmes should be imparted?
S.No
a. b. c. d.
Parameter
In-house Away from work place Abroad Specialized institutions

14 42 0 44 14% 42% 0% 44%
53
Opinion of Place of Training Sessions

specialized instutions 44% In-house 14%
Abroad 0%
Away from the work place 42%

Abroad specialized instutions
In-house
Away from the work place
Interpretation:From the above chart, 14% of employees opinioned that the training programmes should be imparted at In-house, 42% of the respondents opinioned that the training programmes should be imparted at Away from the work place, remaining 44% of the total respondents are opinioned that training programmes should be imparted at Specialized institutions.
9. Did employees of BDL sincerely attend training when mentioned?
S.No
a. b. c. d.
Parameter
Very Sincerely Sincerely Casually Routinely
No. of respondents
20 50 18 12 Total
Weight W.Avg s
4 3 2 1 80 150 36 12 278
54
Weighted Score = 278/100 =2.78 (Majority = Sincerely)
Sincerity of Employees About Training programmes
50 45 40 35 30 25 20 15 10 5 0
50
No. of Employees
20
18 12
Very sincerely
Sincerely
Casually
Routinely
Opinions
Interpretation:The graph shows that, 20% of the respondents opinioned that they attend the training programmes Very sincerely, 50% of the respondents opinioned that they attend the training programmes sincerely, 18% of the respondents are says that they attend the training programmes as Casually, 12% of the total employees opinioned that they attend the training programmes as routinely. 10. Do the training programmes in BDL improve good interpersonal relations?
S.No
a. b. c. d.
Parameter
No. of respondents
14 42 0 44 Total
Weight W.Avg s
2 1 -1 -2 28 42 0 -88 -18
Weighted Score = -18/100 = -0.18 (Majority = Disagree)
55
Effect of Training on Interpersonal relations of employee

50 45 40 35 30 25 20 15 10 5 0 42
No. of employees
44
14 0 Strongly agree Agree Opinions Disagree Strongly disagree
Interpretation:From the above chart, only 14% of the total respondents were opinioned that the training programmes effects the interpersonal relations of employee. And they mentioned as Strongly agree.42% of the employees are opinioned that they Agree with training effects the interpersonal relations of employee, remaining 44% of employees are Disagree with that the training programmes effect the interpersonal relations of an employee. 11. Does BDL provide special training on imported machinery always?

a. b. c. d. Regularly Occasionally Seldom Rarely 16 56 18 10 16% 56% 18% 10%
56
Special Training Programmes of BDL
Rarely 10% Seldom 18%
Regularly 16%
Occasionally 56%
Regularly
Occasionally
Seldom
Rarely
Interpretation:From the above chart, 16% of the respondents say that the BDL provides special training in imported machinery Regularly, 56% of the respondents say that the BDL provides special training on imported machinery Occasionally, 18% of the respondents were opinioned that BDL provides special training on imported machinery as Seldom, and remaining 10% of the respondents were opinioned that the BDL provides training on imported machinery Rarely. 12. In your opinion, the training programme helps in improving efficiency & problem solving abilities?
S.No
a. b. c. d.
Parameter
No. of respondents
16 76 8 0 Total
Weight W.Avg s
2 1 -1 -2 32 76 -8 0 100
57
Weighted Score = 100/100 = 1.00 (Majority = Agree)

Opinions About Training Programmes in BDL
80 70
76
No. of Employees
60 50 40 30 20 10 0 Strongly agree Agree Disagree Strongly disagree
16 8 0
Opinions
Interpretation:The above chart shows that, 16% of the respondents said that the training programme helps in improving efficiency & problem solving abilities, and they mentioned as Strongly agree, 76% of the total respondents were Agree with the training programmes helps in improving efficiency & problem solving abilities. Remaining 8% of the respondents were Disagree with the training programmes of BDL helps in improving efficiency & problem solving abilities. 13. Does the training programmes helps in person acquire the skills to meet organizational goals?
S.No
a. b. c. d.
Parameter
No. of respondents
14 74 12 0 Total
Weight W.Avg s
2 1 -1 -2 28 74 -12 0 90
58
Effect of Organizational Goals From Training Programmes Of BDL

80 70 No. of employees 60 50 40 30 20 10 0 Strongly agree Agree Opinions Disagree
74
14
12 0
Strongly disagree
Interpretation:From the above chart, 14% of the employees were Strongly agree with that the training programmes of BDL helps in person acquire the skills to meet the organizational goals. 74% of the respondents were Agree with the training programmes of BDL helps in person acquire the skills to meet the organizational goals. 12% of the respondents were Disagree with the training programmes of BDL helps in acquire the skills to meet the organizational goals. 14. In your opinion, systematic training programme would lead to i. Reduced scrap & wastage
S.No
a. b. c. d.
Parameter
No. of respondents
12 80 6 2 Total
Weight W.Avg s
2 1 -1 -2 24 80 -6 -4 94
59

Uses of Systematic Training Programmes
Strongly disagree 2% Disagree 6%
Strongly agree 12%
Agree 80%
Strongly agree
Agree
Disagree
Strongly disagree
Interpretation:The above graph shows that, only 12%of the employees were Strongly agree with the systematic training would lead to reduce the scrap & wastage, 80% of the employees were Agree with the systematic training programme would lead to reduce the scrap & wastage, remaining 6% of the respondents were Disagree with the systematic training programme would lead to reduce the scrap & wastage.
ii.
Innovation and work place improvement.
S.No
a. b. c. d.
Parameter
No. of respondents
8 74 14 4 Total
Weight W.Avg s
2 1 -1 -2 16 74 -14 -8 68
Weighted Score = 68/100 = 0.68 (Majority = Agree) 60
Uses of Systematic Training Programmes
Disagree 14%
Strongly disagree Strongly agree 4% 8%
Agree 74%
Strongly agree
Agree
Disagree
Strongly disagree
Interpretation:From the above chart, only 8% of the respondents were strongly agree with that the systematic training would leads to innovation and work place environment, 74% of the respondents were Agree with that the training programmes in BDL would leads to innovation and work place environment, 14% of the respondents were respond as we are Disagree with the training programmes of BDL would leads to innovation and work place environment, and only 4% of total respondents were strongly disagree with the training programmes of BDL would leads to innovation and work place environment. 15. Does the training develop the morale of employees?
S.No
a. b. c. d.
Parameter
No. of respondents
12 80 8 0 Total
Weight W.Avg s
2 1 -1 -2 24 80 -8 0 96
61
Opinion on morale development From Training Programmes of BDL

90 80 No. of Employees 70 60 50 40 30 20 10 0 Strongly agree Agree Opinions Disagree 12 8 0 Strongly disagree 80
Interpretation:The above graph shows that, 12% of the employees opinioned as Strongly agree about the training programmes of BDL develop morale of the employee, 80% of employees opinioned as Agree about the training programmes of BDL develop morale of employee, and only 8% of the respondents were disagree with the training programmes of BDL develop morale of employee.
16. How does BDL determine training need of an employee?
S.No
a. b. c.
Parameter
By analyzing performance appraisal On recommendation of HOD On random basis
No. of respondents
22 64 14
Percentage
22% 64% 14%
62
Determination of Training needs

On random basis 14% By analysing performance appraisal 22%
On recommendation of HOD 64%
By analysing performance appraisal
On recommendation of HOD
On random basis
Interpretation:From the above chart, 22% of the respondents were opinioned that the BDL determined training need of an employee By analyzing performance appraisal, majority of 64% of the respondents were opinioned that the training need of an employee was determined On recommendation of HOD, and only 14% of respondents sere respond as the training need of an employee was determined On random basis.
17. What is the basic objective of BDLs training programs?
S.No
a. b. c. d.
Parameter
Knowledge development Skills development Personality development All the above

12 28 4 56 12% 28% 4% 56%
63
Basic Objective of BDL's Training programmes
60
No. of Employees
56
50 40 30 20 10 0
Knowledge development Skills development
28 12 4
Personality development All the above
Opinions
Interpretation:The above chart shows that, 12% of the total respondents were respond as the basic objective training programmes of BDL is Knowledge development, 28% of the employees respond as the basic objective of BDLs training programmes is Skills development, least of 4% of the total respondents opinioned that the training programmes of BDLs basic objective is personality development, and majority of 56% of respondents were respond as the main objective of BDL is All the above developments which related to the both person & organization. 18. BDL training programmes are generally conducted by-?
S.No
a. b. c. d. e.
Parameter
External agency BDL with External agency BDL with internal agency None of the above All the above
No. of respondents
21 61 15 0 3
Percentage
21% 61% 15% 0% 3%
64
Training Programmes Conducted By the BDL

70
61
No. of Employees
60 50 40 30 20 10 0
External agency BDL w ith external agency BDL w ith internal facilities
21
15 0
None of the above
3
All the above
Opinions
Interpretation:From the above chart, 21% of the respondents were opinioned that the BDL training programmes generally conducted by only External agency, 61% of the respond as the training programmes should be conducted by BDL combined with the external agency, 15% of the respondents opinioned that the training programmes of BDL generally conducted by BDL with internal facilities, 0nly 3% of respondents were opinioned that the BDL conducted the training programmes by using All the above facilities.
19. How many training Programmes do you have attended during last 5 years?

a. b. c. d. More than 5 3-5 1-3 Nil 9 25 56 10 9% 25% 56% 10%
65
Attendence of training aprogrammes of Employees in Last 5 years

More then 5 9%
Nil 10%
3--5 25%
1--3 56%
More then 5
3--5
1--3
Nil
Interpretation:From the above chart, from the last 5 years only 9% of employees attend more than 5 training programmes, 25% of employees attend 3-5 training programmes, 56% of the employees attend 1-3 training programmes, and 10% of the employees, and they not at all attend the training programmes from last 5 years.
20. How much interested are you attending the training programs?

a. b. c. d. Greatly Moderately Averagely Not interested Total 36 40 24 0
Weight W.Avg s
4 3 2 1 144 120 48 0 312
Weighted Score = 312/100 = 3.12 (Majority = Moderately) 66
Interest of Employees on Training Programmes of BDL

Not interested 0% Averagely 24% Greatly 36%
Moderately 40% Greatly Moderately Averagely Not interested
Interpretation:The above chart shows that, 36% of the respondents were respond as they attend the training programmes with Great interest, 40% of the employees respond as they attend the training programmes with Moderate interest, and more than of 20% of respondents attend the training programmes with Average interest.
21. In your opinion the involved trainer should be-?
S.No
a. b. c. d.
Parameter
Well experienced Knowledgeable Skillful All the above

15 30 6 49 15% 30% 6% 49%
67
Opinion on Involved Trainer for Training programmes

49 50 45 40 No. of Employees 35 30 25 20 15 10 5 0 Well experienced Knowledgeable Opinions Skillful All the above 6 15 30
Interpretation:From the above chart, 15% of the respondents opinioned that the involved trainer should be Well experienced, 30% of the respondents were opinioned that the involved trainer should be Knowledgeable, only 6% of the respondents opinioned that the involved trainer should be Skillful, 49% of the respondents were respond as the involved trainer should have All the qualities of above.
22. What do you think about management commitment towards training & development?

a. b. c. d. Very effective Effective Just as routine Indifferent 10 50 35 5 10% 50% 35% 5%
68
Management commitment towards Training & Development

Indefferent 5%
Very effective 10%
Just as routine 35%
Effective 50%
Very effective
Effective
Just as routine
Indefferent
Interpretation:The above chart shows that, only 10% employees opinioned that the management commitment towards training & development was Very effective, majority of 50% of employees opinioned that the management commitment towards training & development was Effective, 35% of respondents were opinioned that the management commitment towards training & development was Just as routine, and only 5% of the respondents were opinioned that the commitment towards training & development was Indifferent. 23. How do you perceive training & development in BDL?
S.No
a. b. c.
Parameter
Control mechanism Tools for development Determinants of training needs
No. of respondents
14 52 34
Percentage
14% 52% 34%
69
Employee Perciption About Training & Development

60 50 No. of employees 40 30 20 10 0 Control mechanism Tool for development Determinant of Training needs 14 34 52
Opinions
Interpretation:From the above chart, 14% of the respondents were perceive the training & development as Control mechanism, majority of 52% of employees were perceive the training & development as Tool for development, and remaining 34% of the respondents were perceive the training & development as Determinant of training needs.
24. Do you feel training should be imparted on promotion to next job?
S.No
a. b. c. d.
Parameter
No. of respondents
24 30 30 16 Total
Weight W.Avg s
2 1 -1 -2 48 30 -30 -32 16
70
Purpose of Training Programmes

Disagree 16% Strongly agree 24%
To some extent 30%
Agree 30%
Agree To some extent Disagree
Strongly agree
Interpretation:From the above chart, 24% of the respondents were Strongly agree with that the training should be imparted on promotion to next job, 30% of the respondents were Agree with that the training should imparted on promotion to next job, 30% of the respondents were felt To some extent these training should imparted on promotion to next job, and remaining 16% of the employees were Disagree with the training imparted on promotion to next job. 25. Are you satisfied with present training facilities in BDL?
S.No
a. b. c. d.
Parameter
To a great extent To some extent Dissatisfied Cant say

21 60 14 5 21% 60% 14% 5%
71
Satisfaction of Present Trainingfacilities in BDL

60 60 50 No. of Employees 40 30 20 10 0 To a great extent To some extent Dissatisfied Opinions Can't say 21 14 5
Interpretation:The above graph shows that, 21% of the respondents were satisfied To a great extent with the present training facilities of BDL, majority of 60% of the respondents were satisfied To some extent with the present training facilities of BBL, 14% of the respondents were dissatisfied with the present training facilities, and another 5% of employees were Cant say anything about present training facilities in BDL. 26. To what extent do you feel change required in the training procedure according to necessity?

a. b. c. d. Very high High Medium Not required Total 12 48 40 0
Weight W.Avg s
4 3 2 1 48 144 80 0 272
Weighted Score = 272/100 =2.72 (Majority = High) 72
Requirement of Change in Present Training Programmes
50 40
No. of Employees
48 40
30 20
12
10 0
0
Very high High Medium Not required
Opinions
Interpretation:From the above chart, 12% of the employees opinioned that the change is required at Very high in training procedures of BDL, 48% of the respondents opinioned that the change is required at High in the present training procedures , 40% of the respondents were respond as the change is required at medium level in the present training procedures. There are no other employees to say change is not required in present training procedures in BDL. 27. According to you what is the main objective of training & development in BDL?
S.No
a. b. c. d.
Parameter
Promotion Better performance Quality of production Productivity

6 51 28 15 6% 51% 28% 15%
73
Main Objective of Training & Development

Prom otion 6%
Productivity 15%
Quality of production 28%
Better perform ance 51%
Promotion
Better performance
Quality of production
Productivity
Interpretation: From the above chart, according to employee point of view, only 6% of respondents opinioned that the main objective of training & development was Promotion, 51% of the respondents were opinioned that the main objective of training programmes was Better performance, 28% of employees opinioned that the objective of training programmes was Quality of production, remaining only 15% of the respondents were opinioned that the objective of training programmes is to increase Productivity. 28. To what extent did you find the training programme relevant to your job?
S.No
a. b. c. d.
Parameter
Highly relevant Substantially relevant Fairly relevant Not relevant
No. of respondents
12 60 24 4 Total
Weight W.Avg s
4 3 2 1 48 180 48 4 280
Weighted Score = 280/100 =2.80 (Majority = Substantially relevent)
74
Relation Between Training Programmes & your Job

60 60 50 No. of employees 40 30 20 10 0 Highly relevant Substantially relevant Fairly relevant Not relevant 12 4 24
Opinions
Interpretation:From the above chart, 12% of the respondents opinioned that the training programmes are Highly relevant to their job, 60% of the respondents opinioned that the training programmes are substantially relevant to their job, 24% of the employees opinioned that the training programmes are fairly relevant to their job, only remaining 4% if the respondents are opinioned that the training programmes conducted by BDL are Not relevant to their job. 29. Do you have any experimental learning techniques in training programmes of BDL?

a. b. Yes No 36 64 36% 64%
75
Experimental learning Techniques in training Programmes Yes 36%
No 64%
Yes No
Interpretation:From the above chart, only 36% of the respondents were respond as yes we have experimental learning techniques in training programmes, remaining 64% of the respondents were respond as No we didnt have any experimental learning techniques in training programmes.
30. Do you observe any change in your attitude after training programmes?

a. b. Yes No 73 27 73% 27%
76
Change in attitude of Employees After Training

80 70 73
No of Employees
60 50 40 30 20 10 0 Yes No 27
Opinions
Interpretation:From the above chart, 73% of the employees were opinioned that they observe some change in their attitude after training, remaining 27% of the employees opinioned that they didnt observe any change in their attitude.
31. It is sufficient the time period of training programme.
S.No
a. b. c. d.
Parameter
No. of respondents
0 55 35 10 Total
Weight W.Avg s
2 1 -1 -2 0 55 -35 -20 0
77
Time period of Training Programmes

Strongly agree 0%
Strongly disagree 10%
Agree 55% Disagree 35%
Strongly agree
Agree
Disagree
Strongly disagree
Interpretation:From the above chart, there were no employees Strongly agree with sufficient the time period of training programmes, 55% of employees Agree with sufficient the time period of training programmes, 35% of employees Disagree with sufficient the time period of training programmes, and remaining 10% of the employees Strongly disagree with sufficient the time period of training programs. 32. You are having fulfilled activities along with debriefing activities in training programs.
S.No
a. b. c. d.
Parameter
No. of respondents
0 73 25 2 Total
Weight W.Avg s
2 1 -1 -2 0 73 -25 -4 44
78
Fulfilled Activities in Training sessions

80 70 No. of employees 60 50 40 30 20 10 0
73
25
0
Strongly agree Agree Opinions Disagree
2
Strongly disagree
Interpretation:The above chart shows that, none of the employees Strongly agree with Companys training programmes having fulfilled activities along with debriefing sessions. 73% of the employees Agree with the company having fulfilled activities along with debriefing sessions in training programmes, 25% of the respondents were Disagree with the company having fulfilled activities along with effective debriefing sessions in training programmes, there were only 2% of the employees Strongly disagree with the company having fulfilled activities along with debriefing sessions 33. Do you feel the feed back is necessary for training programmes?

a. b. Yes No 97 3 97% 3%
79
Necessity of Feed back for Training programmes

97 100 No. of Employees 80 60 40 20 0 Yes Opinions Yes No No 3
Interpretation:From the above chart, 97% of the respondents opinioned that the feedback necessary for any training programmes, and only 3% of the respondents were opinioned that the feedback is not necessary to the training programmes.
34. Do you think that you are trained to handle the present job safely?
S.No
a. b. c. d.
Parameter
Adequately Averagely Below average Poor
No. of respondents
30 50 16 4
Weight W.Avg s
4 3 2 1 120 150 32 4
80
Total
306
Weighted Score = 306/100 = 3.06 (Majority = Averagely)
Situation After Training Programmes

Poor 4% Adequately 30%
Below average 16%
Averagely 50%
Adequately
Averagely
Below average
Poor
Interpretation:The above chart shows that, 30% of the employees were opinioned that after training they handle the present job Adequate, 50% of the employees were opinioned that after training they handle the present job Averagely, 16% of the respondents were opinioned that after training employees handle the present job Below averagely, and remaining 4% of the respondents opinioned that after training employees handle the present job Poor. 35. What methods of training programmes do you like more?
S.No
a. b. c. d. e.
Parameter
Lectures Interactive Lecture On the - job Off the - job None of the above

10 40 40 7 3 81 10% 40% 40% 7% 3%
Training methods
45 40 35 30 25 20 15 10 5 0
40
40
10
3
None of the above
Lectures
Interactive lectures
On-the-job training
Off-the-job training
Lectures Off-the-job training
Interactive lectures None of the above
On-the-job training
Interpretation:From the above chart, 10% of the respondents were like Lectures method in their training programmes, 40% of the respondents were like Interactive lectures In their training programmes, again 40% of the respondents were like On-the-job methods in their training programmes, 7% of the respondents were like Off-the-job methods in their training programmes, and only 3% of the employees were like None of the above methods in their training programmes.
FINDINGS OF THE STUDY Most of the employees in the organization feel that the training programmes are good. Majority of the employees are agree with that the place where conducting the training programmes is good. Most of the employees feel that the training equipment of the organization is average. 82
Majority of the employees opinioned that the material of training programmes in the organization is poor. Most of the employees are agree with that the organization having the induction training programmes only for some categories. Most of the employees satisfaction level about induction training programmes is poor. Most of the employees are opinioned that they are influencing with both internal & external training programmes. Most of the employees are sincerely attend the training prorgammes on BDL mentioned. Most of the employees are disagree with that the training programmes of BDL improve the interpersonal relations. Most of the employees agree that the training programmes of BDL helps in person acquire the skills to meet the organization goals. Most of the employees of BDL say that the need of the training programmes on recommendation of HOD. Most of the employees opinioned that the organization conducted by combined with external agency. Most of the employees say that they have attend only 1-3 training programmes during last five years. Majority of the employees opinioned that the management commitment towards training programmes is effective. Majority of the employees opinioned that the change is required in the present training programmes.
SUGGESTIONS AND RECOMMENDSTIONS Always Induction training programmes should be there for all categories with more effective planning. On-the-job training should be given.
83
The management commitment towards training programmes should be very effective While in house training is going on, the respective divisional heads should not interrupt the trainee and the trainer should not be assigned to any job. The training programmes given to an employee should be relevant to his job. The experimental learning techniques should be there in training programmes of any employee for getting practical knowledge. The training programmes should have strong linkage with individual development. The training programmes should be designed in such a way that it meets training objectives and also to organizational goals.
84

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PROFILE

Public Sector Undertakings

Hindustan Aeronautics Limited

Bharat Electronics Limited (BEL)

Bharat Earth Movers Limited (BEML)

Significant achievements of BEML

Mazagon Dock Limited (MDL)

Garden Reach Shipbuilders & Engineers Ltd (GRSE)

Goa Shipyard Limited (GSL)

Bharat dynamics limited (BDL)

Significant Achievements of BDL

Bharat Dynamics Limited An Overview

Performance of BDL At The End of 2006

Product Range of BDL

Growth & Progress Of BDL

i.New Projects of BDL

Future plan of BDL

Research & Development Activities in BDL

Technology & safety in BDL

Marketing & Business strategy of BDL

Organization Structure of BDL

Staffing Pattern and Manpower

Unit KBC BG Total

T 130 131 492

Total 459 163 622

BHARAT DYNAMICS LIMITED

SUB TOTAL 12 WG1 13 WG2 14 WG3

10 4 7 22 8 36 147 257 328

Organizational Chart of BDL

GM (CPED) AGM (C-QC)

Asst. General Manager

Dpy. General Manager

Staff & Non-executives

HRD Wing - ISTM Profile (Institute of systems technology and management)

Programs conducted by ISTM

Reasons For Doing Project Work in HRM at BDL

TRAINING & DEVELOPMENT

Need for Training

Methods for assessing the training needs

Training Content for Different Categories of Employees

Steps in Training & Development Process

Distinction between Training & Development

Knowledge and Skills of The Manager

Procedure for Development of Executive

Evaluating development programs.

On-the-job techniques On-the-job-techniques

coaching job rotation under study multiple management

Objectives of Training & development in BDL

Identification of Training Needs

Job Oriented Training Need Analysis (JOTNA) for Executive\ Non-Executives

Personal Data Name St.no. Qualification Design Natur e of Work

Identification of Training Needs In-House (ISTM) External (India) Abroad

particulars K\S\A Date Particulars K\S\A. Place Date 1. 2. 3. 4.

Remarks of divisional Head:

signature of Departmental Head:

TRAINING SLOTS Executives Non-executive INTL EXTL INTL EXTL

Preparation of Annual Training Plan

Procedure For Preparation of Departmental Training Plans

Evaluating The Effectiveness of Training

Rational for the study

Objectives of the Study

Primary and secondary data.

A well structured questionnaire.

NO. OF RESPONDENTS SAMPLE SIZE SAMPLE UNIT SAMPLE PROCEDURE