INTRODUCTION
Human Resource Management (HRM) is a relatively modern label for the
range of themes and practices involved in managing people simply put. Human
Resources Management (HRM) is a management function that helps managers
recruit, select, train and develops members for an organization. Obviously, HRM
is concerned with the peoples dimension in organizations.
HRM is the planning, organizing, directing and controlling of the
procurement,
development,
compensation,
integration,
maintenance
and
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objectives and does not deem it as an overhead cost. The training activities
are now carried out after establishing defined needs of the organization and
employee training has become effective in improving organizational
Performance. There are certain challenges in the area of employee training.
These challenges are due to several developments, which include the impact
of technology, the communication revolution, demography of work place
and under investment in human resources.
Training is a Process of assisting a person for enhancing his
efficiency and effectiveness at work by improving and updating his
professional knowledge, by developing skills, relevant to his work and
cultivating appropriate behaviour and attitude towards work and people.
Training also refers to effectively systematized and evaluated attempts.
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TRAINING
Training is a process of learning a sequence of programmed
behaviour. It is an application of knowledge. It gives people an awareness of
the rules and procedures to guide their behaviour. It attempts to improve
their performance on the current job or prepare them for an intended job.
Definitions:
1. Training is the organized procedure by which people learn
knowledge and skills for a definite purpose.
Dale.S.Beach
2.
Edwin.B.Flippo
3.
R.S.Davar
Training is indispensable be it in goal selection or in the working
process. Training enables us to move ahead in the right direction, using right
pace and right tools while keeping sight of the target. It is the real
understanding of the components of and pursuing every detail of the entire
process adhering to the just and subtle social requirements.
Training could also be to expose the existing employees to the atleast
concepts, information and techniques and develop in them skills required in
their fields. As change is inevitable the only way to keep pace is to keep
abreast of the information. That is possible only through training.
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NEED FOR THE STUDY
Training is a practical and vita necessity because, it enables
employees to develop and rise within the organization and increase the
earning power and job security. Training alone is not sufficient but it should
also be evaluated because it would be helpful for the future training
programmers.
There is great stability flexibility, and capacity for growth in
organization training contributes to employees stability in at least two
ways. Employees become efficient agate under going training efficient
employees contribute to the growth of the organization.
Growth renders stability to the work force. Further tined employees
need to stay with the organization. They seldom level the company training
makes the employees versatile in operations, all roundness can be
transferred to any hob. Flexibility is therefore ensued. Growth indicates
property which is reflected in increased profits fan year to year
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training program.
To know the interest of the employees towards the training program.
To identify the methods of training.
To identify the efforts of organization in developing employees through
the processes of training.
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RESEARCH METHODOLOGY
Sources of Data Collection:
The sources of data collection are through primary and secondary
sources.
Primary source:
Primary data is the first hand information gathered directly from the
employees of the organization. The method followed for collecting the
primary data is survey approach. Survey was conducted through
questionnaire and persona interview.
Secondary source:
Secondary data is the data collected from the written material of the
organization. The sources of secondary data were
Employee registers
Brochures
Evaluation statement of the employees.
SAMPLING METHOD:
Convenience sampling method is used to collect the data. In the
sampling method instead of every unit of the population only a part of the
population is studied and the conclusion is drawn on that basis for the entire
population.
SAMPLING METHOD: Random Sampling method was used in this study.
SAMPLING SIZE: Sampling size of 100 was taken in the study.
SAMPLING UNIT: The study is directed towards all employees of all
departments.
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LIMITATIONS OF THE STUDY
The study has also been restricted to a single program.
The inaccessibility of some of the staff members is also a hindrance
for the study.
The information gathered from the individuals may not be accurate
during the survey.
It is difficult to study all the activities of training and development in
the organization.
Time has also been major limitation as the period of project work is
only 8 weeks.
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INDUSTRY PROFILE
Introduction:
The popular adage Nothing succeeds g like success is applicable to
the dairy development in India. If the country witnessed the green
revolution leading to self reliance in food grains in the sixties and the
seventies, the decades of the eighties and the nineties witnessed the white
revolution. Indian total milk production is ranked first in the world
followed by the United States. Initially dairying was largely an unorganized
activity. By and large land holding farmers kept cattle mainly for bullock
production. Milk was essentially a byproduct. The surplus after domestic
consumption was either converted into conventional products mainly ghee
and sold to middle men who cater to the needs of the market.
As India enters an era of economic reforms, agriculture, particularly
the livestock sector, is positioned to be a major growth area. The fact that
dairying could play a more constructive role in promoting rural welfare and
reducing poverty is increasingly being recognized. For example, milk
production alone involves more than 70 million producers, each raising one
or two cows/buffaloes. Cow dung is an important input as organic fertilizer
for crop production and is also widely used as fuel in rural areas. Cattle also
serve as an insurance cover for the poor households, being sold during times
of distress.
There was an increasing demand for milk from the urban areas. There
arose a need for the farmers to increase the production of milk. Since the
demand in the urban scenario is rapidly increasing so is the supply
generated by the farmers. Further the new dairy plant capacity approved
under the Milk and Milk products order (MMPO) has exceeded 100 million
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lpd. The new capacity would surpass the projected rural marketable surplus
of milk by about 40 percent by 2005.
Evolution:
The origin of dairy farms under public management dates back to
1866 when the Department of Defense established a few dairy farms in that
year to supply milk and milk products to the British troops. The next step
was initiated during the First World War.
In 1914, the Department of Defense on the advice of the Board of
Agriculture advised the Government in 1916, to appoint imperial dairy
expert. The next important step was the decision to conduct a census of
livestock. The livestock census was carried out in 1919 as a preparatory
action for planned dairy development by the Board of Agriculture. In 1920,
the imperial expert recommended to the Government for the establishment
of a training center to meet the manpower requirements for managing the
Defiance Dairy Farms. By this time there were three dairy farms and until
1923 the British Governments approach towards dairying was confined to
milk requirements of the military only. After 1923, diploma courses in dairy
were started at Bangalore.
Dr.N.C.Wright, Director, Dairy Research institute, Scotland who was
invited to India in 1936 for reviewing the progress of dairying in the country
has made two recommendations:1. Industry needs have to be solved by developing own technology and
technologists in the country.
2. India is country of villages, of which most inhabitants are small,
marginal farmers and landless laborers. Development should be
promoted only on cooperative lines.
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In 1937, the Lucknow Milk producers Co-operative Union Limited
was established paving the way for the organization of such union in
districts and state.
In 1945, the Famine enquiry commission in its report emphasized the
need for developing fodder supply for increasing milk production and
recommended the adoption of mixed farming with a place for fodder and
crop rotation. As a sequel to this, under the Greater Bombay Milk Scheme,
milk was procured from Kaira district, Gujarat by the private dairy. That
gave way to the idea of creating an institutional structure for dairying on cooperative lines.
The Root Cause:
In the forties the dairy industry was dominated by one firm-Polsons.
Established by rather enterprising gentlemen who discovered in kaira
district, of what was then Bombay presidency, produced a good deal of
milk. He established a creamery and for a while the name polsons was
synonymous with butt-much as Amul is today.
One of Polsons businesses is to supply milk to Bombay. As karia
district was an abundant source of the commodity, Polson was chosen to
procure it from there. He in turn, entered into an arrangement with a number
of contractors who actually went to the villages and collected the milk.
Everyone was happy. Bombay relieved reasonably good quality milk and
Polson made a handsome profit. The contractors too manage to earn; large
margins by over quoting the farmers. It was only the poor farmers who were
unhappy for it. Thy invested in the animal feed and fodder and they put in
their labor; yet, it was they who received the smallest share of the Bombay
consumers rupee. The arrangement benefited everyone but them.
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THE FIRST STEP:
Formation of Karia Union
Realizing that something needed to be done about the unequal
balance of wealth, they turned to sardar vallabhai Patel for advice. Sardar
Patel knew that their only chance of earning a decent income was when they
themselves gain control over the resources they created. He also knew that
the cooperatives offered them the best chance of gaining that control. So he
advised them to stop selling milk to Polson and form a cooperative of their
own. They followed his advice and the kaira district cooperative milk
procurers union (AMUL) was born, in 1946.
The cooperative then passed through some very difficult times and
eventually became a model of cooperative dairying throughout the world.
The AMUL cooperative was started by a handful of members initially
handling only 250lt milk a day. Over the years, this union has grown from
strength to strength and today AMUL handles over 8, 00,000 it of milk per
day. There are 91 Village Milk Cooperative Societies. In 1988-89 the turn
over were 1,700 millions and its assets were Rs.200 millions.
The focus of the union was on production by the masses, not mass
production. By the early sixties, the modest experiment in kaira had not
only become a success, people began to recognize it as such. Farmers from
all parts of Gujarat came to learn it. They went back to their own districts
and started their own Cooperatives. The result-together, the district milk
producers unions of Gujarat own the Gujarat Cooperative Milk marketing
federation which markets the milk and milk products manufactured by its
owners. Last year the federations turn over was over Rs.1700crores making
it the largest in the food industry? Besides the dairy plant, the AMUL owns
cattle feed plant producing over 400tons of balanced cattle feed a Day. It
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manufactures a wide range of products, including milk powder, butter,
cheese, chocolates and malted beverages.
ESTABLISHMENT
OF
NATIONAL
DAIRY
DEVELOPMENT
BOARD (NDDB):
The Government of India had established the National Dairy
Development Board (NDDB), an autonomous body headquartered at
Anands Cooperative in India. In order to develop dairy in India, NDDN
drew plans for Operation Flood.
THE NEXT ACHEVEMENT:
Operation Flood
In the late sixties, the board drew up a project called Operation Flood
(OF) - meant to crate a flood of milk in Indias villages with funds
mobilized from foreign donations. Producers cooperatives, which sought to
link dairy development with milk marketing, were the central plank of this
project. Operation Flood which started in 1970, conclude its third phase in
1996 and has to its credit these significant results:
1. the enormous urban market stimulus has led to sustained
2. Production increases, raising per capita availability of milk to early
200 grams per day.
3. The dependence on commercial imports of milk solids are done away
with.
4. Modernization and expansion of the dairy industry and its
infrastructure, activating milk grid.
5. Marketing expanded to supply hygienic and fair priced milk to some
300 million consumers in 550 cities and towns.
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6. A nationwide network of multi-tier producers cooperatives,
democratic in structure and professionally managed, has come into
existence. Millions of small producers participate in an economic
enterprise and improve the quality of their life and environment.
7. .Dairy equipment manufacture has expanded to meet most of the
industrys needs.
OPERATION FLOOD
A recent World Bank audit shows that of the Rs.200 crores bit
invested in Operation Flood II, the net return into the rural economy has
been a whopping Rs.24,000 crores per year over a period of ten years, or a
total of Rs.40,000 crores in all. No other major development program has
matched this input-output ratio. Operation Flood, launched in 1970, has
been instrumental in helping the farmers mould their own development.
Thus helping reach milk consumers in 700 towns and cities though a
National Milk Grid. It also helped eradicate the need for middle men
thereby reducing the seasonal price variations. As a result of the cooperative
structure the whole exercise of production and distribution of milk products
has become economically viable for farmers to undertake on their own. In
this manner the farmer himself can enjoy the fruits of his own labor, instead
of surrendering a majority of the profit to corrupt middlemen.
Three Phases of Development:
The scheme sought to establish milk produces cooperatives in the
villages and make modern technology available to them. The broad
objectives are to increase milk productions (a flood of milk) augment
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rural incomes and transfer to milk producers the profits of milk producers
the profits of milk, marketing which are hitherto enjoyed by well-to-domiddlemen.
PHASE1:
Phase 1 of Operation flood was financed by the sale within India of
skimmed milk powder and butter oil gifted by the EC countries via the
world Food program. As founder-chairman of the National Dairy
Development Board (NDDB) of India. Dr. Kurien finalized the plans and
negotiated the details of EEC assistance. He looked after the administration
of the scheme as found-chairman of the erstwhile Indian Dairy Cooperation,
the project authority for Operation Flood. During its first phase, the project
aimed at linking Indias 18 best milk sheds with the milk markets of the four
metropolitan cities of Delhi, Mumbai, Calcutta and Madras.
PHASE II:
Phase II of the project, implemented during 1981-85 raised this to
some 136 milk sheds linked to over 290 urban markets. The seed capital
raised from the sale of WFP/EEC gift products and World Bank loan had
created, by end 1985, a self-sustaining system of 43,000 village
cooperatives covering 4.25 million milk producers. Milk powder production
went up from 22,000 tons in the pre project year to 1, 40,000 tons in 1989,
thanks to dairies set up und Operation Flood. The EEV gifts thus helped to
promote self-reliance. Direct marketing of milk by producers cooperatives
resulting in the transfer of profits from milk contracts increased by several
million liters per day.
PHASE III:
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Phase III of Operation Flood (1985-1996) enabled dairy cooperatives
to rapidly build to the basic up the basic infrastructure required to procure
and market more and more milk daily. Facilities were created by the
cooperatives to provide better veterinary first- aid health care services to
their producer members.
Achievements under Operation Flood:
The main objective of operation Food was achieved by vertical
integration of milk procurement, processing and marketing through a threetie cooperative structure by organizing 60,280 village cooperative societies
(VCS) in 173 milk shed having 6.61 million farmers by September 1989.
Not only that, there are today 1230 rural milk processing plants of 13.9
MLPE (million liters per day) capacities.
The milk production has increased from 20.74 million tones in 196970 to 48.7 million tones in 1988-89 while consumption capacity increased
from 107 Kg/day in 168 Kg/day. The increase in milk production was 6.6
per annum without altering the basic land-holding structure, farming system
and ownership of cattle.
The infrastructure build to link producers directly with the urban
consumers had helped to transfer 75% of the consumption price to the
producer which was the main incentive to increase milk production.
Payments received by the farmers rose from Rs.1.75 billion during 1980-81
to over Rs.8 billion by 1988-89.
The milk grid was developed to link good milk producing areas with
the four metropolitan city milk plants by rail milk tankers and road milk
tankers. Today milk is transported from one part of the country to another by
rail tankers.
With increase in local production of milk powder and butte, the
import of commodities has been significantly reduced. The import
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accounted for 60% of the milk throughout the mid fifties. While it had
dropped to 6% by the mid-eighties.
There is no more rationing and quota card system, for the purchase of
milk for consumers convenience. UHT tonned shelf milk was introduced in
the mid-eighties which is slowly gaining popularity. Operation Flood was
successful because the project was based on a sound and successful model
of the Anand Dairy Cooperative. The efficient handling of the gifted
commodity was the land mark of success of Operation Flood.
Development of Dairy in Nineties:
The momentum gained in the dairy through cooperatives during the
last 20 years will now take India into nineties as major dairying country of
the world. The countrys milk production in the early sixties which was
about 20 million tons has touched a record of 56 million tons. It is likely to
reach about 80 million tons by 2000 AD. India which one time was
dependant on other countries for products such as milk power, table butter
and cheese has now become self sufficient. It has even started exporting
some of them in small quantities simultaneously efforts are made to expand
milk procurement, processing and marketing to meet the growing demand
for milk products.
Dairy Cooperatives:
In our country, the cooperative movement owes its development to
the initiative of the Government. It is only during 1950s that Tamil Nadu,
Gujarat and Uttar Pradesh took some important steps in organizing Dairy
Cooperative sector, provided a model for the milk producers. Cooperatives
in Gujarat and other states provided guidance and policy direction. State
level federations of Dairy Cooperatives have been formed in different states.
The entire institutional network of the cooperatives comprises of 22
Federations, 173 unions, 75 thousand Dairy Cooperative societies and over
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7 million farmers. Members during 1989-90 collected an average 10 million
it of milk in a day and paid about 1200 crores of rupees in a year.
MAIN AIM OF DAIRY INDUSTRY IN COOPERATIVE SECTOR
1. Formation of cooperative units of milk producers in every village.
2. To improve cattle wealth of goods breed which are imported for milk
production?
3. To avoid contaminated diseases buy using proper medicines and
injunctions.
4. Providing the availability of good breed seeds so as to improve the
cattle feed.
5. Industry mobile hospitals to provide free medical facilities to cattle of
the dairy and avoid diseases.
So from the above aims of the cooperative unions, it is crystal clear
that the cooperative sector would be instrumental in increasing the milk
production.
To put the above programmers to action in our district with the
cooperation of National Dairy Development Board, a Three-Tier
programmed was started in 1980. In relation to it 198 milk producers
cooperative unions have been set up at village level
The Three-Tier System:
The Three-Tier system consists of:
1. Primary Dairy Cooperative societies at village level.
2. Cooperative Unions at district level.
3. Federation at state level.
MILK SHEDS/UNIONS:
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Operation flood programme
Sheds/unions.
NO
1
2
3
4
5
6
7
8
9
MILK SHEDS/UNIONS
Visakha
Godavari
Krishna
Guntur-prakasam
Chittor
Cuddapah
Kurnool
Nalgonda-Ranga reddy
Medak-Nizamabad
DISTRICTS
Srikakulam, Vizianagaram & Vizag
East and West Godavari
Krishna
Guntur-Prakasam
Chittor
Cuddapah
Kurnool
Nalgonda-Ranga reddy
Medak-Nizamabad
Cooperative Marketing:
Cooperative dairy societies have played a major role in the marketing
of milk in India. Major quantity of milk is produced in the rural area while
the profitable market for milk and milk products is largely in urban areas.
However the quantity f milk available for sale for an individual farmer is
very less. It becomes difficult for them to send such a small quantity to
urban markets on their own. They face a number of problems such as
inadequate transport facilities and absence of proper marketing. Therefore
the role played by the dairy Cooperatives in building the economic welfare
of the farmers is not over emphasized. In addition to the arrangement of sale
of milk, the dairy cooperative are also expected to provide veterinary aids,
supply cattle needs and arrange for the supply of credit for related purpose.
Loan to Members:
The milk cooperatives cannot extend loans to the farmers directly.
Instead they can offer guarantee to the amount borrowed by the farmer. It
was observed that from small size societies about 7 members received loans
amounting to Rs.42, 000. The loan was mainly offered for the purpose of
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purchase of cross-breed cows. In medium, purpose of purchase of crossbreed cows and 29 members got the loan worth Rs.7, 50,000 for purchase of
buffaloes.
Gains to the Members:
The cooperative society provides loans, fertilizers, and fodder, seeds,
breeding and veterinary facilities to augment the milk production. At present
there are 238 dairy plants in India comprising of public cooperatives and
private sectors.
Cooperative milk societies are organizations of producers and they
not only arrange marketing of surplus milk but also supplement the income
of the producers, who are generally agriculturists, mainly in rural areas.
These societies also help the consumers to have pure and unadulterated milk
at reasonable price.
Cooperative marketing may be defined as a cooperative association
formed to perform one or more of the marketing functions relating to the
marketing association or an agricultural cooperative marketing society, need
not necessarily perform all the marketing functions. Normally these
functions include services such as selling agents, supply of accurate market
information, standardization storage, assembling, packing and processing
services.
The primary objective of the cooperative is to maximize the income
of its members as much as possible. To achieve this primary objective
cooperative marketing aims at obtaining higher prices for the producers and
minimizing the costs of marketing.
To obtain higher prices for its members a cooperative marketing
society tries to achieve the following:
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1. Development of orderly marketing.
2. Adoption of better selling methods.
3. Improvement of quality.
4. Elimination of trade abuses.
5. Improved bargaining position for the members as sellers.
6. Improvement of standardization and grading.
Credit Supply and Technology Mission for Dairy development:
The national cooperative development cooperation has been
providing financing assistant to dairy cooperatives for organizing medium
and small size dairy processing plant and milk filling centers. The
cooperation has sanctioned a total loan for dairy units.
In addition small farmers development agency (SFDA), marginal
farmers and agricultural labor agency (MFAL), INTEGRATED RURAL
Development schemes (IRDS) and integrated tribunal development agency
(ITDA) have their own tasks of providing incentives of dairy.
National Milk Grid:
In the seventies the national milk grid was a distant dream. But the
next decade saw it taking shape. The benefits from such an arrangement are
for both consumers and producers.
The development of national milk grid mainly took place for solving
the problems of the producers. The producers form high milk producing
districts not only suffered loss because there were no tankers for the extra
quantity of milk available during the flush season were lower than those
paid during the les\an season. The gird solves these problems of the
producers.
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From the consumers side also this Grid is useful. In 1951 there were
20,900 towns and in 1971 this number has risen to 26,360. During this
period the urban population has increased from 62.4 million to 109.1
million, a growth of 74.8% there was demand for milk from the urban
consumer and they also had the necessary purchasing power.
The demand was felt in the four metropolitan cities of India i.e.
Bombay, Calcutta, Mad4as and Delhi which have ah combined population
of around 16 million (1971). City milk traders brought the milk by bus,
trains and vans. But they could not maintain adequate supply of milk with a
growing demand from urban consumer. The grid brought more supply of
milk to the consumer. The grid brought more supply of milk to the
consumer throughout the year at rational prices.
In order to increase the milk supply and to prevent migration of cattle
to the cities. Plans were drawn to establish. Cattle colonies, but this city
cattle colony project was not successful. Later, five year plans were drawn
to increase milk production. Between 1950 and 1970 the total investment
was around 11,400 million.
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Availability of raw material Abundant. Presently, more than 80 per
cent of milk produced is flowing into the unorganized sector, which
requires proper canalization.
Technical
manpower
Professionally-trained,
technical
human
Problematic distribution:
Yes, all is not well with distribution. But then if ice creams can
be sold virtually at every nook and corner, why cant we sell other dairy
products too? Moreover, it is only a matter of time before we see the
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emergence of a cold chain linking the producer to the refrigerator at the
consumers home!
Competition:
With so many new comers entering this industry, competition is
becoming tougher day by day. But then competition has to be faced as a
ground reality. The market is large enough for many to carve out their niche.
OPPORTUNITIES
Failure is never final, and success never ending. Dr Kurien bears
out this statement perfectly. He entered the industry when there were only
threats. He met failure head on, and now he clearly is an example of never
ending successes! If dairy entrepreneurs are looking for opportunities in
India, the following areas must be tapped:
Value addition:
There is a phenomenal scope for innovations in products like
shrikhand, ice creams, pabeer, khoa, flavored milk, dairy sweets, etc. this
will lead to greater presence and flexibility in the market place along with
opportunities in the field of brand building.
Addition of cultured products like yoghurt and cheese lend further
strength both in terms of utilization of resources and presence in the
market place.
A lateral view opens up opportunities in milk proteins through casein,
caseinates and other dietary proteins, further opening up export
opportunities.
Yet another aspect can be the addition of infant foods, geriatric foods
and nutritional.
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Export potential:
Efforts to exploit export potential are already on. Amul is exporting
to Bangladesh, Sri Lanka, Nigeria, and the Middle East. Following the new
GATT treaty, opportunities will increase tremendously for the expertly of
agri-products in general and dairy products in particular.
THREATS:
Milk vendors, the un-organized sector: Today milk vendors are
occupying the pride of place in the industry. Organized dissemination of
information about the harm that they are doing to producers and consumers
should see a steady decline in their importance.
The study of this SWOT, analysis shows that the strengths and
opportunities far outweigh weakness and threats. Strengths and
opportunities are fundamental and weakness and threats are transitory. Any
investment idea can do well only when you have three essential ingredients:
entrepreneurship (the ability to take risks), innovative approach (in product
lines and marking) and values (of quality/ethics). The Indian dairy industry,
following deli censing, has been attracting a large number of entrepreneurs.
Their success in dairying depends on factors such as an efficient yet
economical procurement network, hygienic and cost-effective processing
facilities and innovativeness in the market place. All that needs to be done
is: to innovate, convert products into commercially exploitable ideas. All the
time keep reminding yourself: Benjamin Franklin discovered electricity, but
it was the man who invented the meter that really made the money.
NEED FOR DAIRY DEVELOPMENT
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In India, the land mass is 304.8 million hectares of which the net
cropped area is 1.77 million hectares(1987-88) while the gross irrigated area
as a Percentage of cropped area is 32.8%.
In 1950, the cow and buffalo population was 196 million and had
increased to 247 million by 1985. It had reached above 300 millions in
1994. The country has the largest cattle and buffalo populations in the world
accounting for more than one-sixth of the worlds cow and more than onehalf of the worlds buffalo population.
In 1988, the human population was about 800 million and this has
been growing at 2.2% per annum. Such a large human and cattle population
has to be sustained on a limited land mass which has led to intensive
farming. The serious constraint that the Indian agriculture faces is the
problem of disguised unemployment and the resultant problem of poverty
and inequality of income distribution. Hence development plans have to
prepare for efficient utilization of human, cattle resources for maximum
productivity of land for creating employment opportunities channeling the
unemployed and under-employed into productive works, dairy farming is
much important in serving this purpose.
Dairy farming can also absorb large number of agricultural laborers
and those people who migrated from rural to urban areas in search of
employment opportunities throughout the year. The dairy industry plays a
vital role in improving the rural economy which is mainly agricultural
based. The advantage of dairy industry is that gestation period is very short
and the benefits of developmental activities can be reaped soon.
Advantage of Dairy Industry:
1. Strong procurement.
2. infrastructure
3. Presence of highly skilled manpower and cheap labors.
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4. Large number of processing and allied facilities.
5. Milk production pattern.
India: Worlds Largest Milk Producer:
India has become the worlds no 1 milk producing countries, with
output in 1999-2000 (marketing year ending March 2000) forecasted at 78
million tones. United States, where the milk production is anticipated to
grow only marginally at 71 million tons, occupied the top slot till 1997. in
the year 1997, Indias milk production was on par with the U.S at 71 million
tons. The world milk products in 1998 at 557 million tons would continue
the steady progress in recent years. Furthermore, the annual rate of growth
in milk production in India is between 5-6 percent, against the worlds at 1
percent. The steep rise in the growth pattern has been attributed to a
sustained expansion in domestic demand, although per capita consumption
in modest at 70 Kg of milk equivalent.
ANNUAL MILK PRODUCTION HAS TREBLED
Indias annual milk production has more than trebled in the last 30
years, rising from 21 million tons in 1968 to an anticipated 80 million tons
in 2001. this rapid growth and modernization is largely credited to the
contribution of dairy cooperatives, under the Operation Flood(OF) project,
assisted by many multi-lateral agencies, including the European Union, the
world bank, FAO and WFP (world food program). In the Indian context of
poverty and malnutrition, milk has a special role to play for its many
nutritional advantages as well as providing supplementary income to some
70 million farmers in over 500,000 remote villages.
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Milk production in India
Milk production
Year
(million tons)
2001-02
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10
67.96
71.13
74.57
78.11
81.82
85.72
88.92
91.54
95.87
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Countries
2008
2009
2010
India
U.S
Russian federation
Pakistan
Brazil
World
74
71
33
22
22
557
71
71
34
21
21
549
68
70
36
20
19
542
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Andhra Pradesh Dairy Development Corporation was formed on 24 th
February, 1974 as a state government undertaking for the mission of
industrializing rural dairying. Extensive information was developed to
produce milk from every nook and corner of the state and to tap the
untapped milk sector with in the main objective of generating employment
and opportunities to rural people. It paved a way providing employment to
nearly 15,000 employees and organizes as many as 87 dairy units including
7 milk product factories, 13 district dairies, 22 chilling centers.
More than 3.5 million producers get Rs.20 crores per annum for
supplying milk of which 69% of total beneficiaries belong to small and
marginal farmers, agricultural labor and other working section of rural
community. Every day 8.2 lakh its of milk is collected. Every tenth liter of
milk produced in the country comes from Andhra Pradesh.
Main Aim of Setting up of Dairy Industry in Andhra Pradesh:
The majority of area in Guntur district in our state is having
agriculture as the main source of livelihood. Dairy industry occupies second
place in the earning the livelihood, next only to agriculture. Dairy industry
now has stepped into the cooperative sector to help the small and backward
farmers by making them as partners. This fact is also lucidly explained by
the then Government of Andhra Pradesh.
The expansion of this is to meet the needs of the people and help the
farmers and villages because milk and cattle are among the prime sources of
income for them.
Necessary Conditions for the Success of Cooperative Marketing:
1. Effective control of the organization must remain in the hands of the
farmer members selling their produce through it.
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2. Members must remain loyal to the organization and as a proof of their
loyalty they should sell their products through the organization only.
3. Expenses incurred and profits earned by the organization must be
distributed amongst members on fair and equitable basis.
4. There should be efficient and cost effective transport facilities for the
distribution of milk and milk products to laces where there is good
demand.
5. The processes involved should be innovative, both in the production and
the distribution of the dairy products.
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COMPANY PROFILE
Nothing compares to the goodness of milk. It is the best source of
calcium and vitamin Dtwo nutrients essential for building strong bones.
World over, doctors and health experts recommend two to four servings of
dairy products every day. Even dietitians agree for growing kids and teens
alike, milk is the number one source for these nutrients. Model Milk
Products Pvt. Ltd. is a leading manufacturer and supplier of a wide range
of milk products such as Basundi, Cooking Butter, Curd, Fresh Milk,
Ghee, Junnu, Kalakhand, Paneer, Skim Milk Powder, Sweet Khova,
Sterilized Flavored Milk etc.
Location: The dairy is located on the CHENNAI CALCUTTA National
Highway, NH-5 between Vijayawada and Gannavaram, nearly 13 kilometers
from Vijayawada city, at Nidamanuru, and 7 km from Vijayawada Airport.
ABOUT US - MODEL MILK
Motivation: The difficulties that the citizens of Viajayawada were facing in
the 1990s in getting fresh, processed and hygienically packed milk was
guiding factor in taking the decision to start a milk processing and
distribution unit in the city of Vijayawada, a commercial and educational
hub by Sri Pinnamaneni Dasaradha Ramaiah garu and his two younger sons,
Sri P.Krishna Mohan and Sri P.Dhana Prakash.
List Of Directors: Mr. Dhana Prakash (MBA) and Mr. Sai Kiran (MBA).
About Managing Director: Sri P. Dhana Prakash (MBA) is the Managing
Director and he is also Director for the Nagarjuna Hospitals, Kanuru,
Vijayawada and Chairman for Heal Paradise, A Charitable Trust.
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The Project Takes Shape : Having thought and worked on the idea of
starting a milk processing and packing plant, the team pushed it up to the
establishment of a model dairy plant, initially to handle 10,000 liters of milk
per day with all the required equipment facilities and infrastructure and was
christened as Model Dairy Pvt.Ltd.
The Growth and Performance : With continuous and untiring efforts for
expansion in the various areas like milk procurement, processing facilities
and distribution the handling of the dairy reached 75000 liters per day by the
year 2007.
The Dairy processes, packs and distributes milk with different fat
percentages, as per the norms in vogue to cater for the needs and paying
capacity of the consumer. The milk is packed in 500ml and 200ml capacity
sachets by automatic, form fill and seal packing machines untouched by
hand. Milk is also supplied for bulk users like Institutions, hotels and
functions in 40 liters and 20 liters aluminum or plastic cans.
Of the satisfied customers, 80% buy on daily basis, and our dedicated sales
agents and delivery boys bring the packets to the customer's door steps.
To keep pace with the consumer demand for hygienically made and packed
milk products, the Model Milk Products Pvt.Ltd.( MMPPL), a sister concern
of the Model Dairy Pvt.LTd.(MDPL) with a different Management and
facilities but the same Managing Director Sri P.Dhana Prakash was
established in the year 1994.
Model dairy has its own company out lets for selling the products @
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production cost only in all the Plants locating in Krishna district, East &
west Godavari districts,Prakasam districts. Customers can order for bulk
orders from these outlets also.
MODEL MILK PRODUCTS
A large number of products semi instant skim milk powder, ghee, cup
packed and a sachet packed curd a specialty product POT Curd, butter
milk , paneer, Sweet khoa, Milk pasand, indigenous junnu, and flavored
milk are processed and packed in the Model Milk Products Pvt.Ltd. Most of
the above products are common place items excepting Junnu and Pot Curd.
The indigenous junnu: This is made from cloistral milk added with milk,
SMP, Jaggery and flavoring and additives with treatment & cold stored.
Curd : The pot curd Munta Perugu is a delicacy very much in demand
in functions for dinners and is made in prewashed, sanitized earthen pots of
125 grams and kept in refrigerated storage, till delivery.
Contact Us
MODEL MILK PRODUCTS PVT. LTD.
Nidamanuru, Vijayawada - 521104, Andhra Pradesh, India
Mr. P. Dhana Prakash (Managing Director)
Mobile : +919848122111, +919666924999
Phone : 91-866-2842777/2842396
Fax : 91-866-2842111
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Company Profile
Business Type
Manufacturer , Supplier
Primary Competitive Advantages
Premium quality
No of Staff
Year of Establishment
No of Production Lines
Investment
on
Manufacturing
Equipment
Production Type
No of Engineers
Product Range
Timely delivery
Strategically located
300
1994
1
Rs. 5 crore
Standard Certification
Fully automatic
3
Basundi
Cooking Butter
Curd
Fresh Milk
Ghee
Junnu
Milk Kalakhand
Paneer
Skimmed Milk Powder
Sweet Khova
Sterilized Flavoured Milk
ISO 9001:2000 & ISO 22000-
20005
75,0000 litres.
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LTD..
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of 1, 25,000 liters per day in the first phase 2, and 50,000 liters per day at
VIJAYAWADA respectively.
Milk product factory, VIJAYAWADA area of site 27.3 acres, the value
of factory building Rs. 4,00 lakes, money given by UNICEF for machinery
Rs.53lakhs, cost of investment on number of worker 1538. At present
yearly earnings are Rs. 56crores and annual turnover Rs. 60crores. In the
year 1983-84 the annual turnover is about 19.4 corers and total staff is
2,064.
Chilling Centers:
The VIJAYAWADA milk products factory has set up ten chilling
centers, which are given under center, have been producing chilled milk for
the composition of the various segments of the consumers. Chilling centers
use very successful to milk products factory. Fallowing are centers in
Krishna District under the control of VIJAYAWADA milk products factory:
Pamarru
Hanuman Junction
Veeranki lock
Gudlavalluru
Chikollu
Tiruvuru
Gannavaram
Vuyyuru
Kaikaluru
kankipadu
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CAPACITIES:
Milk
Ghee
Butter
Milk Powder
Refrigeration Capacity
Steam Generation
Milk Packing
Chilling
Processing
TRANSPORT:
There are about 25 vehicles in transport organization, milk products
factory, Vijayawada.
Road Tankers
- 4 tanks of 13,000 liters capacity
- 4 tanks of 1,000 liters capacity
3 distribution vehicles for sales
6 inspection vehicles
1 cash van
In addition to these 25 vehicles, some vehicles are taken hire from
private transporters for distribution of milk.
The milk feed to chilling centers and far off places like
Visakhapatnam, Nellore, and Chittor is being transported by the road
tankers. It is also transported to all metropolitan cities of Delhi, Mumbai,
Calcutta and Chennai through the insulated tankers.
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Research and Development:
The Indian Council of Agricultural Research has started a research
scheme during the period 1970-70 to undertake research on milk products.
Under this scheme soft cheese, butter, milk powder curd, dooth peda, ice
cream mix, butter etc. are, manufactured.
Need For Expansion:
With the introduction of the baby food, the mllk handling capacity
has been reduced to about 80 to 85 thousand liters of milk in view of the
sugar content added in manufacture of the baby food.
Therefore it is
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month at least 1/5 of the members of federation or by the registrar of
cooperative societies.
Provision under Act:
1. Subject to such resolution as the general body may from time to time
pass. The execution management of the union shall consist of not
more than 17 members as detailed below.
a. 2 elected representative of affiliated 30 societies.
b. 3 Government nominees.
c. Registrar of cooperative societies or his nominee.
2. Director of Animal Husbandry or his nominee.
3. Managing Director, A.P dairy development corporation or his
nominee.
a. One to be adopted by the board from the experts in milk
business.
b. Nominee of financing agency.
c. As soon as the election of the members of the board over, they
shall meet and elect a chairman and vice-chairman who will
hold office for one year. The election of chairman and vicechairman is to be held, in the same manner every year
immediately after the general body meeting in which the
remaining vacancies of directors filled up.
Board of Directors:
The board consists of the following.
Chairman of the affiliated union enrolled as members.
Registrars of the cooperative societies.
One nominee of the financing agency.
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Managing director of the federation.
3 nominees of the State Government representing interest of dairy
development.
Any member nominated to the board may at any time resign from his
office by sending a letter to Government and such resignation shall come
into effect from the date on which it is accepted by the Government.
The Government shall nominate the chairman of that board from time
to time. The secretary of the Government dealing with dairy development
shall be the vice-chairman of the board. All the members of the board,
except managing director and chairman of the federation shall be honorary.
Managing Director:
The Managing director shall be appointed by the Government from
time to time upon such terms and conditions as the Government thinks fit
and the Government extends such terms as it may due necessary and
expedite.
Milk Procurement in Mpf- Vijayawads
Milk procured twice a day from 600 villages in the district among
these 600 centers about 195 registered societies under ANAND pattern. A
good milk procurement infrastructure has been developed for the last
several years in the district. It is envisaged to open certain centers to boost
up milk production with more and more active participation of the milk
producers under operation flood. II program and substantial improvement
in milk production is envisaged in near future.
Milk Supply:
Milk products factory Vijayawada supplies milk in Vijayawada and to
near towns in liter and 1 liter sachets. Bulk milk supplies to Hospitals,
hostels and other institutions, besides regular market milk supplies, Milk
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products Factory, Vijayawada dispatches milk to Madras, Hyderabad and
Calcutta.
ORGANIZATIONAL STRUCTURE
Organization structure is the basic frame work of which the
managers decision making behavior takes important place. It basically
deals with relationships. It is an established pattern of relationships among
the components of the organizations. It is the pattern in which various
components are interrelated or interconnected. This prescribes the
relationships among various positions since the positions are held by various
people within the organization. Organizational structure is the totally of
both formal and informal relationships. The organization structure involves
the fallowing steps.
1. Identification of activities.
2. Group of activities
3. Delegating of authority.
In the KDMPCUL organizational structure, chairman is the head of
Board of Directors. General Manager will be under the control of Board of
Directors. The General Manager has various lends created under him like
Plant Manager, Production Manager, Accounts Officer, Personnel Officer,
Sales Manager, Medical Officer, Quality Control Officer etc.,
Every manager delegates authority to subordinates. It is visible that
there is proper understanding and coordination among all departments of the
Organization. This harmonious relationship between the departments leads
to facilitate efficient management and effective communication. Optimum
use of Organizational resources.
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THEORETICAL FRAME WORK OF TRAINING AND
DEVELOPMENT
Any organization that is that likely to be dynamic growth oriented
has to pay attention to the development of its Human Resources. Human
Resources development for workers has been attempting in a limited way
earlier in recent years the professionals as well as academicians have echoed
the need for HRD for workers constitute a major resource in any
organization and therefore any negligence to develop and nurture.
Intellectual, Psychological, social and cultural aspects, and higher level of
achievement, motivation and self-management skills.
Training and development activities are the main mechanisms
through which individual and aspirations can be achieved with
organizational goals and requirements. When training and development
efforts are liked with the organizational requirements and carried out in a
systematic manner throughout the organization, results in organizational
development.
Definition:
Training:
Training is a process of programmed behavior. It is application of
knowledge. It gives people an awareness of the rules and procedures to
guide their behavior. It attempts to improve their performance on the current
job or prepare them for intended job.
The term training may be defined as a process by means of which the
aptitudes, skills and capabilities of individual employees to perform specific
jobs are increased.
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Development:
Development is highly individual oriented. It covers not only those
activities. Which improve job performance, but also those, which bring
about growth or the personality help individual in the progress towards
maturity and actualization of their potential capacities so that they become
not only good employees but better men and women development would
include both raining to increase skills in performing a specific job and
education to increase general knowledge and understanding of the total
environment. In organizational terms it is intended d to equip persons to
earn promotion and hold greater responsibility. The term development may
be defined as the nature & direction of change included among employees
through process of education and training.
NEED FOR TRAINING:
1.
To Increase Productivity:
Instructions can help employees increase their level of performance
To Improve Quality:
Better-informed workers are likely to make operational mistakes.
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4.
will have to make less drastic manpower changes and adjustments in the
event of sudden personnel alternations.
5.
Employee Specification:
Every management finds deviations between employees present
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Training is a widely accepted problem- solving device indeed: our
national superiority in manpower productivity can be attributed in no small
measure to the success of our educational and industrial training
programmers.
1.
2.
3.
4.
5.
instructional programmers.
3.
Supervisors, who implement and apply developmental procedure,
4.
Employees, who provide feedback, revision and suggestions for
corporate educational endeavors.
According to Prof. JHON MEE, the work of training should be done
at two levels.
1.
The training department should assume the primary responsibility for
the instruction of trainers in methods of teaching for normal orientation of
the training supervisors on human relations of the development of
executives of cooperative education in schools and colleges and for the
general education of employees.
2.
Line supervisors and employees should carry the bulk of teaching
load in the following areas.
a)
On the job instruction of employees
b)
Instruction in the technical and professional aspects of a business.
c)
As a part of an over-all training programmer. It is needless to say that
the top line executive has responsibility for
1.
Authorizing basic training policies.
2.
Reviewing and approving the board outlines of training plans and
programs.
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PRINCIPLES OF TRAINING
Training is a continuous process and not a one shot affair and
since it consumes time and entails much expenditure. It is necessary that a
training program or policy should be prepared with grate though and care.
Moreover It must guard against over-training, use of poor instructions too
much training as skills which are unnecessary for a particular job, intimation
of other company training programmers misuse of testing techniques
inadequate tools and equipment and over reliance on one single technique.
E.g. On slide pictures or lecturers are enough on practice.
The selected trainer should be an who clearly understands his job and
has professional expertise has an aptitude and ability for teaching possesses
a pleasing personality and a capacity for leadership is well versed in the
principles and methods of training and is able to appreciate the value of
training in relating to an enterprise.
Trainees in work organization tend to e most responsive to training
programmers. When they feel the need to learn i.e., the trainee will be
more eager to learn training if training promises answers to problems
or needs e as an employee.
In the long run awards tend to be more effective for changing
behavior and increasing ones learning than punishments.
Rewards for the application of learned behavior are most useful when
they quickly follow the desired performance.
Negative reinforcement though application of penalties and heavy
criticism following inadequate performance may have a disruptive
effective upon the learning experience of trainee than positive
reinforcement.
The National Industries Conference Board, U.S.A. states some other
principles like the following.
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a)
b)
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IDENTIFICATION OF TRAINING NEEDS:
WILLIAN BERLINER and WILLIAM MCLARNEY say that discovering
training needs involves five tasks.
A
1.
1.
2.
Determine what parts of the job are giving the employee trouble-
difficulty or difficulties.
The training manager cannot do the exercise of training needs
identifications himself. He has to necessarily take the assistance of line
managers.
A
the job. The methods that are used on the job and the human skills required
to perform the job adequately. The job or description that results lays out the
requirements of task in terms of actual duties to the performed. The job
specification lists the human skills and knowledge required.
B
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SOURCES FOR IDETIFIYING TRAINING & DEVELOPMENT
NEEDS OF INDIVIDUALS ARE:
PERFORMANCE APPRAISAL:
An analysis of the past performance records of the perspective trainee
and comparing his actual performance with the target performance may
provide clues to specific skills that may need development.
QUETIONNAIRES:
These may be used for eliciting opinions of the employees on
topics like communications satisfaction. Job characteristics their attitudes
towards working conditions promotion policies etc. these will reveal
information where any employee skills and knowledge are deficient.
PERSONAL INTERVIEWS:
Interviewing personnel and direct questioning and observation
to the employee by his superior may also reveal the training needs.
MANAGEMENT REQUEMST:
The superiors and managers may made specific may made
specific request for setting training programs through this method is simple
and correct evaluation of employees performance deficiencies can be made
but often such recommendations may be built on faulty assumptions and
requests may not coincide with each other or organization goals.
IDENTIFYING SPECIFIC PROBLEMS:
Such problems are productivity high cost, poor material
control, excessive scrap and waste excessive violation of rules of conduct
high employee turnover and transfer excessive absenteeism. Accidents,
discouragement, struggling with the job met and delayed production.
Problems like these suggest the training may be necessary. For this the task
ad the workers should be closely observed and the difficulties found out.
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The curriculum should be designed for the optimal utilization
of resources available towards the achievement of the program objectives.
One should therefore, ensure the relevance of the curriculum to the in
respect of its degree of complexity.
THE TRAINING MATERIAL:
Care should be taken to ensure the relevance and suitability of
training material the media for presentation of the subject under
consideration. It has to be decided whether the material should be given
before or after the training program.
THE METHODS AND TRCHNIQUES:
The training methods and techniques should contribute to
maintaining interest and high degree of participation and are capable of
inducing a transfer of knowledge and skills.
THE TIMING AND SEQUENCE:
The should be ensured that the timing and we sequencing of
sessions are suitable with regards to the training objectives. Which they are
done depending upon the quality of the material to be covered.
The
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EVALUATION TRAINING PROGRAMM:
Evaluation is the systematic collection and assessment of
information for deciding how best to utilize available training resources in
order to achieve organizational objectives. The evaluation process normally
starts right from the stages when the training is in the progress. The process
will thus help the program designers to change the content of the program to
match the participants expectations and objectives. The evaluation is
known per-training evaluation intermediate evaluation is done when training
is in progress. This can be done on a day-to-day basis or at the training.
Post-training evaluation serves two purposes:
a.
b.
This is done during a period ranging from 3 months to 1 year after the
training.
TECHNIQUES OF EVALUATION:
There are various methods by which the participation reaction
of a program is evaluated. Some of them are as follows.
OBSERVATION:
The trainer or coordinator may sit in a corner and observe
whether the program is proceeding on right lines to achieve the desired
objective. Whether any corrective steps are required etc., this evaluation is
quite subjective as it is based on the observers assumption.
INTERVIEW:
The trainer of coordinator interviews the participants either
during or at the end of the program to take feedback is that it is straight from
participants o trainers. Also the feedback is free flowing. It is not a
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structured system as in the case with the questionnaire method. Sometimes
trainees are not prepared to give adverse feedback in the questionnaires and
only positive feedback in the questionnaires and only positive feedback is
provided.
QUETIONNAIRE:
Two types of questionnaires are generally used. Open-ended
and closed-ended an open-ended and close-ended. An open-ended one
requires participants to answer on a wide-range measuring scale.
TRAINING METHODS:
There area ranges of teaching methods available to a trainer.
Each method has its own advantage and disadvantages in terms of the
objective of a particular training program or training situation. It is difficult
to establish whether one method of instruction is superior o another. Each
method has its use n a training program.
The list of training methods is as follows:
1.
Training in the field, on-the job:
Apprenticeship
In-Plant Training
Craftsmanship Training.
2.
Simulating Real Life Situations:
Role Playing
Business Games
In-Basket Training
3.
Laboratory Training:
Sensitivity training- T group or L group
Transactional analysis
4.
Real Life Sampling:
Critical incident method
Case study method
5.
Individualized training or counseling:
Practicing specific skills
Reading an written assignments
Postal tuition
Programmed instruction
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6.
Discussion methods:
Syndicate methods
TRAINING METHODS:
As a result of research in the field of training, a number of
programmes are available. Some of these are new methods, while others are
improvements over the traditional methods.
TRAINING METHODS
On-the-job
Methods
Off-the-job
Methods
1. Job rotation
1. Vestibule training
2. Coaching
2. Role playing
3. Job instruction
4. Training through
On-the-job Training
5. Step by step
3. Lecture methods
4. Conference or discussion
5
Programmed Instruction
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on a regular job and taught the skills necessary to perform that job. The
trainee learns under the supervision and guidance of a qualified worker or
instructor.
knowledge and experience under the actual working conditions. While the
trainee learns how to perform a job, he is also regular worker rendering the
services for which he is paid. The problem of transfer of trainee is also
minimized as the person learns on-the-job. The emphasis is placed on
rendering services in the most effective manner rather than learning how to
perform the job.
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3. Job Instruction: This method is also known as training through step by
step. Under this method, trainer explains the trainee the way of doing the
jobs, job knowledge and skill and allows him to do the job. The trainer
appraises the performance of the trainer, provides feedback information and
corrects the trainee.
4. Committee Assignments: Under the committee assignment, group of
trainees are given and asked to solve an organizational problem.
The
requirements, he can place his entire concentration on learning the job rather
than in spending his time in performing it. There is an opportunity for
freedom of expression for the trainees.
Off-the-job training methods are as follows:
1. Vestibule Training: In this method actual work conditions are simulated
in a classroom. Materials, files equipment those are used in actual job
performance are also used in training. This type of training is commonly
used for training personnel for clerical and semi-skilled jobs.
2. Role
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3. Lecture method: The lecturer is a traditional and direct method of
instruction. The instructor organizes the material and gives it to a group of
trainees in the form of a talk. To be effective, the lecture must motivate and
create interest among the trainees. An advantage of lecture method is that it
is direct and can be used for a large group of trainees. Thus, costs and time
involved are reduced.
4. Conference or discussion:
carefully planned sequential units. These units are arranged from simple to
more complex levels of instruction.
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No. Of Respondents
20
50
20
10
100
Percentage
20
50
20
10
100
INTERPRETATION:
Table No.1 shows about 50% of Respondents stated that
the existing work place is Good. It is followed by 10% of the respondents
stated that the existing work place is poor. Whereas 20% of the respondents
stated that the existing work place is Average, While 20% of the respondents
expressed that the existing work place is very good.
Table No.2
HOW YOUR COLLEAGUES MOVE WITH YOU
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A bout
Colleagues
Friendly
No. of
Respondents
30
percentages
30
Supportive
49
40
Competitive
11
20
Non supportive
10
10
Total
100
100
INTERPRETATION:
Tables No.2 shows about 49% of Respondents stated that the
colleagues move supportive. It is followed 30% of the respondents stated
that they are friendly. Whereas 11% of the respondents stated that they are
Competitive. Where as 10% of the respondents state that colleagues are not
supportive.
Table No. 3
HOW DO YOU FEEL ABOUT TRAINING PROGRAMM
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About Training
Programmers
No. of
Respondents
Percentage
Very Good
25
25
Good
50
50
Average
20
20
Poor
15
15
Total
100
100
INTERPRETATION:
Tables No.3 shows about 50% of respondents are stated that the
training program is good. It is followed by 25% of the respondents stated
the very good. Where as 20% of the respondents stated that average, while
15% of the respondents expressed that the training programme is poor.
Table No.4
ATTENDANCE TO ALL THE TRAINING SESSION
Responses
STMWEC
No. of respondents
Percentage
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MODEL DAIRY
Yes
75
75
No
25
25
Total
100
100
INTERPERTATION:
Table No.4 shows about 75% of the respondents stated that they
attended all the training sessions, While 25% of the respondent stated that
they did not attend all the sessions of the training.
Table No.5
TIME IS GIVEN TO ATTEND THE TRAINING PROGRAMM
Responses
Yes
No
Total
STMWEC
No. of Respondents
75
25
100
Percentage
75
25
100
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MODEL DAIRY
INTERPRETATION:
Table No.5 narrates that 75% of the respondents stated that time is
given to before conduct the training, While 25% of the respondents stated
that they do not get time.
Table No.6
METHODS OF TRAINING UNDERGONE
Responses
On the job
Off the job
Total
STMWEC
No. of Respondents
70
30
100
Percentage
70
30
100
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MODEL DAIRY
INTERPRETATION:
Table No.6 shows about 70% of the respondents stated that they
undergone on the job training program in the organization where as 30% of
the respondents expressed they undergone the off the job training program.
STMWEC
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MODEL DAIRY
Table No.7
HOW DID YOU FIND QUALITY FOR THESE PROGRAMM TO BE
Quality of Training Programmes No. of Respondents Percentage
Poor
10
10
Good
60
60
Average
30
30
Total
100
100
INTERPRETATION:
Tables No.7 shows about 60% of respondents stated that the quality
of the programme is good. It is followed by 30% of the respondents stated
the average. Where as 10% of the respondents stated the poor.
Table No. 8
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MODEL DAIRY
REASONS FOR TRAINING / DEVELOPMENT
Responses
Out self interest
Training need identification
It was a compulsion
Total
No. of Respondents
50
30
20
100
Percentage
50
30
20
100
INTERPRETATION:
Table No.8 about 50% of the respondents stated that they are out of
self interest and 30% of respondents stated that they need training
identification while 20% of respondents are it a compulsion.
Table No.9
SATISFACTION ON KIND OF TRAINING / DEVELOPMENT
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MODEL DAIRY
Responses
Good
Average
Below average
Poor
Total
No. Of Respondents
20
60
15
5
100
Percentage
20
60
15
5
100
INTERPRETATION:
Table No. 9 shows about 60% of the respondents expressed that the
kind of training / Development program are average. Where as 15% of the
respondents expressed that below average. Where as 5% of the respondents
expressed that poor, while 20% of the respondents mentioned that of
tainting /Development Program is good.
Table No. 10
TRAINING PROGRAMME IS CONDUCTED
Responses
STMWEC
MODEL DAIRY
Every month
Every 3 months
Every 6 months
Yearly once
Total
10
20
45
25
100
10
20
45
25
100
INTERPRETATION:
Table No.10 shows about 25% of the respondents conducted
programme yearly once. Where as 45% of the respondents conducted
programme every 6 months. Where as 20% of the respondents conducted
every 3 months, While 10% of respondents conducted programme every
month.
Table No. 11
WORKING CONDITIONS BEFORE TRAINING
Responses No. Of respondents Percentage
satisfactory
50
50
Normal
40
40
Dissatisfied
10
10
Total
100
100
STMWEC
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MODEL DAIRY
INTERPRETATION:
Table No.11 shows about 50% of the respondents are working
condition satisfactory. Where as 40% of the respondents are working
condition normal, while 10% of the respondents are working condition
dissatisfied.
Table No.12
DO YOU ACQUIRED SPECIAL SKILLS
Responses
Yes
No
Total
STMWEC
No. of Respondents
60
40
100
Percentage
60
40
100
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MODEL DAIRY
INTERPRETATION:
Table No. 12 reveals that 60% of respondents agreed that the acquired
the special skills. While 40% of the respondents stated that they have not
acquired the special skills.
Table No.13
MANAGEMENT WAS SHOWED THE INTEREST REGARDING
EMPLOYEE TRAINING / DEVELOPMENT
Responses
No. of
Respondents
Very Good 10
Satisfied
40
Average
50
Total
100
STMWEC
Percentage
10
40
50
100
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MODEL DAIRY
INTERPRETATION:
The Table No. 13 shows about 50% of the respondents stated that
management interest on employee training/ development is average. It is
followed by 40% of the respondents stated satisfied. While 10% of the
respondents stated that very good.
Table No. 14
USAGE OF MATERIAL FOR TRAINING / DEVELOPMENT
Responses
Audio Visual
Charts
Reading Material
None of above
Total
STMWEC
No. Of
Respondents
20
25
40
15
100
Percentage
20
25
40
15
100
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MODEL DAIRY
INTERPRETATION:
The Table No. 14 shows about 40% of the respondents stated that
reading material dues used for training /Development. While 20% of the
respondents stated that Audio Visual. It is followed by 25% of the
respondents are charts and stated that where as 15% of the respondents are
none of the above.
Table No. 15
TRAINING / DEVELOPMENT PROGRAMME ARE WORTH
WHILE
Responses
No. of
Respondents
Worthy
36
Partly worthy
56
Not worthy
8
Total
100
STMWEC
Percentage
36
56
8
100
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MODEL DAIRY
INTERPRETATION:
The table No.15 narrates that 36% of the respondents stated that
training / Development programmes are worthy. While 36% of the
respondents stated that worthy. It is followed by 8% of the respondents
stated that training programmes are not worthy.
Table No. 16
DO YOU PREFER THE JOB ENRICHMENT / JOB ROTATION
Responses
No. Of
Percentage
Respondents
Job Enrichment 76
76
Job Rotation
24
24
Total
100
100
STMWEC
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MODEL DAIRY
INTERPRETATION:
The Table No.16 reveals that 76% of the respondents stated that they
prefer the job enrichment. While it is followed by 24% of the respondents
stated that they prefer Job Rotation.
Table No.17
TRAINING CAN IMPROVING ANY EMPLOYED PERFORMANCE
Responses
Yes
No
Total
STMWEC
No. of
Percentage
Respondents
72
72
28
28
100
100
Page 75
MODEL DAIRY
INTERPRETATION:
The Table No.17 above clearly shows that 76% of the respondents
stated that training can helps to improve the employees performance. While
24% of the respondents expressed that training cannot help the performance
improvement.
Table No.18
MEMBERSHIP IN ANY TRAINING AGENCY
Responses
Yes
No
Total
STMWEC
No. Of
Percentages
Respondents
30
30
70
70
100
100
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MODEL DAIRY
INTERPERTATION:
The above table depicts that 30% of the respondents stated that they
have membership in the training agency. While 70% of the respondents
expressed that they have not membership in any agency.
FINDINGS
1. It is observed from the study majority of the employees undergone on
the job training.
2. The training progammes are observed reasonably well to certain
extent to the job requirement.
3. The employees are satisfied with the existing training programmes at
MODEL MILK PRODUCTS PVT. LTD..,, and they express that they
acquired special skills through training.
STMWEC
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MODEL DAIRY
4. The management of MODEL MILK PRODUCTS PVT. LTD..,., are
showing interest towards conducting train and development
programmes to the employees.
5. It is observed from the study majority of employees felt existing work
place is good.
6. It is observed that colleagues are more supportive.
7. It is observed that employees attended all the training sections.
8. It is observed that quality of the training programme is good.
9. It is observed that time is given to attend the training programme.
10.The training and development programmes at MODEL MILK
PRODUCTS PVT. LTD..,., mainly intended to improve the
employees performance and job enrichment.
11.It is observed that the training programmes are conducted for every 6
months.
12.In training and development materials are used for giving training to
the employees.
SUGGESTIONS
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MODEL DAIRY
5. It is suggested that The Training programmes should not be neglected
as it improves the skills.
6. Updated materials of training is used.
7. Good quality training programmes are given to gain skills through
training.
8. Proper awareness and motivation should be created to the employees
for the successful implementation and maintenance of training and
development programmes at span systems
b) Good
d) Poor
b) Supportive
c) Competative
d) Non supportive
b) Good
c) Average
d) Poor
STMWEC
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MODEL DAIRY
4. The training sessions attended by you were?
a) Yes
b) No
b) No
b) Good
c) Average
8. The reason for attending such a programme was
a) Out of self interest
c) It was a compulsion
9. Were you satisfied with the kind of training you were given
a) Good
b) Average
c) Below average
d) Poor
b) Every 3 months
c) Every 6 months
d) Yearly one
b) Normal
c) Dissatisfied
12. Did you acquire any special skilled ness through this?
a) If yes how
b) If not why
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MODEL DAIRY
a) Very Good
b) Satisfied
c) Average
14. What was the kind of material used for training?
a) Audio Visual
c) Reading material
b) Charts
d) None
b) Partly Worthy
c) Not Worthy
16. Do you prefer job enrichment or job rotation is needed?
a) Job Enrichment
b) Job Rotation
b) No
18. Did you have any membership in any of the training agency?
a) Yes
b) No
BIBLIOGRAPHY
Title of the
Book
SI.NO.
Author
1.
C. B. Memorial
Personal
Management
2.
Paul. G. Hasting
Personal
Management
STMWEC
Publishing
Home
Year of
Edition
Himalaya
Publishing
House
Tata Mc.Graw
Hill
1994
1996
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MODEL DAIRY
3.
M.
Cumming
4.
P. Subbarao
5.
P.N. Singh
6.
W.
Personal
Management
Tata Mc.Graw
Hill
1998
Human
Resources
Management
Relations
Training for
Management
Development
Himalaya
Publishing
House
1997
UB publishing
1996
Polf . P. Lynton,
Udas Pareek
Training for
Development
Prentice Hill
1999
P L RAO
Training and
Development
2008
Journals:
Fact for you
Business India
STMWEC
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