Project Report on HR in BATA

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The best possible employee education, executive training and management development programs for BATA INDIA LTD. that shall improve job performance and help individuals to progress towards actualization of their potential capacities. Developed For

( Batanagar Unit, Kolkata ) Submitted On 28 / 09 / 2007

By

Chandan Chakraborty www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


Student of MBA ( III rd Semester ) Gyan Ganga Institute of Technology and Sciences ( GGITS ) Under Rani Durgawati University, Jabalpur, Madhya Pradesh

Founder of the

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M r. T o m a s B a t a ( 1876 – 1932 )

A Message from Mr. Tomas Bata

We are not afraid of the future. Millions of human beings know nothing of footgear of any kind whatever and very few of the rest is well shod. This best shows us how litt li ttle le we hav have acc accompl omplis ishe hed d so far far, and what an immense task lies before the shoemakers of the whole world.


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Tomas Bata started life as a poor boy but he did not dream of making millions, he seems, rather to be obsessed with the idea of helping his country and his people. In the young Bata there quickly ripens the wish and the determination to achieve something. He is a shoemaker - a practical man, but with a power of imagination amounting to genius. Thomas has visions of colossal factories, with the most modern machinery, installed in airy workshops, and a system of the most modern factory-hygiene. In those workshops, people freed from slavery and squalor are working for the www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


realization of his great social ideal : the shoeing of millions. Tomas Bata remained true to his dreams of " Good and cheap shoes, even for the very poorest, and high wages for all who worked for him ". He coined the motto

“Our customers are our masters ".



Long Service Medallion



Preface Bata India Ltd. Is the organisation that has been ruling the world of shoe manufacturing in India for more than 75 years now and it’s largest plant is situated in Batanagar, 24 Parganas (s) West Bengal, on the banks of the river Ganges. With manpower of nearly 2400, the unit is producing quality foot wares hugely in demand all over the world. It has one of the oldest but excellent systems of day to day operations and record keeping including production, planning, purchase, costing, salary, personal audit etc. It also has been instrumental in starting its own chain www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


of retail stores which has crossed 3000 in number. Over the year it has become a household home with millions of customers loyal to it’s brands. It’s motto, “ Challenge …… Skill …… Commitment …… Teamwork ” is yielding great results even in this era of fervent socio economic changes that are taking place globally. My object here was to study the existing training and development facilities in Bata India Ltd. And if necessary to develop a program that shall enhance the potential of its employees and executives. This program should be in accordance with the actual situation related to the morals, ethics, beliefs and practices of the land. It should go a long way in improving the production, quality, organisational climate, technological know-how and above all individual personal growth.

Acknowledgement I hereby acknowledge the overwhelming help and support of the personnel department of BATA INDIA LIMITED and specially Assistant Manager ( Personnel ), Mr. Debabrata Sanyal whose heartiest cooperation was the major source of inspiration and motivation behind the completion of this project. I shall also be thankful to other departmental heads, some of whom are listed below: www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


All India Senior Vice-President

: Mr. A. H. M. Ehsanuzzaman

Senior Manager (Leather)

: Mr. Shubham Kanti Mondal

Manager (Rubber)

: Mr. Amar Nandi

Manager (Engineering)

: Mr. Samarjeet Ghosh

Manager ( R& D)

: Mr. Supriya Kanji

General Manager (Purchase)

:

Mr. Atish Chandra Chatterjee

Manager (Commercial)

:

Mr. Sudip Dutta

Manager (Payroll & Accounts)

:

Mr. Prabhat Kumar Sur

Senior Manager (Accounts)

:

Mr. Animesh Mukherjee

Manager (Accounts)

:

Mr. Anjan Kumar Chatterjee

Manager (Assembly Rubber)

:

Mr. Dilip Kumar Nandi

Asst. Manager (Admin. & Welfare)

:

Mr. Manoj Kumar Sarkar

Asst. Manager (Procurement Leather) :

Mr. Kuharan Mukhopadhyay

Officer (SBU Leather)

Mr. Kartick Chandra Routh

:

Each and every employee whom I met during this project, greeted me with open arms and tried to help me out with whatever he can, and I am grateful to all of them. At last but not the least, I would like to take this opportunity to thank Dr. Anil Kumar Dhagat, Director, M.B.A. department, Gyan Ganga Institute of Technology and Sciences ( GGITS ) Jabalpur, for www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


providing us with the opportunity of doing this project. My sincere gratitude to my family and friends, who have extended their helping hand from time to time, specially in adverse situations when I needed it the most and all those who have directly or indirectly helped the cause of successfully completing this project.

Dated : CHANDAN CHAKRABORTY



Declaration I Chandan Chakraborty, student of M.B.A. ( 3rd semester ), Gyan Ganga Institute of Technology and Sciences, Jabalpur (M.P.) , do hereby declare that this project has been done as a partial fulfillment of the award of post graduate degree in business administration, under Rani Durgawati University, Jabalpur ( M.P.) for the year 2007 -08.

I declare that this project is entirely based upon my personal findings, analysis, judgements and is thus an original piece of work, which has not been published before in its present form any where in India or abroad. The data upon which this project is based is secondary data collected from various record books of the organisation, whose preciseness is expected, not guaranteed.



Dated : CHANDAN CHAKRABORTY

Index 1}

11

2}

29

3}

36

4}

49

5}

52

6}

54

7}

55

8}

78

9}

92

10}

95



11}

105

12}

114

The Organisation:

Bata India is the largest company for the Bata Shoe Organisation in terms of sales pairs and the second largest in terms of revenues. With 1250 stores across the country, it also has the widest retail network within the BSO. By the time Bata had come to India in 1931, it was already recognized as a leading shoe brand. It’s manufacturing and marketing operations heralded the rise and the development of a modern footwear industry in India. Before Bata, footwear was produced primarily in the handicrafts and small enterprise segments. Bata, over the decades, used the ‘current knowledge' from its international experience to create adaptive and innovative baseline standards for the shoe businesses in India. www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


Incorporated as Bata Shoe Company Private Limited in 1931, the company was set up initially as a small operation in Konnagar (near Calcutta) in 1932. In January 1934, the foundation " I've missed over 9,000 shots in my career. I've lost almost 300 games. 26 times I've been trusted to take the game winning shot...and missed. I've failed over and over and over again in my life. And that is why I succeed! " - Michael Jordan

stone for the first building of Bata's operation - now called the Bata. In the years that followed, the overall site was doubled in area. This township is popularly known as Batanagar. It was also the first manufacturing facility in the Indian shoe industry to receive the ISO : 9001 certification. The Company went public in 1973, when it changed its name to Bata India Limited. Today, Bata India has established itself as one of Asia's largest footwear retailer. It has cornered around

market share in the organized

sector (and approx. footwear market) Almost

of the total of the

company's revenue is from the domestic market while the rest is from exports. The company currently sells over

pairs

of shoes every year and has an annual sales turnover of more than

(USD

178 million). www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


Over the years, Bata India has established a leadership position in the footwear industry and is easily the most trusted name in branded footwear. Its retail network of 1250 stores gives it a reach/ coverage that no other footwear company can match. The stores are present in good locations and can be found in all the metros and towns. " The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and controversy " - Martin Luther King Jr.

In terms of products, the company has now built a good, market-oriented collection that is in line with fashion trends and offers a good quality to price ratio. Its product range now encompasses classic shoes such as Ambassador for Men and comfort shoes such as Comfit for ladies, as well as a more trendy collection for ladies in the Marie Claire range and a sporty fashion collection for young adults in the North Star range. Bata's smart looking new stores supported by a range of better quality products are aimed at offering a superior shopping experience to its customers. And the new face of Bata India is now visible to the industry as well as its customers. Today, backed by a brand perception of experience, the company is working towards positioning itself as a vibrant and contemporary young brand. It has significantly transformed its retail formats to become more lifestyle-oriented, which has helped change consumer perceptions to a large extent.

The 6 Principles : www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/

www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright (©) to its Authors. This is only for Educational Purpose. •

We provide quality for value.

•

We constantly improve in what we do.

•

Our strength is people.

•

We are partners in progress with the communities in which we deal.

•

We build respect and loyalty through service.

•

We practice “

” management.

" It is common sense to take a method and try it. If it fails, admit it frankly and try another.

But above all, try something. " - Franklin D. Roosevelt

Bata is Divided into

regions:

1.

Europe

2.

North America

3.

Africa

4.

Pacific

5.

Latin America

6.

India

Bata operates in more than

countries worldwide with, retail outlets of it’s own

• •

Producing

•

Over

pair of shoes per day employees speaking


languages


" You may deceive all the people part of the time and part of the people all the time, but not all the people all the time. " - Abraham Lincoln

Purpose: •

To serve the whole BATA family of companies round the world.

•

To have the right shoe, at the right place, at the right time, at the right price

Mission: With footwear manufacturing and marketing as it’s core business to achieve success and become the biggest and most skillful multiple retailing and distributing organisation with a dynamic, flexible and market responsive approach to present and future opportunities for profitable growth.



Success will be measured by the Customers, employees, shareholders, suppliers and community.

Brands : 

Hush Puppies



Dr. Scholls



North Star



Power



Marie Claire



Bubble Gummers

Signature Collections : 

Ambassador



Comfit



Wind

The New Projects : While some mega-projects are still awaiting approval, Calcutta Riverside and a few others have got the nod from the West Bengal government, the project to develop the

Batanagar estate into a modern township,

with a nine-hole golf course, high-end apartments, villas, condominiums, a hotel, mall, IT park, hospital and school. www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


To cost Rs.

, Calcutta Riverside is perhaps the most

high profile project under Section-14(z) of the West Bengal land reforms amendment bill passed in August 2005, which envisages that sick or closed industries, which require investment to become functional again, may sell of their unused land, if part of their sale proceeds is used to restructure the units or for the labour's welfare. Riverbank Holdings Private Limited, the 50-50 joint venture between Bata India Limited and Calcutta Metropolitan Group Limited (an alliance between Kolkata Metropolitan Development Authority and United Credit Bellani group), had a master-plan ready combining commercial re-use of land with socio-economic development of the areas in the Batanagar estate. It’s an equitable deal for the workers. The

families

living on the estate now are to be rehabilitated in new housing, with a built space of

square feet.

" To live is to choose. But to choose well, you must know who you are and what you stand for, where you want to go and why you want to get there." - Kofi Annan

Further, the terms of Riverbank Holdings lay down that within 30 days after the end of each calendar year, it must contribute a sum of Rs. for the benefit of the employees of BIL employed in the Batanagar factory. The existing Bata girls, boys and primary school will be upgraded and a separate school on

and a

hospital will be built. The

km

riverfront will also be developed with recreation facilities for residents and www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


visitors. Post completion, Calcutta Riverside will give employment to people. No wonder the project was cleared as part of the state's social infrastructure development programme.

BATA’s Worldwide Network

"The great successful men of the world have used their imagination…they think ahead and create their mental picture in all its details, filling in here, adding a little there, altering this a bit and that a bit, but steadily building - steadily building." - Robert Collier

Various departments operant in Bata India Ltd.

Personnel department : Personnel department is the heart of the organisation and is one of the most important portfolios, dealing with matters directly or indirectly www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


related to its human resource, that is it’s manpower. It acts as a connecting bridge between the employees, trade unions and other external entities and the management. Personal department plays a vital role in interconnecting various departments to enable smooth operation of the organisation. In Bata India Ltd., the Personnel department maintains individual personnel audit records in its “

” and uses it for important

decision makings related to the transfer, promotion, separation, performanceappraisal, welfare schemes, services and benefits, labour relations, grievance handling etc. It is also responsible for the recruitment and selection of “ the right people for the right job ”.

Accounts Department : The accounts and payroll department is one of the busiest department of the organisation, as it has to maintain each and every transactional records in the book of accounts on a regular basis, based on commonly used double entry system. The income statements, profit & loss a/c and balance sheet are prepared on a quarterly basis for the management as well as shareholders to analyze the developments. As Bata India Ltd. Batanagar plant is not a selling unit the profit earned by it is accrued profit not actual " One needs to be slow to form convictions, but once formed they must be defended against the heaviest odds. " - Mahatma Gandhi

profit. Accrued profit is acquired when production is completed below the estimated production limits and it is in loss when production surpasses this limit. www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


The extent of transactions through this department can be expressed through these facts: Bata

•

India

Ltd.

( Batanagar plant ) pays property-tax to the Maheshtala municipality in the volume of nearly Rs.

per month. Electricity charges for

•

hours

phase connection comes somewhere in the vicinity of Rs. per month. Bonus

•

paid

to

the

employees once in every season (6 months) amounts upto Rs. . The payroll section is in charge of preparing the fortnightly as well as monthly pay slips for its different types of employees ( such as fixed, essential, hourly fixed, special hourly fixed, accord ) payment is made by calculating many factors along with their basic pay, some of these factors are DA, Night allowance, Bonus, Production incentive, House rent, Provident fund, insurance, medical cover etc. the pay structure of Bata India Ltd. is very well structured in relation to contemporary manufacturing units, in the state of West Bengal.

Product Development Department : The actual job of the product development department starts with collecting the information from the marketing department about the www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


" Do not be desirous of having things done quickly. Do not look at small advantages. Desire to have things done quickly prevents their being done thoroughly. Looking at small advantages -

Confucius

design or pattern expected to be in demand in the near future. Accordingly designs are prepared for all types footwears along with the material to be used in a particular article. This department is more concerned with providing comfort to its customers rather than style. Sizes of the shoe to be manufactured are pre-decided region wise e.g.: -

For eastern region sizes between

-

For southern region size is ladies products.

(gents)

onwards gents) and

general sizes for

This department consists of a separate CAD / CAM section, where designs are prepared and cut by a computerized cutting machine. The software used for this purpose “ Crispin Cad Suite ” prepares two-dimensional view of designs. These designs along with the material are tested in the Research & Development laboratories before reaching the

production

department.

Production

Planning

&

Control

Department : Production planning and control section of management which delivers the estimate for the production of particular style during a specific



period, so that they may serve the best possible service to the customer without unwanted late in delivery or unwanted dumping of the produced goods. The sales department sends the estimate for the volume of the goods that is likely to sell, on the basis of statistical method, market " Often the difference between a successful person and a failure is not one has better abilities or ideas, but the courage that one has to bet on one's ideas, to take a calculated risk and to act. "

- Maxwel Maltz

research, previous years performance and promotion of selling effort they actual did. And accordingly volume of goods is projected for the production department and costing department then the costing and production department plan for the procurement of all the necessary materials, machineries, grinderies etc. and their capacities of production in terms of manpower they are having. Other functions of this department are:

•

This department also prepares the records the volume of product in the production stream daily. This is called workshop production balance sheet.

•

Prepares the plan sheet for the different articles that has to be sent to either the whole-seller or retailer article wise or the number of pairs of specific size so that the box of packing completes their capacity. This is called production invoice for whole sales and retails i.e. distribution of order plan wise.



Manufacturing Department : Batanagar plant is one of the biggest manufacturing units in the state. It is a well equipped with the best machines and safety equipments, most of them imported from Korea and other countries. Some of the newly installed machines are capable of producing high quality footwear round the clock. This department is further divided into the: 1.

The leather factory ( producing leather shoes )

2.

The rubber factory ( producing rubber and canvas shoes, rubber chappals )

" Desire is the key to motivation, but it's the determination and commitment to an unrelenting pursuit of your goal - a commitment to excellence - that will enable you to attain the success you seek” - Mario Andretti

both within the Batanagar plant itself. Skilled employees known as rink conveyor (leather) and sandal conveyor (rubber) carry out the production through a chain of operations. Some of the operations involved in shoe manufacturing are last-preparation, upper-insole, Jaro-molding, preforming, force-last etc.. A constant quality check during the production process reduces the number of defective pairs getting to the shops.

-

(leather & other material cut and bundled) (stamping, punching, skiving, gimping, embossing) (components stitched together)


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(upper & lower components brought together)

-

(shoes checked, inspected, sorted, stored, shipped)

-

(receive goods, check for accuracy damage, promote)

Research and Development Department : The research and development department is responsible for validating the products and designs prepared for production. Various mechanical properties related to the materials to be used for the upper and sole of the footwears are thoroughly checked using electronic machines these include Tensile testing, flexural testing etc. designs are checked for its durability. Suggestions to improve the overall quality of the finished products are sent back to the product development department.

An overview of the company history : – The T. & A. Bata, T. & A. Bata Shoe Company (T. & A. Bata) registered in Zlin, Austria-Hungary by Tomas, Anna and Antonín Bata – First business crises, Tomas takes over company's control, Antonín leaves for the army, Anna gets married – The ”Baťovka” , the first fabric shoe, introduced and with it production mechanization, first machine from Germany www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


– First factory building constructed – Tomas first journey to the USA – 2,200 pairs per day produced by 250 employees, in two shifts, sales department founded – Second factory building constructed, first of the "new type" – Antonín dies, Tomas takes full company's control – First export sales, first sales agencies in Germany, the Balkans and the Middle East; 3,400 pairs per day produced – Tomas second journey to the USA – World War I breaks out, large orders by the Austro-Hungarian army for military shoes – World War I large scale orders contributed to company's exponential growth; 2 million pairs per year sold, 10,000 produced daily by 5,000 employees, advanced production equipment imported from Germany; "Bata community" around factory with shops, housing, schools and hospitals – Second crises of the company, massive losses, non-paid deliveries for the state (Austria-Hungary, the newly founded Czechoslovakia doesn't recognize the debt); production down to 1,700 pairs daily – Tomas' third journey to the USA, getting acquainted with Henry Ford's mass production



– Currencies devalued due to World War I, consumer purchasing power at an all time low, Bata cuts shoe prices by 50% to attract customers and to expand into 160 company shops throughout Czechoslovakia – Employee profit & loss sharing introduced – The “Bata system” organizes operations in autonomous workshops; the "Bata School of Work" founded, education and practical training to future Bata managers; 563 company shops throughout Czechoslovakia – Assembly line production introduced – Customs tariffs introduced in the world, Bata builds factories in Switzerland (Mohlin), Germany (Ottmuth), England (Tilbury), France (Hellocourt), Yugoslavia (Borovo), Poland (Chelmek), Holland (Best), the USA (Bel Camp) and India (Batanagar); the "House of Bata's service" opens in Prague, replacing older premises – 100,000 pairs produced daily; five-day, 40 hours week introduced Bata a.s. founded, replacing the former "T. a A. Bata"; by the early 1930s, Bata becomes the world’s leading footwear exporter – After Tomas Bata’s plane crash his half-brother Jan Antonín Bata becomes head of the company; at this time the company continues the diversification into the production of tires, aircraft, bicycles, machineries; the "House of Bata's service" opens in Brno



– Bata operates 63 companies in various industries with footwear remaining the core business with 60 million pairs sold per year in over 30 countries; the Bata Bata family ily lea leaves ves to the the USA USA after ter Nazi Nazi occupa cupati tion on of the the rest rest of Czechoslo Czechoslovakia vakia;; Jan Antonín Bata " subdues subdues " to the plans of Nazis Nazis to save the business, on the other hand supports the exile government of Edward Bene Beness and and the the Czec Czecho hosl slov ovak ak arme armed d forc forces es in Brit Britai ain, n, he save savess a larg large e number of countrymen, including Jews by using the Bata worldwide network – Tomas J. Bata (Thomas J. Bata) starts to operate from Batawa, near Toronto, Canada. Instead of leading the Canadian subsidiary

– All Bata companies in Eastern Europe "nationalized" by communist or procommu communis nistt gover governme nments nts,, the compan companyy starts starts rebui rebuildi lding ng itself itself from from the remaining entities outside Eastern Europe; - Two decades of litigation ensue – members of the Bata family begin to sue one another over ownership of the international subsidiaries of Bata. In spite of conflicting decisions has never been fully resolved - Jan Antonín Bata accused by the Czechoslovak communists of various "crimes" and sentenced to 15 years of hard labor in absentia and all of his properties in Czechoslovakia are confiscated.

– Company’s headquarters relocated to Toronto by Thomas J. Bata, further expansions through new factories in local markets – Pvt. Labels created: Bubble gummers, Power, Marie Claire, & North Star www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


– Bata develops retailing: Bata city stores, large format stores and sport concept stores – Thomas J. Bata visits Czechoslovakia to check and negotiate on the restitution possibilities, sets up his team to do the work, later on buys some of the leftovers of the former company from the state and founds Bata a.s., now as Czech retail subsidiary – Bata enters the high-price segment: Bata Premium collection. – Partnerships in Eastern Europe, Bata stores in Russia, Poland, Croatia, and Slovenia – Bata Bata concen concentra trates tes on design design,, market marketing ing and and distri distribut bution ion,, manufa manufactu cturin ring g moves to low-cost countries and subsidiaries – Thom Thomas as G. Bata Bata,, Toma Tomas' s' gran grands dson on bec becomes omes the the Grou Group’ p’ss chai chairm rman an,, restructures the business into regional " 4 meaningful business units " – Bata Shoe innovation Centres for shoe development introduced worldwide – In China, Bata procurement centre in Guangzhou opens, distribution partnership for the opening of Bata retail stores established – A township construction began to modernize the Batanagar factory complex (near Kolkata, to be completed by 2011, with 2500 housing for employees, a hosp hospit ital al,, a scho school, ol, an IT park park,, a hote hotell and and resi reside dent ntia iall flat flatss alon along g the the riverside); Branded Business Division founded to consolidate all the branded business activities www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


- Communist Verdict Against Jan A. Bata Overturned. The City Court in Prague, Czech Republic has re-opened a 60-year-old case in which an international businessman and Czech nationalist was falsely accused of collaboration with the Nazis. Jan Antonín Bata, brother of the world famous shoemaker Tomas Bata, was sentenced in absentia in 1947 for collaboration with the Nazis by the National Court in Prague. Thomas J. Bata, 91, nephew of Jan Bata, testified on Monday in court to achieve the cancellation cancellation of the verdict against his uncle. He said that he believed that justice would win. For the last decade his descendants, led by the sprightly 92-year-old Thomas J. Bata, son of the company's founder, have fought to clear his name. They say far from being a collaborator, Jan Antonin Bata financed the Czechoslovak government-in-exile to the tune of a quarter of million dollars in secret donations or roughly four-million of today's US dollars. A former Jewish employee also testified that Jan Bata had helped her and up to 80 Jewish families escape from Nazi-occupied Czechoslovakia. All of these facts, say his family, were ignored by the court in 1947. They say the post-war Czech Czechosl oslova ovakk state, state, buckli buckling ng under under Commun Communist ist pressu pressure, re, was was primar primarily ily interested in seizing the Bata Empire and its assets.



ORGANISATIONAL CHART

Faridabad

Patna

Batanagar

Makamahghat

Bangalore & Bata Shatak



Product development

Moulds &

Commercial

Purchase

Quality assurance

Equipment

Service

Personnel

Costing

Training &

Research &

Development

Development

Procurement

SBU (R)

Tannery

SBU (L)

Manipulation Manipulation

Source :

THE EXISTING SYSTEM The existing training and development program in Bata India Ltd. Comprises of specifically designed courses segregated as under: 1) Techni Technical cal Course Coursess 2) Concep Conceptt Oriented Oriented Course Coursess 3) Functi Functiona onall Course Coursess 4) Manage Managemen mentt Course Coursess 5) Industria Industriall Relation Relationss Courses Courses www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


6) Presen Presentat tation ion Cours Courses es A more detailed structure has been given give n below. It should however be noted that these were developed individually at various times and places. A ) 1.

Materials for shoe making

2.

Plastics for shoe making

3.

Leather selection and grading

4.

Manipulant’s Course

5.

Tanner’s Course

6.

Basic drawing and technical steps

7.

Product development B)

1.

Work-Study appreciation

2.

Work measurement

3.

Work Simplification

4.

Effective Presentation

5.

Balham Technique

6.

Costing and Cost control C)



1.

Purchasing Management

2.

Maintenance Management

3.

Accounting system

4.

Quality control

5.

Production planning D)

1.

MANDEVCO ( Managerial Development Course )

2.

COVOSOC ( Connaisses Votre Societe )

3.

AMA ( Part - I )

4.

AMA ( Part - II ) E)

1.

Human relations

2.

Industrial safety

3.

Interflow management

4.

Effective Communication

5.

Safety hygiene and First aid

6.

Floor administration

F) 1.

Post course presentation

2.

SEMPROF ( Professional seminar)



Apart from these the operation has a set of 73 operations required in various stages of the shoe manufacturing process. Every accord employee directly involved in machine operations or other related jobs has to master a minimum of 6 skills to be eligible for working in Bata India Ltd. A separate Training and Allocation department ( TAC ) is responsible for providing these basic – skills training. It should however be noted that mostly this training is given when the employee joins the organisation. The list of skill-sets has been listed below :

Last preparation

Strap lacing

Upper insole

Thong selt

Hammering

Derby lacing

Trimming

Sole preparation

Pre-forming

Scouring

Insole preparation

Force last

Bott skiving

Counter putt

Strap last

Vert scouring

Counter tight

Repairing last

Clamping

Toe puff putt

Lamp & Transt

Brushing

Cement upper

Sest press

Edge colouring

Cement insole

Removing staple

Edge sett

Cement lining

Wrinkle chasing

Fillering

Cement pocket

Unit moulding

Upper polish

Cement strap

Toe marking

Sole polish

Cement toe-tip

Roughning

Spray

Cement bottom

Sole putting

Filler putt

preparation


Thread cut


/ sole

Air pressing

Foam past

Cement sole

Hydraulic press

Sacks putting

Rand roll Cement

To go press

Lacing shoes

Counter nail

Apply MEK

Thumbing Astra pull

Repairing F

Shank putting

Packing

Cleaning

Supplying

Schon F part

Unlasting

Hand last

Rand laying

Heel last

Rand cut join

Schon B part

Beating

Knotting

Fimac stitch

Last putt

Sole stitch

Training and Allocation department ( TAC ) judges the potential and capabilities of every employee and assigns a rating to each of them. It’s indicated by colours against their names in skills register. This is done during their induction training in the organisation.

Yellow

:

50 % to 65 %

Pink

:

65 % to 85 %

Brown

:

85 % to 95 %

Orange : 95 % and above www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


( Managerial Development Course ) : 12 weeks : 1. To equip selected members of the senior / middle management team with hand on techniques of professional managerial behavior. 2. To reinforce the knowledge of the product, the respective work areas and key function aspects of the company. 3. To promote interface and team building attributes. : 12 nos. 1)

Rubber factory

2)

Leather factory

3)

Tannery

4)

Materials

5)

Management of human resources i)

Communication

ii)

Leadership skills

iii)

Need hierarchy

iv)

Motivation

v)

Change



vi)

Perception

vii)

Ethics

6)

General awareness

7)

Accounts

8)

Production planning

9)

Sales

10)

Designing and Drawing

11)

Costing

12)

Purchasing : Each module under a senior manager as trainer :

Practical work in departments Practical shoe making workshops Chalk-talks Group discussions Idea tanking Case studies Exercises Store visits

Written tests – 20 marks Practical – 20 marks www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


Concept – 10 marks Participation – 10 marks Leadership skills – 10 marks Attitude – 10 marks Team spirit – 10 marks Reliability – 10 marks A confidential report with remarks is prepared by the Module Co-ordinator on each of the participants. ( Connaisses Votre Societe ) 2 hours in a week for 14 consecutive weeks Same as MANDEVCO 14 nos. 1. World of BATA ( Know your Organisation ) 2. Tannery 3. Leather SBU 4. Rubber SBU 5. Services 6. Product development 7. Costing and efficiency 8. Moulds and equipments 9. Finance and accounts www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


10.

Personnel and welfare

11.

Administration

12.

Safety and Environment

13.

Purchasing

14.

Procurement

Lectures Exercises

The Outlook To motivate employees to learn, one must first realize the fact that they already know a great deal and some of them have been successful to date in various organisational positions. There can be many reasons for them to be hesitant from learning more material, such as fear of the unknown or not being successful in learning new material in the past. To deal with such problems the training should be : •

Relevant

•

Of value

•

Confident of being successful ( Win – Win situation )

•

Long lasting effect

•

Trainee involvement

•

Interesting



Another concern while developing a training program should be that it has to cater to individual differences. The diversity in individual human nature and characteristics is natural and is thus bound to affect a training group. Here are some suggestions of minimizing this effect, 1} Identify individual learning strengths and problems. 2} Align learning objectives to organisational goals. 3} Clearly define training objectives. 4} Involve active participation of the trainee. 5} Use systematic logically connected sequencing of learning activities, moving from lower to higher levels. 6} Use a combination of many training methods. 7} Use training material that provides a picture which is closer to real life. 8} Allow trainees to share experiences within themselves. 9} Provide a constant feedback through self-assessment. 10} Special care to be provided to senior supervisors and managers, in accordance with their learning capacity.

There was this manager of a firm, who during one of his visits to his production unit, was told by his personal assistant www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


that, his coat was torn from behind. Seeing no respite from this frustrating situation he coolly answered, “ Don’t worry, everyone here knows me, who I am ”. After a few days, the same manager went to a meeting with foreign delegates and guess what, much to everyone’s surprise; he was again spotted wearing a torn coat. When told about it, he nervelessly replied, “ Don’t worry, nobody knows me here, who I am ”. This is on of the finest example, of how to make best possible use of the situation on hand. One should try to make every situation work or make it better.

" Success is liking yourself, liking what you do, and liking how you do it. " - Maya Angelou

Apart from these, there are some other considerations for which answers have to be sought while designing an optimum training program. They are: ♣

How should the training material be developed ?

♣

What training methods to be used ?

♣

How much should the training cost ?

♣

How much time to allot for the training ?

♣

How many trainees to be trained at one time ?


www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright (©) to its Authors. This is only for Educational Purpose. ♣

Whether training to be on company time ?

♣

Whether training to be voluntary or mandatory ?

♣

Whether training to be located on or off site ?

♣

How to select the trainee group ?

♣

How to select the trainer and support staff ?

♣

How to evaluate the training program ?

… etc….etc….etc….

Let’s now analyze these, one by one and try to figure out the best possible answers.

" An expert is a man who has stopped thinking he knows " - Frank Lloyd Wright

1. TRAINING MATERIALS: It is easier for the trainee to understand and remember training material in the form of text ( either in hard or soft copy ) and can be retained for longer duration for future references. They can be made more meaningful by,



Material should provide a bird’s eye-view of the overall picture on the program’s objectives and expectations.

•

The material should accompany a variety of similar examples from real life and day-to-day operations, possibly related to organisational functions, which makes them more acceptable.

•

The material should be split up into meaningful chunks, i.e. chapters and articles rather than presenting it all at once.

•

The material should carry terms and concepts that are already familiar to the trainees.

•

The material should be organized logically, from simpler to relatively difficult chapters.

•

The material should contain tests and exercises for the trainee’s self evaluation.

•

As many visual, pictorial aids should be used as possible to argument “ theoretical ” material.

"An entrepreneur is a person who doesn't understand what an obstacle is" - Diksha Keswani

2. TRAINING METHODS : The basic objective of choosing a particular method ahead of others is it’s ability to meet the training objectives. Initially, methods are evaluated on the basis of their outcomes. For example, there are methods that imparts, www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


Declarative which gives factual information Procedural tells us how and when to apply facts Strategic used for planning and monitoring

Ability to carry out specific technical operations Interpersonal skills Beliefs, opinions, motivation, perception etc.

Another possible classification of the training methods can be, ⊗

Cognitive methods, which provides verbal or written information, concepts, rules etc.

⊗

Behavioral methods, which stimulate learning through behavior and practice.

" Where you are headed is more important than how fast you are going. Rather than always focusing on what's urgent, learn to focus on what is really important " - Stephen Covey

Although no training method is sufficient in itself to provide every possible skills and knowledge, a combination of many methods are www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


multifaceted in scope and each is suitable for a particular situation. Thus, all the methods has to be tested for their KSA ( Knowledge, Skills and Attitude ) and those yielding maximum “ Yes ” shall be selected.

3. TRAINING COSTS: Training costs or costs incurred to the organisation for conducting the training program is measured to be used in analyzing, whether the training cost worth it? Two approaches for doing so are: : It compares monetary costs of training to non-

1.

monetary benefits. : It compares monetary costs of training to

2.

accrued financial benefits. To find out how much does the training cost, the upper management has to look into, •

Trainer’s preparation cost and time cost i.e. the cost in actual money spent on preparing the modules and the time spent on them.

•

Training facility rental i.e. if training is scheduled to be carried out outside the factory premises, the rent to be paid for the venue and furniture, electricity etc. " The only way of discovering the limits of the possible is to venture a little way past them into the impossible " - Arthur C Clarke



Training material i.e. the amount of money consumed in preparation of the training material, modules that shall be distributed to the trainees and retained by them after the training ends.

•

Refreshments i.e. food and drinks supplied to the trainees during the training period.

•

Participant compensation cost i.e. the cost of total man-hours lost due to unavailability of trainees at workplace.

•

Evaluation material cost and time cost i.e. the cost of material and time spent on the evaluation of the trainer, trainee and the training process.

4. TRAINING DURATION AND SCHEDULE: The duration of a training program varies with the skill to be acquired, the complexity of the subject, trainee’s aptitude and ability to understand. The medium and aid used for training also affects the duration. Generally, what’s followed round the world is that for larger training durations, schedule must be relaxed and vice-versa. A training period v/s schedule chart has been shown below: Total training period 1 day 2 days 3 days 5 days

Schedule

Breaks

Total hours

2

Actual training days 1

3 Sessions ( 2 hours - 2 & 3 hours - 1 ) 3 Sessions ( 2 hours - 2 & 3 hours - 1 ) 2 Sessions ( 3 hours each ) 2 Sessions

2

2

14

1

3

18

1

5

30


7


( 3 hours each ) 2 weeks 1 month 3 months

6 months

1 year

Note:

1 Session ( 4 hours each ) 1 Session ( 2 hours each ) 1 Session ( 3 hours each - alternate days ) 1 Session ( 2 hours each - alternate days ) 1 Session ( 4 hours each - once a week )

~

12

48

~

26

52

~

40

120

~

80

160

~

50

200

This table has been designed keeping in view the human physical and

psychological stress limits. Longer sessions tend to reduce the absorption and retention powers of the trainee that hampers the very basic criterion of fulfillment of training objectives. However, according to the factors stated above, training schedules can be tailor-made.

5. TRAINEE POPULATION: The trainee batch size depends upon the training method applied. For example, Lectures and Demonstrations can accommodate more participants at a time than Sensitivity laboratory training, Group discussion etc. Other factors like availability of space, organisation’s ability to spare employees for training purpose i.e. participant’s compensation, trainer’s capability to pay equal attention to trainees etc.. Generally, it is believed that keeping in view all these facts at www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


" Believe you can do it. Believing something can be done puts your mind to work for you & helps you find ways to do it " - George Shinn

a time and for the program consisting of more than one module, The trainee batch shall not ideally exceed 30. It is also preferable that the trainees do not belong to the same department or to actual workgroups, in order to avoid any form of cartel or groupism.

6. TRAINING SITE: This decision of assigning a location and venue for a particular training program depends upon a number of factors such as, 1) Training requirements and objectives 2) Training budget 3) Trainer’s availability 4) Availability of resources etc.. Modern trainers believe that the location of training, either within the factory premises or outside the factory does not affect the quality of training as does the training environment. Attractive locations can be used to motivate trainees to attend the program but has a tendency to dilute the discipline part.

7. TRAINING ENVIRONMENT: www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


To create a learner friendly environment for most type of training programs the following factors should be kept in mind, " Everyone has talent. What is rare is the courage to follow that talent to the dark place it leads. " - Erica Jong

1. The hall should be large enough to accommodate the trainees and training staff along with their accessories including computer, OHP with screen etc.. 2. It’s always better if the hall is square rather than rectangular. 3. It’s nice if the room is windowless, in order to avoid possible distractions. 4. The walls should be painted in plain light colour without decorations. 5. The halls should be well illuminated with adjustable lights. 6. The hall should be sound proof and echo proof. 7. The temperature inside the hall should be pleasing. The ideal furniture setup or sitting arrangements for most type of training programs has been shown here,



Trainer table

Trainee table Trainee Chairs

8. TRAINER: An effective trainer should posses the following set of knowledge, skills and attitude. About the Subject matter About the Organisation About the training objectives About the adult learning process www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


About the Training methods About the use of modern technology About individual trainee’s

Desire for immediate application of knowledge Need for logic, evidence Resistance to change Attention span Expectation level Motivation level Absorption level Retention level Topical interests

Interpersonal skills Verbal / Non verbal communication Organisation skills " Don't get so busy making a living, that you forget to make a life ". - Anonymous

Commitment Helpful Understanding Calm



Confidence Self efficacy Commanding Some other important points to consider are: 1) The trainer should wear what the trainee’s wear ( formal or informal ) 2) The trainer should use the language that everybody present there can understand properly.

9. TRAINING EVALUATION : Whenever evaluation of any training program is conducted it’s either, i)

Process evaluation, which examines how training was designed, developed and carried out.

ii)

Outcome evaluation, which determines how well training accomplished it’s objectives. Evaluation must always be based on the following principles:

1) Evaluation must be done by a specialist. 2) It must be a continuous process. " To conquer without risk is to triumph without glory " - El Cid

3) It must be specific on it’s observations. 4) It must be based on objective methods and standards. www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


5) It must consider realistic time frames for target. 6) It must also appraise the trainer. Outcomes from a training program are basically a combination of the following 4 categories: 1) Reaction of the trainees 2) Permanent change incurred in the behavior of trainees 3) Learning of skills by the trainees 4) Fulfillment of training objectives.

“ If you leave the smallest corner of your head vacant for a moment, other people's opinions will rush in from all quarters. " - George Bernard www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


The already existing training structures and modules are tested and successful in imparting the technical and conceptual knowledge and skills in Bata India Limited. It has been found to be an excellent, detailed design promising solution to employee’s technical problems. However a few suggestions has been made based on a few studies and research conducted by me in the Batanagar unit. These are only applicable to the existing system of training given to the accord employees. A separate training program for the clerical, supervisory and managerial staff has been designed hereby to go along with the in-factory courses. 1) For accord employees, the technological and conceptual developments in shoe making industries round the world should be provided from time to time. 2) A separate module on safety and hygiene should be given to them and short term training provided for the same. 3) Along with technical skills, conceptual knowledge related to the subject should be incorporated in the training. 4) Organisation should reward any employee if he masters, double the mandatory skills ( 6 ). 5) As the employees operate in Conveyer system, they need to work in groups, thus the following modules taken from the training program designed for the



A certain amount of opposition is a great help to a man. Kites rise against, not with the wind " - John Neal

clerical, supervisory and managerial staff can be modified according to their level of knowledge and understanding. This could be provided to them in a small 1 – day package. 1.

Building blocks game

2.

Guess work

3.

I want to be _________

6) Exercises such as story completion can be given to them where every participant sitting in a chain, adds a line to an incomplete story until it ends. This can make them more aware of working in groups to achieve a common objective. 7) More importantly, senior managers need to give pep talks to the employees once in 3 months, just to try and motivate them to achieve something more, for themselves as well as for the organisation. For supervisors and managers, who are above the age of 45, special care has to be taken while designing a training program for them, as they tend to learn better when, 1.

Working to address a current, real-world problem,

2.

They are highly vest in solving the current problem,



3.

They actually apply new materials and information,

4.

Exchange ongoing feedback around their experiences,

5.

From experience, rather than from extensive note taking and memorization,

6.

Pre-reading material must be sent to them ahead of time,

7.

Trainer plays the role of a facilitator and counselor, rather than an instructor or a coach,

8.

Trainer has flexibility, spontaneity, empathy and compassion,

9.

Use the Ask, Pause, Call (APC) method while questioning,

10.

Training has proper technical as well as emotional support.



" Doing the best at this moment puts you in the best place for the next moment. " - Oprah Winfrey

The following factors have been regarded as the main reasons for failure of training programs. These shall be considered before planning the implementation of programs to ensure a better success rate.



1)

The benefits of training are not clear to the top management.

2)

The management hardly rewards trainees for participating in training programs.

3)

Without proper scheduling of training programs, production gets derailed during that period.

4)

Psychological skills or soft skills training are often neglected.

5)

Training objectives are often imprecise.

6)

Training is given on techniques and machines not used in trainee’s organisation.

7)

Implementation of training in actual job situation is faulty.

8)

Training methods employed does not affect every trainee to the desired level.

9)

Opportunities to practice after training are not provided.

10)

Training environment conclusive to learning are often unavailable.

11)

Training is not planned according to trainee’s past experiences and background.

12)

Active participation of trainees in any training program is often found wanting.

13)

Constructive feedback from trainer as well as trainees is not taken.

14)

The learning caused by the training is often short lived.

15)

Expectation of progress of trainees is often set to unrealistic levels.



16)

Behavioral change in a trainee, caused by a training program does not always convert to organisational progress.

17)

Short term refresher courses in the organization are often neglected which results in the trainee’s loss of learning.

“ Opportunity is missed by most because it is dressed in overalls and looks like work " - Thomas Alva



1.

Maintain dominant market share through producing high quality products in large volume within stringent cost parameters.

2.

To change “ Survival of the fittest ” mentality to “ Collective survival ”. where together we shall make a difference.

3.

To help them identify that personal development should contribute effectively to organisational development.

4.

To develop the urge of taking responsibilities without being assigned for.

5.

To develop creativeness and innovativeness in their thought process.

6.

To identify the psychological needs and aspirations of colleagues and subordinates.

7.

To be motivated to thrive for more and ability to motivate others.

8.

To provide active leadership to the work groups.

9.

To communicate properly i.e. listen, read, write and speak effectively.

10.

To have better observation, retention and persuasion power.

11.

To have better knowledge of decision making alternatives & skills to use.

12.

To be able to set priorities through time management.

13.

To be able to control stress related problems.

14.

To be confident at grievance handling / conflict resolution.

15.

To be able to move ahead from “ failures ” and “ Successes ”.

THE TRAINING PROGRAM www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


1)

Need to change

2)

Ice breaker

3)

Break your habit

4)

Communication effectiveness test

5)

Have you seen it ?

1)

Attention – Retention

2)

Building blocks game

3)

What can he say ?

4)

On the other side of the table

1)

The solitary judge

2)

Parliament

3)

Give me the options

4)

Guess work

1)

I want to be _______

2)

It’s an emergency

3)

It’s the only time you have got

4)

Never say “ No ”

1)

Let’s discuss

2)

Grid management

3)

Know your boss



To begin this training program, the training objectives should be communicated to the participants along with the schedule. It should also be made clear, that there shall be no exams on these modules. The trainer shall introduce himself to the trainee’s in brief and ask them what they feel about the program and what are their expectations from him, as well as from the program. The support staff shall distribute the acknowledgement form to the participants and get them duly filled and signed. The acknowledgement form would contain terms like, 1) I will not talk during lectures until asked to. 2) I will refrain myself from influencing other participants. 3) I will not ask for frequent breaks. 4) I will ask questions whenever required, only to the trainer. 5) I will not eat, drink or smoke during training. 6) I vow to maintain discipline in the class. 7) I will take success and failure in the true spirit. 8) I will seriously participate in all the exercises given to me.

This would help participants to feel the seriousness and importance of this program. Trainer needs to brief everyone on the fact that he is not a teacher. Knowledge is a free gift available for everyone and he is just a www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


“ Man is so made that when anything fires his soul, impossibilities vanish ". - Jean De La Fontaine

medium to transfer this to all the trainees. A little bit of humour to start with, would be wonderful to settle the nerves. Although he needs them to believe that he is not a strict disciplinarian, but won’t tolerate any nuisance either. The trainer should spend a few initial minutes discussing general topics like news headlines, weather of the day etc. before starting the actual program.

A1] The need to change: We live in a world that is changing every moment. The only permanent thing in this world is change. We might not see or feel this change in a shorter span of time but it becomes evident in the longer run. All the interdependent factors are changing with respect to one another. It’s either developing or is degrading. Even if something ( say A ) is constant and everything else is developing, then also relatively A is degrading. Thus, in this world of ours, there is no alternative but to develop or perish. Permanent change in one’s behavior is known as learning. Learning has no limit, as can be seen in the following story: One fine morning, a gentleman sitting on a crowded table of a restaurant ordered a raw egg. He challenged that if anyone could make the egg balance on the table with its tip downwards; he shall give that person Rs. 500 cash. Everyone present there tried their luck, but in vain. The tip was so pointed that it would fall down and break each time. Finally, when nobody was left to try, the gentleman who floated this bet hit the tip of an egg gently www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


against the table, so that a small crater appeared, in place of the pointed tip. The egg stood straight over the table. Everyone watching him shouted, “ Oh, we also could have

done it this way. It was so easy ”. The gentleman replied,“ Everyone can do it, but once they are told, how to ”. A simple act such as this also needs to be taught by experts. Thus we see that there is always a scope for all of us to learn, to change for the betterment of ourselves as well as the society as a whole. Each participant needs to specify 3 such events in their lives, where they feel that they learned something. This small segment has been designed to prepare the participant’s mentally to possible learning opportunities during the program.

A2] Ice-breaker: This is the perfect way to start any training program. Although, time consuming it is designed to have fun and at the same time generate energy that will transfer to the rest of the training. In this segment, participants are allowed to move freely from one table to another and during the allotted time ( say 10 min. ) every participants needs to interview 3 others on questions like, Q1) Their name? Q2) Their family? www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


Q3) What type of work they do? Q4) How long they are in the present job profile? Q5) Their hobbies? etc.. " The first and worst of all frauds is to cheat one's self " - Phillip James Bailey

Once the interviews are complete, each trainee introduces one of their interviewed person to the group. Apart from releasing the tension, this also tests the listening and communication skills of the participants. The whole process needs to be speedy and the trainer shouldn’t allow the exercise to slowdown at any point of time.

A3] Break your habit: Continuing with lighter modules, this segment specifies on the fact that habits, no matter good or bad, hampers the adaptability of an individual and proves a hindrance in learning newer behaviors. Thus, in order to keep your doors open for newer experiences in the organisation, one needs to be ready and prepared for breaking their habits of doing things. One example of how many habits affect the ability of individuals would be demonstrated here. The support staff should be ready with the following accessories a paper, a pen, a stopwatch, an apron, a wristwatch and a belt. 3 volunteers from amongst the trainees should be asked to come forward. One by one, each of them would be required to complete the following tasks, www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


a) Wear the apron, b) Wear the wristwatch, c) Write his name on the piece of paper.

" In the long run, we shape our lives, and we shape ourselves. The process never ends, until we die. And the choices we make, are ultimately our own responsibility " - Eleanor Roosevelt

Their timings are noted. After all 3 have completed these tasks their timings are disclosed. Again they are told to perform the same tasks but in different ways, a) Wear the apron from his wrong side, b) Wear the wristwatch on his wrong hand, c) Write his name on the piece of paper backwards. ( Example : Abhishek -------- Kehsihba ) After all 3 have completed, their timings are disclosed. They are requested to share their experience with the group on how they felt the effect of this change of doing things and how they suggest, to minimize this effect.

A4] Communication effectiveness test: This consists of an exercise to demonstrate the lack of communication skills in individuals and the volume of distortion it causes to any



information. It stresses the need for effective listening, reading, writing and speaking in an organisational environment. A participant is asked to come forward to the dais and handed a piece of paper with some complex information in it. He has to read it, go to another table and write the same on another piece of paper. The second participant then comes forward. He will again read that information written by the first participant, go to another table and write it again on another piece of " You will never change your life until you change something you do daily. " - Mike Murdock

paper. Similarly one by one every trainee comes forward and repeats the same process. When the final participant has done his part, the trainer, in front of the gathering, reads the initial and final papers loudly. The trainer, specifying which types of information were communicated properly and which were faltered with, analyzes the distortions caused. Communication is usually described along a few major dimensions: 1.

(what type of things are communicated )

2.

(by whom )

3.

(in which form )

4.

(through which medium )

5.

(to whom )

6.

(with what kind of results )

The same exercise is repeated with another group, this time the difference being that instead of writing the information; it should be passed www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


on orally to the next participant. Obviously, arrangements have to be made so that others cannot overhear the conversation. For these exercises to be more effective the minimum number of participants should not be less than 15. An example of the information to be written on the sheet of paper and given to the participants has been given here, “ GENOMAC, An Austrian pvt. Ltd. Company producing and exporting coolants used in nuclear reactors round the world has cut down it’s workforce by 40%. 42% of the employees would retire within the next 18 months. 18 weeks after that, the company proposes to shut down it’s 8 branches out of 12 and shift it’s head office to London ” . This exercise should be followed by a lecture on “ Effective Communication ”, it’s types, Specifying the use and needs of each of them, Barriers to communication and how to avoid them, etc..

A5] Have you seen it ? This is basically a module to test individual’s observation power and to point out the importance of having a sound power of observation. There are many things in our day-to-day life that we actually see, but do not register in our memory. These are things that we believe are not important in the present context but can indirectly relate itself with our existence. This segment has to be conducted through a questionnaire which every participant should answer on there own. The questions are related to things we see on a daily basis, like some examples given here. 1)

How many buttons are there in your shirt?



2)

Did the watchman standing at the gate has a moustache?

3)

How many stairs are there reaching your cabin or office room?

4)

How many entry gates are there in the front side of your factory?

5)

How many flower vessels are there outside the General manager’s chamber?

6)

How many pictures are there on the walls of the seminar hall?

7)

What is the colour of the walls in the director’s chamber? etc.. A short debate can be organized on, “ Arjuna, in Mahabharata

saw only the bird’s eye while shooting his target, others saw more. Arjuna’s concentration was more but others got more information on the circumstances”. Which one is more important and why? " If you want things to be different, perhaps the answer is to become different yourself " -

Norman Vincent Peale

B1] Attention – Retention: Attention means the ability to concentrate on a particular subject for longer time periods. As to figures, human mind processes information at the rate equivalent to 400 – 500 words a minute while reading or speaking capability ranges between 125 – 200 words per minute. Generally, attention begins to dip after 15 – 20 minutes and can fluctuate dramatically. To address this concern, the following steps should be taken: www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


a) Trainee’s need to practice by talking throughout about the work, while doing a task. b) Use the method of symbolic coding which shall raise the involvement level. c) Meditate at least 15 minutes per day, just before going to sleep, by recollecting the events of the whole day step by step and with details. Retention means the ability to recall information after longer durations. The various ways to do this are: 1) Activation of memory from time to time. 2) Symbolic coding of information. 3) Behavioral reproduction. 4) Hypothetical situation rehearsal. In order to retain a specific skill, the steps involved are: " To live a creative life, we must lose our fear of being wrong. " - Joseph Chilton Pearce

1) Create effective support network 2) Reduce emotional reactions 3) Diagnose support skills 4) Choose a skill to retain 5) Identify likely circumstances for relapse 6) Peer support 7) Plan to apply skills back on the job www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


Another effective way of checking one’s ability to retain information is by giving them parts of the same story every day before training starts and at the last day of training when the whole story is complete, participants will have to reproduce the whole story once again in writing. This module should be put forward in the form of lecture and demonstrations.

B2] Building blocks game: This game has been designed specifically involving role-plays, in order to develop a better understanding between employees in various diversified, conflicting roles within the organisation. This enables to judge each others perspective and thought process involved. This also signifies the importance of collective decision-making. Each group of 4 participants forms a department. They need to select a role they want to play, out of i. The manager, ii. The supervisor, iii. The employee, iv. The analyst. With 30 solid wooden cubes ( 4 cms. X 4 cms. ), the trio of manager, supervisor and employee need to put forward their achievement targets individually ( first manager, then supervisor and lastly employee ) of the task, which is to balance the maximum number of cubes, one over the other with closed eyes. The 3 then discuss and fix a common target, which everyone thinks and believes they can achieve at the maximum. The employee is www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


blindfolded and made to sit in the center with the manager and supervisor on either side. They can assist the employees on the task, without touching either the employee’s hands or the cubes. The analyst gives them the prefixed allotted time along with noting down his observations on targets ( individually as well as collective ) and actual achievements. Performance details of every department is compared with their respective targets & reasons discussed for their “ success ” or “ failures ”, by the analysts in front of the trainees.

B3] What can he say? This is another role-play exercise, which is again based on understanding the perspective of the person you are dealing with. This has been basically designed to enhance one’s capabilities to facilitate group dynamics by understanding individual differences. It helps tremendously in conflict resolution and increasing persuasion power of trainees. In this module, participants are divided into groups of 4 or 6. Each group is again divided into 2 subgroups having 2 or 3 participants. The group have to choose from the following list, which role they would like to perform, (1)

Manager – Union representative

(2)

Manager – Supervisor

(3)

Manager – Employee

(4)

Supervisor – Employee

(5)

Senior employee - Fresher employee



A topic of discussion is decided ( from organisational context ) and communicated to the group. Persons representing a particular role are briefed upon the other’s role and vice-versa. Both the subgroups are expected to prepare a character description list of their role as well as the opposite role. The subgroups are then allowed to meet and put forward their cases and viewpoints on the given topic for discussion. Finally the trainer judges how much were the groups able, to guess each other’s views. One participant from each group will discuss their experience with the gathering.

B4] On the other side of the table : This is another segment dealing with role reversal where the stress has been laid upon the agreeableness factor in an individual, which affects his position in a team. Some are of the view that this is a trait that comes naturally into the behavior of any person, from birth. Others believe in the theory that this is a skill and can be developed through systematic counseling and practice. In organisational context, agreeableness plays a vital role in decision-making process. In group meetings, generally a large number of ideas and suggestions are floated and debated over. Consensus can only be achieved when everybody is prepared to accept better ideas, others than their’s. The other factor that goes with this is persuasion power of individuals that forms the core of any decision making process. In this exercise participants are made



to carry forward various contradicting ideas ( most of which are not true ) in a team meet. Participants are expected to open chit with ideas written on them, which they have to accept without further questions and elaborate them. They have now have to present this idea as effectively as they can in strong, influencing manner, to the rest of the participants. Even cross-questioning is allowed, so that the extent, to which the trainees can adapt to different points of views, is tested. The Trainer will judge, which group succeeded the most in influencing their colleagues sitting on the other side of the table.

C1] The solitary judge: Here, the in-basket training technique has been applied in order to develop decision-making skills based on procedural and strategic knowledge. These skills are primarily cognitive rather than behavioral. This exercise provides trainees with 2 files each, one containing the cases that are to be solved within a limited time period, while the other containing written information and requests such as memos, messages, records, reports etc.. Each participant receives a different but interrelated set of information. Trainees have to interact with one another to gather all the necessary data and information from other counterpart’s file, to solve his cases. But, one thing has to be kept in mind that prescribed organisational procedure for transfer of data from one table to another has to be strictly followed. Generally Case studies are given to the participants to respond to. They are



" Its better to be defeated on principle than to win on lies. " - Arthur Calwell

also entitled to ask for additional information for effectively completing the exercise. After completion, a discussion with the trainer follows in which trainees describe the rationale for his decisions. Alternative ideas are also welcomed from participants on each other’s decisions. The process of work done is also evaluated.

C2] Parliament : This is just like a debate or elocution competition but the systematic procedure involved in it makes it more interesting and develops a lot of soft skills. The most important part of this game is the presentation skills. This is the unification process of a variety of views, some of which might be even contradicting. Generally, very new and exiting ideas emerge from within the participants, which add a new dimension to the whole training process. Say, for a group of 30 participants, 10 topics, generally related to organisational problems or general business related problems are given to them on a black board. Voting, by raising of hands is done for each topic, one by one where the participants are expected to support the one they can relate to in a better way. The 8 most voted topics are listed again for the second round voting. The most voted 6 topics are listed for the final voting and then 4 are selected. The final group is based on who supported these 4 topics. www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


" Happiness depends more on the inward disposition of mind than on outward circumstances. - Benjamin

Each one is named after some famous political parties, celebrities, etc.. The game begins where each group has to nominate 3 candidates, who shall represent the party and present their point of view, on why they support their topic. In the first round of presentation, one representative from each group gets a chance to impress others and voting is done after that to see whether someone wants to shift to another party. Round 2 and 3 also has the same format. Finally, an attempt is made to have 51 % of the trainees, supporting a single topic. If a consensus is achieved upon, the winner is obvious; else a “ Hung Assembly ” is declared.

C3] Give me the options: This section is for option hunting in real life situational problems. The foremost thing in such situations is to decide whether we can do anything in the given circumstances or it’s out of our hands. Next step involves looking for possible options and then to evaluate each of them in a virtual environment resembling the actual one. Finally, the best option is selected and implemented upon. Feedback is taken on the result and the decision is evaluated. But, many individuals have the problem of unavailability of options, while taking decisions and thus they become one-dimensional. They cannot



create or innovate newer ideas, as their thought process is limited only to usual ways. " Character cannot be developed in ease and quiet. Only through experience of trial and suffering can the soul be strengthened, ambition inspired, and success achieved " - Helen Keller

To look into this problem the existence of this problem, the following exercise has been designed. Each participant is provided with a list of problems for which he has to suggest 5 options (minimum) for solving each of them. He also has to select the best option out of them and write the logic of doing so. Question papers are interchanged amongst participants and a list of suggested options is prepared and debated upon.

C4] Guess work : This module is a visual illusion test, which provides an indepth measure of an individual’s perception of things and events. Here, every participant is made to sit in a dark room with visual images on a screen in front of him. These images create sort of illusions that provide multiple descriptions. The participants are expected to see the multifaceted images and note down their characteristics. The outlook of the trainees to analyze these images is evaluated by the trainer. Individual’s knowledge, prejudices, bias, likes and dislikes are reflected in his answers. A sample of such an illusion has been given below. Please refer to the cd supplied along with this project report, to get more samples. www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


Most participants when asked to read this would say, “ A bird in the bush ” whereas actually it says, “ A bird in the the bush ”.

D1] I want to be _______ : This is a self-evaluation technique where participants analyze themselves with respect to their ideal and feel the urge to acquire the missing knowledge, skills and attitudes. In organisational context, self-development is a vital component in any training program and is supposed to be the best method of incurring permanent behavioral changes. Participants in groups of 4 need to suggest names of individuals from within the factory or department whom they consider as their ideal and select the best out of them by discussion. The positive characteristics of that person are listed. Each participant then individually figures out the difference, while relating those characteristics with his own. They are directed to write down the ways by which they can also acquire those KSAs. www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


D2] It’s an emergency: This is an adaptation from the virtual reality technique, where trainees are put in artificial, 3-dimensional environment that stimulates situation. The trainee interacts with these situations to accomplish goals. This " The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and controversy " - Martin Luther King Jr

teaching method is much more realistic to actual work environment and trainees can actually feel the real pressure of the given situation. Scope of learning increases tremendously, in such methods. Here, trainees are taken to the factory unit where machines and other production logistics are kept. Every group of 4 trainees is sent to such different units, where they encounter major problems, close to real life and an emergency is declared. In such a situation, the trainees have to take appropriate measures with the available resources in very less time. This exercise is usually carried under the supervision of a senior manager of that unit, as they can create a virtual reality within the unit with their experience. Some problems to be considered for such programs are, (1)

Machine breakdown,

(2)

Accidents,

(3)

Lockouts,

(4)

Power-grid failure,



(5)

Huge order in less time,

(6)

Overflow of stocks, etc..

D3] It’s the only time you have got : This is a course on time management where participants are taught how to effectively manage the only time they have got in their hands. It stresses over the need to try to prioritize their jobs, so as to effectively " The man who removes a mountain begins by carrying away small stones " - William Faulkner

complete their assignments in time. Here, the participants are required to list down their assignments to be completed within the next week. It shall include their organisational, social as well as personal works. Then, those assignments are to be classified according to the following features, )

Urgent and Important

)

Urgent but Not Important

)

Not Urgent but Important

)

Not Urgent and Not Important



D4] Never say “ No ” : This is a behavioral approach that is used on a daily basis in every organisation. Requests are made to managers whom they accept or reject based on their merit. We should try to make every situation better for the organisational point of concern. Thus while accepting any request we " Every noble work is at first impossible " - Thomas Carlyle

should make it clear that under what situation it has been accepted and the organisation’s expectations from him in return. While rejecting an offer, He should again state the detailed circumstances for the decision and say, “ Sorry for now, let’s try to give it another chance, sometime later. ” This is to avoid saying “ No ” or any negative sentences, which can at times, prove fatal and damage the morale of employees, beyond repair.

E1] Let’s discuss : This uses the brain storming method to find out the needs of employees in the organisation and to find methods to take them towards a sense of fulfillment and self-actualization as far as their work goes. To start this segment, a lecture is given on the Maslow’s need hierarchy, with detailed www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


examples of every level specifically. Every participant is made to sit in a single table where through seminars and creative discussions, they have to decide which need level do they belong to and the same for their subordinates also in general. Everyone is expected to suggest on how they can take their subordinates to the next need level in the Maslow’s hierarchy. The trainer here needs to coordinate the discussions, in order to give it a proper direction. He needs to be aware that the participants understand human behavior which is directed towards the fulfillment of aspirations, needs, drives, wants, etc.. So they have to find answers for, why the employee’s behave in a particular way? and what motivates them ? " Knowledge of what is possible is the beginning of happiness " - George Santayana

Lastly trainees need to specify the factors, which according to them would satisfy the employees in general and what are the factors that are not motivators as such, but absence of which, leaves the employees dissatisfied. They should then rank these in order of preference.

E2] Grid management: Developed by R. Blake and J. Mounton, the grid shows the two - dimensions of management ie. Concern for production and Concern for people. 9 www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


5

1

1

5

9

Infact the above chart is divided into 9 X 9 ie. 81 squares. The participants are needed to assess in which block their organisation currently belongs to and where they would ideally like it to be. This affects the leadership style of managers and helps them to acquire a balanced approach that shall in " Honest differences are often a healthy sign of progress " - Mahatma Gandhi

the long run help the organisation to achieve cent percent achievement oriented and participative leaders.

E3] Know your boss : The last segment of this program is an assignment to be given to the trainees, which they are required to complete within the next week, after completion of the training. This deals with the manager’s or employee’s psychological barrier restricting them to interact with seniors and know them www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


better as individuals. If you know the person you are dealing with, it becomes easier to cooperate and move ahead together towards realization of the organisational objectives. Here, all the participants have to prepare some questionnaires regarding social and organisational issues of concern and interview his immediate boss to get his views on them. He should also report on the training program and it’s benefits to him and seek his advice on implementing them in the job situation. This talk should be one on one and preferably in an informal environment.

" There are two kinds of people, those who do the work & those who take the credit. Try to be in the first group, there is less competition there. " - Indira Gandhi

Conclusion : After completion of this training process, the trainees should fill feedback forms on the trainer and training program. Certificates should be distributed thereafter and volunteers from amongst the trainees to be requested to say a few words on the training program.



This training program is basically concerned with those methods that develop the soft skills of the trainees in a more participative manner. These behavioral techniques are expected to stimulate learning through practice. It minimizes the individual differences in adapting to changes in their behavior and is thus sure to affect the morale and working standards of the participants. Along with the existing training programs of Bata India Ltd., this program shall go a long way in preparing managers and staffs to face the ever-evolving challenges of the 21st century. I strongly believe in the contents of this training program and the process of imparting training and hope it succeeds in the Batanagar plant. I wish this organisation all the best.

" If you are going to achieve excellence in big things, you develop the habit in little matters. Excellence is not an exception, it is a prevailing attitude " - Colin Powell

Problem of Absenteeism in Bata India Ltd. Apart from our regular project work in Bata India Ltd, Batanagar plant, we were fortunate enough to get an opportunity to work on the problem of absenteeism which hampering the rat of growth of the www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


organisation to a great deal. It has been observed that the phenomenon of absenteeism does not exist only in Indian industries but it is a universal fact, the only difference is in terms of magnitude. Reports show that some engineering base industries in West Bengal suffer from absenteeism in the vicinity of

, which is slightly on the higher side, in the all India

perspective. Random absenteeism data collected by me from a few departments of the rubber factory ( 321 – 327 ) show a trend of employees in access of 9 % being absent from work place. The actual figures in the whole Batanagar unit might be more alarming. If we add 1 % of the employees coming late ( more than 10 minutes ) from scheduled start and 2 % of employees taking one - hour emergency leave, to the absenteeism figure of 9 % the total man - hours lost, per day stands approximately at

, out of

that is

. It

should be noted that the figures given here are not accurate but only approximate indications.

" If you are going to achieve excellence in big things, you develop the habit in little matters. Excellence is not an exception, it is a prevailing attitude " - Colin Powell Week - 1 Dept

Absentee

Total staff

Week - 2

Working days

5

Total Man-days

% Absenteeism

Dept

Absentee


Total staff

Working days

5

Total Man-days

% Absenteeism

www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright (©) to its Authors. This is only for Educational Purpose. 321

19

51

255

7.45

321

21

66

330

6.36

322

6

47

235

2.55

322

25

47

235

10.64

323

12

52

260

4.62

323

22

52

260

8.46

324

14

47

235

5.96

324

22

47

235

9.36

325

0

46

230

0.00

325

0

46

230

0.00

326

22

47

235

9.36

326

29

47

235

12.34

327

16

72

360

4.44

327

43

72

360

11.94

Working days

4

Week - 3

Week - 4

Working days

5

Dept

Absentee

Total staff

Total Man-days

% Absenteeism

Dept

Absentee

Total staff

Total Man-days

% Absenteeism

321

26

51

255

10.20

321

35

51

204

17.16

322

9

47

235

3.83

322

14

47

188

7.45

323

5

52

260

1.92

323

29

52

208

13.94

324

18

47

235

7.66

324

16

47

188

8.51

325

0

46

230

0.00

325

0

46

184

0.00

326

15

47

235

6.38

326

24

47

188

12.77

327

30

72

360

8.33

327

33

46

184

17.93

Working days

5

Week - 5

Week - 6

Working days

4

Dept

Absentee

Total staff

Total Man-days

% Absenteeism

Dept

Absentee

Total staff

Total Man-days

% Absenteeism

321

18

51

204

8.82

321

37

51

255

14.51

322

20

47

188

10.64

322

34

47

235

14.47

323

9

52

208

4.33

323

36

52

260

13.85

324

15

47

188

7.98

324

34

47

235

14.47

325

0

46

184

0.00

325

0

46

230

0.00

326

23

47

188

12.23

326

40

47

235

17.02

327

18

46

184

9.78

327

38

46

230

16.52

Working days

5

Week - 7

Week - 8

Working days

5

Dept

Absentee

Total staff

Total Man-days

% Absenteeism

Dept

Absentee

Total staff

Total Man-days

% Absenteeism

321

31

51

255

12.16

321

16

51

255

6.27

322

24

47

235

10.21

322

17

47

235

7.23

323

24

52

260

9.23

323

16

52

260

6.15

324

16

47

235

6.81

324

18

47

235

7.66

325

0

46

230

0.00

325

37

46

230

16.09

326

29

47

235

12.34

326

28

47

235

11.91

327

39

49

245

15.92

327

21

49

245

8.57

" From what we get, we can make a living; what we give, however, makes a life " - Arthur Ashe www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/

www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright (©) to its Authors. This is only for Educational Purpose. Week - 9

Week - 10

Working days

5

Working days

5

Dept

Absentee

Total staff

Total Man-days

% Absenteeism

Dept

Absentee

Total staff

Total Man-days

% Absenteeism

321

20

51

255

7.84

321

17

51

255

6.67

322

19

47

235

8.09

322

5

47

235

2.13

323

21

52

260

8.08

323

11

52

260

4.23

324

23

47

235

9.79

324

31

47

235

13.19

325

38

46

230

16.52

325

39

46

230

16.96

326

25

47

235

10.64

326

20

47

235

8.51

327

27

49

245

11.02

327

16

49

245

6.53

Working days

5

Week - 11

Week - 12

Working days

5

Dept

Absentee

Total staff

Total Man-days

% Absenteeism

Dept

Absentee

Total staff

Total Man-days

% Absenteeism

321

62

71

355

17.46

321

17

71

355

4.79

322

62

47

235

26.38

322

13

47

235

5.53

323

58

52

260

22.31

323

27

52

260

10.38

324

47

47

235

20.00

324

17

47

235

7.23

325

56

46

230

24.35

325

30

46

230

13.04

326

45

47

235

19.15

326

23

47

235

9.79

327

75

49

245

30.61

327

18

49

245

7.35

Working days

5

Total staff

Total Man-days

% Absenteeism

Week - 13 Dept Absentee

Week - 14

Working days

5

Total staff

Total Man-days

% Absenteeism

Dept Absentee

321

18

71

355

5.07

321

18

71

355

5.07

322

18

47

235

7.66

322

14

47

235

5.96

323

21

52

260

8.08

323

19

52

260

7.31

324

18

47

235

7.66

324

19

47

235

8.09

325

27

46

230

11.74

325

29

46

230

12.61

326

24

47

235

10.21

326

28

47

235

11.91

327

25

64

320

7.81

327

39

66

330

11.82

Working days

5

Total staff

Total Man-days

% Absenteeism


Week - 16

Working days

5

Total staff

Total Man-days

% Absenteeism

Dept Absentee

321

21

71

355

5.92

321

19

71

355

5.35

322

19

47

235

8.09

322

12

47

235

5.11

323

17

52

260

6.54

323

22

52

260

8.46

324

14

47

235

5.96

324

20

47

235

8.51

325

34

46

230

14.78

325

28

46

230

12.17

326

16

47

235

6.81

326

15

47

235

6.38

327

38

66

330

11.52

327

45

70

350

12.86

“ There's no such thing as Perfection. But, in striving for it, we can achieve excellence " www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/

- Vince Lombardi



Week - 18

Working days

4

Total staff

Total Man-days

% Absenteeism

Dept Absentee

Working days

5

Total staff

Total Man-days

% Absenteeism

321

16

71

284

5.63

321

26

71

355

7.32

322

15

47

188

7.98

322

31

47

235

13.19

323

11

52

208

5.29

323

32

52

260

12.31

324

18

47

188

9.57

324

24

47

235

10.21

325

32

46

184

17.39

325

43

46

230

18.70

326

18

47

188

9.57

326

30

47

235

12.77

327

16

70

280

5.71

327

28

70

350

8.00


Week - 20

Working days

5

Total staff

Total Man-days

% Absenteeism

Dept Absentee

Working days

5

Total staff

Total Man-days

% Absenteeism

321

35

71

355

9.86

321

14

49

245

5.71

322

18

47

235

7.66

322

7

47

235

2.98

323

23

52

260

8.85

323

16

52

260

6.15

324

13

47

235

5.53

324

15

47

235

6.38

325

28

46

230

12.17

325

13

46

230

5.65

326

18

47

235

7.66

326

39

47

235

16.60

327

33

49

245

13.47

327

35

70

350

10.00


Week - 22

Working days

5

Total staff

Total Man-days

% Absenteeism

Dept Absentee

321

10

49

245

4.08

321

322

5

47

235

2.13

322

323

8

52

260

3.08

323

324

9

47

235

3.83

324

325

22

46

230

9.57

325

326

21

47

235

8.94

326

327

24

49

245

9.80

327

Total staff

A


Working days

0

Total Man-days

% Absenteeism

C

P

L

Week - 24

Working days

5

Total staff

Total Man-days

% Absenteeism

Dept Absentee

Working days

5

Total staff

Total Man-days

% Absenteeism

321

41

62

310

13.23

321

27

62

310

8.71

322

56

47

235

23.83

322

35

47

235

14.89

323

49

52

260

18.85

323

27

52

260

10.38

324

65

47

235

27.66

324

32

47

235

13.62

325

38

46

230

16.52

325

35

46

230

15.22

326

53

47

235

22.55

326

58

47

235

24.68

327

80

49

245

32.65

327

48

49

245

19.59



" The man who removes a mountain begins by carrying away small stones. " - William Faulkner Week - 25 Dept Absentee

Week - 26

Working days

5

Total staff

Total Man-days

% Absenteeism

Dept Absentee

Working days

5

Total staff

Total Man-days

% Absenteeism

321

22

49

245

8.98

321

26

49

245

10.61

322

31

47

235

13.19

322

21

47

235

8.94

323

13

52

260

5.00

323

15

52

260

5.77

324

26

47

235

11.06

324

14

47

235

5.96

325

23

46

230

10.00

325

27

46

230

11.74

326

38

47

235

16.17

326

32

47

235

13.62

327

31

66

330

9.39

327

26

66

330

7.88


Week - 28

Working days

5

Total staff

Total Man-days

% Absenteeism

Dept Absentee

Working days

5

Total staff

Total Man-days

% Absenteeism

321

31

46

230

13.48

321

28

49

245

11.43

322

19

47

235

8.09

322

21

47

235

8.94

323

22

52

260

8.46

323

18

52

260

6.92

324

20

47

235

8.51

324

22

47

235

9.36

325

32

46

230

13.91

325

27

46

230

11.74

326

17

47

235

7.23

326

14

47

235

5.96

327

24

46

230

10.43

327

31

46

230

13.48


Week - 30

Working days

5

Total staff

Total Man-days

% Absenteeism

Dept Absentee

Working days

5

Total staff

Total Man-days

% Absenteeism

321

9

71

355

2.54

321

17

49

245

6.94

322

17

43

215

7.91

322

13

47

235

5.53

323

16

52

260

6.15

323

6

52

260

2.31

324

11

47

235

4.68

324

5

47

235

2.13

325

25

46

230

10.87

325

23

46

230

10.00

326

16

47

235

6.81

326

22

47

235

9.36

327

26

46

230

11.30

327

22

49

245

8.98


Week - 32

Working days

5

Total staff

Total Man-days

% Absenteeism

Dept Absentee

Working days

5

Total staff

Total Man-days

% Absenteeism

321

20

49

245

8.16

321

16

49

245

6.53

322

14

47

235

5.96

322

35

47

235

14.89

323

28

52

260

10.77

323

30

52

260

11.54

324

12

47

235

5.11

324

16

47

235

6.81

325

27

46

230

11.74

325

36

46

230

15.65

326

21

47

235

8.94

326

36

47

235

15.32

327

23

49

245

9.39

327

26

45

225

11.56



" Obstacles are those frightful things you see when you take your eyes off your goal " - Henr Ford Week - 33 Dept Absentee

Week - 34

Working days

4

Total staff

Total Man-days

% Absenteeism

Dept Absentee

Working days

5

Total staff

Total Man-days

% Absenteeism

321

29

51

204

14.22

321

15

46

230

6.52

322

36

47

188

19.15

322

40

47

235

17.02

323

24

52

208

11.54

323

19

52

260

7.31

324

21

47

188

11.17

324

12

47

235

5.11

325

33

43

172

19.19

325

37

46

230

16.09

326

27

47

188

14.36

326

30

47

235

12.77

327

35

51

204

17.16

327

40

40

200

20.00


Week - 36

Working days

5

Total staff

Total Man-days

% Absenteeism

Dept Absentee

Working days

5

Total staff

Total Man-days

% Absenteeism

321

13

46

230

5.65

321

15

51

255

5.88

322

16

47

235

6.81

322

0

47

235

0.00

323

10

52

260

3.85

323

7

52

260

2.69

324

8

47

235

3.40

324

4

47

235

1.70

325

16

46

230

6.96

325

0

46

230

0.00

326

5

47

235

2.13

326

8

47

235

3.40

327

5

49

245

2.04

327

7

49

245

2.86


Week - 38

Working days

5

Total staff

Total Man-days

% Absenteeism

Working days Dept Absentee

Total staff Total Man-days

5 % Absenteeism

321

18

46

230

7.83

321

35

71

355

9.86

322

0

47

235

0.00

322

0

47

235

0.00

323

4

52

260

1.54

323

16

52

260

6.15

324

6

47

235

2.55

324

17

47

235

7.23

325

0

46

230

0.00

325

0

46

230

0.00

326

7

47

235

2.98

326

23

44

220

10.45

327

14

55

275

5.09

327

11

44

220

5.00


Week - 40

Working days

4

Total staff

Total Man-days

% Absenteeism


321

16

71

284

5.63

321

322

0

47

188

0.00

322

323

7

52

208

3.37

323

324

6

47

188

3.19

324



A

C

P

L

0 % Absenteeism


0

46

184

0.00

325

326

16

47

188

8.51

326

327

6

44

176

3.41

327

" When you are not practicing, remember, someone somewhere is practicing, and when you meet him he will win "

- Ed Macauley


Total staff

Week - 42

Working days

0

Total Man-days

% Absenteeism



5 % Absenteeism

321

321

27

71

355

7.61

322

322

0

47

235

0.00

323

323

18

52

260

6.92

324

42

47

235

17.87

324

A

C

P

L

325

325

0

46

230

0.00

326

326

25

47

235

10.64

327

327

25

47

235

10.64


Week - 44

Working days

5

Total staff

Total Man-days

% Absenteeism



5 % Absenteeism

321

68

71

355

19.15

321

21

66

330

6.36

322

0

47

235

0.00

322

0

47

235

0.00

323

34

52

260

13.08

323

15

52

260

5.77

324

73

47

235

31.06

324

28

47

235

11.91

325

0

46

230

0.00

325

0

46

230

0.00

326

61

47

235

25.96

326

18

47

235

7.66

327

63

47

235

26.81

327

32

47

235

13.62


Week - 46

Working days

5

Total staff

Total Man-days

% Absenteeism



5 % Absenteeism

321

21

71

355

5.92

321

15

71

355

4.23

322

0

47

235

0.00

322

0

47

235

0.00

323

11

52

260

4.23

323

5

52

260

1.92

324

22

47

235

9.36

324

13

47

235

5.53

325

0

46

230

0.00

325

0

46

230

0.00

326

20

47

235

8.51

326

23

47

235

9.79

327

20

47

235

8.51

327

11

48

240

4.58


Week - 48

Working days

5

Total staff

Total Man-days

% Absenteeism



5 % Absenteeism

321

17

46

230

7.39

321

23

71

355

6.48

322

0

47

235

0.00

322

0

47

235

0.00



13

52

260

5.00

323

11

52

260

4.23

324

12

47

235

5.11

324

22

43

215

10.23

325

0

46

230

0.00

325

0

46

230

0.00

326

31

47

235

13.19

326

27

43

215

12.56

327

24

48

240

10.00

327

24

47

235

10.21

" A cynic is a man who knows the price of everything but the value of nothing. " - Oscar Wilde Week - 49 Dept Absentee Total staff

Week - 50

Working days

5

Working days

Total Man-days

% Absenteeism

Dept Absentee Total staff Total Man-days

4 % Absenteeism

321

17

66

330

5.15

321

85

71

284

29.93

322

0

47

235

0.00

322

0

47

188

0.00

323

23

52

260

8.85

323

71

52

208

34.13

324

16

47

235

6.81

324

58

47

188

30.85

325

0

46

230

0.00

325

0

46

184

0.00

326

26

47

235

11.06

326

71

47

188

37.77

327

16

46

230

6.96

327

66

46

184

35.87

Week - 51 Dept Absentee Total staff

Week - 52

Working days

5

Working days Dept Absentee Total staff Total Man-days

5

Total Man-days

% Absenteeism

321

11

66

330

3.33

321

12

66

330

% Absenteeism 3.64

322

0

47

235

0.00

322

0

47

235

0.00

323

18

52

260

6.92

323

21

52

260

8.08

324

12

47

235

5.11

324

19

47

235

8.09

325

0

46

230

0.00

325

0

46

230

0.00

326

16

47

235

6.81

326

17

43

215

7.91

327

10

46

230

4.35

327

11

46

230

4.78

Absenteeism data Summary 2006 ( Dept 321 to 327 ) Weeks 1 2 3 4 5 6 7

321

322

7.45 6.36 10.20 17.16 8.82 14.51 12.16

2.55 10.64 3.83 7.45 10.64 14.47 10.21

Departments 323 324 4.62 8.46 1.92 13.94 4.33 13.85 9.23

5.96 9.36 7.66 8.51 7.98 14.47 6.81


325

326

327

0.00 0.00 0.00 0.00 0.00 0.00 0.00

9.36 12.34 6.38 12.77 12.23 17.02 12.34

4.44 11.94 8.33 17.93 9.78 16.52 15.92

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6.27 7.84 6.67 17.46 4.79 5.07 5.07 5.92 5.35 5.63 7.32 9.86 5.71 4.08 A 13.23 8.71 8.98 10.61 13.48 11.43 2.54 6.94 8.16 6.53 14.22 6.52 5.65 5.88 7.83 9.86 5.63 A A 7.61 19.15 6.36 5.92 4.23 7.39 6.48 5.15 29.93 3.33 3.64

7.23 8.09 2.13 26.38 5.53 7.66 5.96 8.09 5.11 7.98 13.19 7.66 2.98 2.13 23.83 14.89 13.19 8.94 8.09 8.94 7.91 5.53 5.96 14.89 19.15 17.02 6.81 0.00 0.00 0.00 0.00

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

6.15 8.08 4.23 22.31 10.38 8.08 7.31 6.54 8.46 5.29 12.31 8.85 6.15 3.08 C 18.85 10.38 5.00 5.77 8.46 6.92 6.15 2.31 10.77 11.54 11.54 7.31 3.85 2.69 1.54 6.15 3.37 C C 6.92 13.08 5.77 4.23 1.92 5.00 4.23 8.85 34.13 6.92 8.08

7.66 9.79 13.19 20.00 7.23 7.66 8.09 5.96 8.51 9.57 10.21 5.53 6.38 3.83 27.66 13.62 11.06 5.96 8.51 9.36 4.68 2.13 5.11 6.81 11.17 5.11 3.40 1.70 2.55 7.23 3.19

17.87 31.06 11.91 9.36 5.53 5.11 10.23 6.81 30.85 5.11 8.09


16.09 16.52 16.96 24.35 13.04 11.74 12.61 14.78 12.17 17.39 18.70 12.17 5.65 9.57 P 16.52 15.22 10.00 11.74 13.91 11.74 10.87 10.00 11.74 15.65 19.19 16.09 6.96 0.00 0.00 0.00 0.00 P P 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

11.91 10.64 8.51 19.15 9.79 10.21 11.91 6.81 6.38 9.57 12.77 7.66 16.60 8.94 22.55 24.68 16.17 13.62 7.23 5.96 6.81 9.36 8.94 15.32 14.36 12.77 2.13 3.40 2.98 10.45 8.51

10.64 25.96 7.66 8.51 9.79 13.19 12.56 11.06 37.77 6.81 7.91

8.57 11.02 6.53 30.61 7.35 7.81 11.82 11.52 12.86 5.71 8.00 13.47 10.00 9.80 L 32.65 19.59 9.39 7.88 10.43 13.48 11.30 8.98 9.39 11.56 17.16 20.00 2.04 2.86 5.09 5.00 3.41 L L 10.64 26.81 13.62 8.51 4.58 10.00 10.21 6.96 35.87 4.35 4.78


Absenteeism Dept. - 321 40.00

m s i e 30.00 e t n 20.00 e s b A 10.00 % 0.00

1

4

7

10

13

16

19

22

25

28

31

34

37

40

43

46

49

52

Weeks


m25.00 s i e 20.00 e t n 15.00 e s b 10.00 A % 5.00 0.00

1

4

7

10 13 16 19 22 25 28 31 34 37 40 43 46 49 52

Weeks




m s i e 30.00 e t n 20.00 e s b A 10.00 % 0.00

1

4

7

10

13

16

19

22

25

28

31

34

37

40

43

46

49

52

37

40

43

46

49

52

Weeks


m s i e 30.00 e t n 20.00 e s b A 10.00 % 0.00

1

4

7

10

13

16

19

22

25

28

31

34

Weeks

" We may have to fight a battle more than once to win it. " - Margaret Thatcher


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m s 25.00 i e e 20.00 t n 15.00 e s b 10.00 A 5.00 % 0.00 1

4

7

10

13

16

19

22

25

28

31

34

37

40

43

46

49

52

34

37

40

43

46

49

52

34

37

40

43

46

49

52

Weeks


m s i e 30.00 e t n 20.00 e s b A 10.00 % 0.00 1

4

7

10

13

16

19

22

25

28

31

Weeks


m s i e 30.00 e t n 20.00 e s b A 10.00 % 0.00

1

4

7

10

13

16

19

22

25

28

31

Weeks



" Fantasy is a necessary ingredient in living, it's a way of looking at life through the wrong end of a telescope, which enables you to laugh at life's realities. " - Pinkey Dangi

In-depth analysis of department wise absenteeism data and graphs suggests hidden information and their reasons, which can be of utmost importance in organisational planning and decision-making. Clearly evident suggestions include: 1. All departments show an increase or decrease in absenteeism in the same time periods. It can be thus be said that the factors leading to absenteeism affect most people and most departments equally. Thus, individual problems go out of the picture. 2. Absenteeism tends to be higher up to alarming levels (above 20%) 3 to 4 times in a year. In 2006, all departments showed a steep rise in absenteeism during 11th week, 23rd week, 43rd week, and 50th week. 3. It should be specially noted that weeks following holidays (ACPL) showed high rate of absenteeism. This suggests that the role of religious ceremonies and employees going to their hometowns is significant in determining the causes of absenteeism. 4. It should be specifically noted that in 2006, weeks no. 21st, 29th, 35th, 44th, and 51st showed tremendous decline in absenteeism (less than 5%) in all the departments. The interesting fact here is that the difference between these lowest tips is more or less equal (in the vicinity of 6 to 7 weeks).



Here we have tried to find out a few possible reasons for the employee’s practice or habit of staying away from his scheduled work: " The only way of discovering the limits of the possible is to venture a little way past them into the impossible " - Arthur C Clarke

1. Maladjustment with colleagues coming from different religions and tastes speaking different languages belonging to different socio economic status. 2. Social and religious ceremonies. 3. Sickness, accidents and maternity. 4. For those staying far from their homes, frequent visits to their village are a major cause of absenteeism. 5. Industrial fatigue. 6. Working conditions, heat, moisture, noise, vibrations, dust, fumes, overcrowding etc. 7. Inadequacy to meet the performance standards. 8. Indebtedness. 9. Alcoholism. 10.

Lack of commitment towards industrial growth.

11.

Over identification with family affairs.

12.

Dissatisfied with the status, importance or authority and responsibility involved in his job. Specifically the problem of absenteeism in Bata India Ltd, Batanagar plant is a mere combination of all these factors. Out of these points www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


2, 3, 6, 8, 10 seem to be more effective and deeper causes for high rate of absenteeism than the others. A few remedies or measures for control of absenteeism have also been listed below:

" The past is like a river flowing out of sight; the future is an ocean filled with opportunity and delight " - Anna Hoxie

1. A well defined recruitment procedure that stresses on the employee’s adaptability or the ability to change. 2. Study the level of motivation of workers and push them to thrive for more. 3. Improved communication within various levels of organisation and prompt redressal of grievances. 4. Education programs for personal developments of individual employees. 5. Spread awareness of employee’s rights and obligations. 6. Trained the employees in group dynamics along with interpersonal skills. 7. Take measures to improve employee’s loyalty and devotion towards his work and work place. 8. Regularity in attendance can be transformed in to monetary rewards and other pecuniary inducements. 9. Provision for ever-developing working conditions.



Above all, the employees should be communicated that it is the religion of insects and animals to procure, eat and reproduce. If we are born as human being, it is our moral responsibility to do more.

" Being happy doesn't mean everything's perfect. It means that you have decided to see beyond the imperfections " - Frank Kaiser

RESEARCH METHODOLOGY Research refers to, the systematized approach to gain new knowledge, concerning generalization and formulation of a theory. Research work carried out for this project is basically what is known as library research, which includes analysis of historical records and documents, statistical compilations and manipulations. This is a scientific method of solving the research problem as it, 

Is committed only to objective considerations.



Presumes neutrality and aims at nothing but making only adequate and correct statements about population objects.



Results into probabilistic predictions.



Realize on factual empirical evidence.



RESEARCH PROBLEM The objective of this particular research work, by collecting data (secondary in nature) related to performance achievements, by various departments is to relate them with another variable, i.e. time. It can then be utilized to draw the learning curve, which shall again be analyzed with respect to the effect of appraisals or training programs on them.

RESEARCH DESIGN The research design appropriate for this particular research problem involves the following considerations: " Motivation determines what you do, attitude determines how well you do it. ” - Anon

Bata India Ltd, (Batanagar plant),



where this research work was based, has a unique system of maintaining production details in their record book “

” and re-entered to the

salary controlling statements in order to calculate the production incentives. All data were to be collected from these documents. The sampling design as



described below made it possible to extract adequate data in the stipulated time period of weeks.

SAMPLING DESIGN



The items under consideration in this field of enquiry or the universe (also known as population) stretched over the production details of departments,

employees and

months (

weeks ). The volume

of data required the use of a sampling design, which must result in a truly representative sample, must result in a small sampling error and systematic bias can be controlled in a better way. The most practical way of sampling in this specific case is the

, where groups of

were considered as the sample. The sample size happened to be

of the total population.

DATA COLLECTION The relevant data were collected from the of the respective weeks listed below, all data There are two kinds of failures: Those who thought and never did, and those who did and never thought. " - Laurence Peter

belonged to the general shift. The payroll department’s record room provided the said documents. Data were also collected from the Saldo, provided by the rubber factory. Data were collected for the durations of: I. October 2004 to March 2005 ( 6 months ) II. January 2006 to June 2006 ( 6 months ) III. January 2007 to June 2007 ( 6 months ) ( Total -

months )



MANIPULATION AND ANALYSIS OF DATA Weekly data obtained for the research purpose, was converted into a monthly average, so as to reduce the amount of data for analysis purpose. The weeks containing less than 5 working days were extrapolated to a 5 working days per week standard. The monthly average basically constituted of the first 4 weeks of that particular month. The external factors effecting production, were considered to be stable during the period in question or diversity (if any) being negligible. Individual department’s ability to cope up with changing production targets, periodical appraisals and training / development programs is to be determined by comparing these data with other events, informations and factual evidences. Please refer to the segment “ Data and Graphs ” for further information. " A great attitude does much more than turn on the lights in our worlds; it seems to magically connect us to all sorts of serendipitous opportunities that were somehow absent before we changed. " - Earl Nightingale

Data and Graphs : 2004

Dept : 321

Dept : 322

Dept : 323

Dept : 324

Dept : 325

Dept : 326

Dept : 327

Weeks

% Achievement

% Achievement

% Achievement

% Achievement

% Achievement

% Achievement

% Achievement

41

128

136

148

145

122

42

110

112

133

120



43 44 45

122

110

130

132

140

122

46

100

100

110

101

110

105

47

134

125

120

136

125

125

48

121

125

138

146

127

127

49

112

117

120

144

131

125

50

121

115

116

125

121

113

117

124

143

136

118

130

127

51 52

130

112

125

2005

Dept : 321

Dept : 322

Dept : 323

Dept : 324

Dept : 325

Dept : 326

Dept : 327

Weeks

% Achievement

% Achievement

% Achievement

% Achievement

% Achievement

% Achievement

% Achievement

1

115

105

117

135

120

128

2

129

127

135

145

133

3 4



5

125

120

126

145

145

100

6

130

115

134

134

140

123

7

150

134

140

140

135

8

125

108

124

133

140

121

9

126

115

134

141

147

135

10

124

127

140

150

147

147

11

136

125

143

150

140

147

12

160

122

129

150

143

142

19

132

134

134

150

150

150

20

160

134

134

150

147

142

21

150

113

106

134

120

119

23

150

128

128

150

140

24

150

127

123

150

140

22



2006

Dept : 321

Dept : 322

Dept : 323

Dept : 324

Dept : 325

Dept : 326

Dept : 327

% Achievemen t

% Achievement

% Achievement

Weeks

% Achievement

% Achievement

% Achievement

% Achievement

1

160

130

140

137

140

144

2

172

123

125

130

140

170

3

172

144

134

139

147

160

4

111

115

107

110

116

101

5

120

107

117

118

118

104

6

172

137

145

148

147

134

7

171

139

123

150

141

140

8

180

134

134

148

134

150

150

9

175

123

120

147

128

150

150

10

185

140

134

142

134

150

150

11

180

121

96

136

123

145

12

190

126

110

140

136

150

140

13

195

117

121

112

140

120

14

190

120

112

123

116

134

129

15

170

116

125

130

109

147

188

16

180

132

143

150

122

144

200

17

135

119

100

120

91

101

160



18

150

114

120

140

120

134

200

19

180

134

134

147

137

150

200

20

150

134

134

140

140

134

190

21

118

115

115

134

120

134

160

23

135

128

134

134

125

190

24

170

124

128

142

134

205

2007

Dept : 321

Dept : 322

Dept : 323

Dept : 324

Dept : 325

Dept : 326

Dept : 327

Weeks

% Achievement

% Achievement

% Achievement

% Achievement

% Achievement

% Achievement

% Achievement

1

170

155

150

150

154

2

200

150

147

150

155

3

190

110

150

140

147

150

4

148

100

118

108

101

120

5

101

90

93

141

90

6

180

147

150

150

204

7

195

150

150

155

215

8

193

152

154

147

215

9

182

152

150

150

215

22



10

127

147

150

154

177

11

172

143

150

122

170

12

155

150

147

150

155

13

195

130

195

150

158

14

161

166

177

150

166

15

130

139

147

147

143

16

152

166

163

179

169

17

136

130

149

141

140

18

143

120

108

140

140

19

155

117

134

134

140

20

180

134

142

147

113

21

160

120

118

134

106

23

165

126

127

115

24

175

136

147

134

22

134

There are two prisoners shackled to the wall of a deep dark dungeon. Spread-eagled, they are securely lashed by manacles and www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


chains and actually hanging suspended, side by side, a few feet above the damp floor of the dungeon. There is only one small window high above their heads, maybe thirty or forty feet up. They are immobile and alone, pinned inexorably to the wall. One prisoner turns to the other and whispers, “ Here’s my plan ! ”

Monthly Performance Summary ( Oct 2004 to Jun 2007 )

Departments Month

321

322

323

324

325

326

327

Oct-04

119.00

124.00

-

140.50

-

132.50

121.66

Nov-04

119.25

115.00

124.50

128.75

126.00

125.00

119.75

Dec-04

121.00

115.25

121.25

137.33

-

129.56

120.75

Jan-05

122.00

116.00

126.00

135.00

-

132.50

130.50

Feb-05

132.50

114.33

129.50

138.00

-

141.25

119.75

Mar-05

136.50

122.30

136.50

147.75

-

144.25

142.75

May-05

146.00

134.00

134.00

150.00

-

148.50

146.00

Jun-05

150.00

122.00

119.00

144.66

-

133.33

119.00

Jan-06

153.75

128.00

126.50

129.00

-

135.75

143.75

Feb-06

160.75

129.25

129.75

141.00

134.00

139.00

132.00

Mar-06

182.50

127.50

115.00

141.25

130.25

148.75

146.66

Apr-06

183.75

121.25

125.25

128.75

115.66

141.25

159.00

May-06

153.75

125.18

122.00

136.75

122.00

129.75

187.50



Jun-06

141.00

122.33

125.66

136.66

120.00

131.00

185.00

Jan-07

177.00

100.50

143.25

136.00

-

137.16

144.75

Feb-07

167.25

-

134.75

136.83

-

148.25

181.00

Mar-07

159.00

-

148.00

149.25

-

144.00

179.00

Apr-07

159.50

-

150.25

170.50

-

156.50

159.00

May-07

153.50

-

125.25

133.00

-

140.50

133.25

Jun-07

166.66

-

127.33

126.00

-

136.00

118.33


www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright (©) to its Authors. This is only for Educational Purpose. Monthly Performance Dept. - 321 200.00

e c n 150.00 a m r 100.00 o f r e P 50.00 % 0.00

4 5 5 6 6 6 0 6 0 6 0 6 7 7 7 4 5 5 5 5 0 t - 0 c - 0 b - 0 p r - 0 n - 0 g - 0 c t - c - 0 b - 0 p r - 0 n - 0 g - 0 c t - c - b - p r - 0 n - 0 c O D e F e A J u A u O D e F e A J u A u O D e F e A J u Months

Mo nthly Performance Dept. - 322 160.00

e 140.00 c n 120.00 a 100.00 m r 80.00 o f r 60.00 e P 40.00 % 20.00 0.00

5 5 6 6 6 0 6 0 6 0 4 6 7 7 7 4 5 5 5 5 - 0 t - 0 c - 0 b - 0 p r - 0 n - 0 g - 0 c t c - 0 b - 0 p r - 0 n - 0 g - 0 c t - c - b - p r - 0 n - 0 c O D e F e A J u A u O D e F e A J u A u O D e F e A J u Months



e 140.00 c n 120.00 a 100.00 m r o 80.00 f r 60.00 e P 40.00 % 20.00 0.00

7 7 7 4 5 5 5 5 5 0 5 6 6 6 6 6 0 6 0 4 - c - b - 0 r - 0 n - 0 g - 0 t 0 - c - b - r - 0 n - 0 0 - c - 0 b - 0 r - 0 n - 0 g - 0 t 0 t p p p c c c O D e F e A J u A u O D e F e A J u A u O D e F e A J u Months



e 160.00 c 140.00 n a 120.00 m100.00 r o 80.00 f r e 60.00 P 40.00 % 20.00 0.00


Mo nthly Performance Dept. - 325 160.00

e 140.00 c n 120.00 a 100.00 m r 80.00 o f r 60.00 e P 40.00 % 20.00 0.00




e c n 150.00 a m r o 100.00 f r e P 50.00 % 0.00

7 7 7 4 5 5 5 5 5 0 5 6 6 6 6 6 0 6 0 4 0 - c - 0 b - 0 r - 0 n - 0 g - 0 t 0 - c - b - 0 r - 0 n - 0 g - 0 t 0 - c - b - r - 0 n - 0 t p c p c p c O D e F e A J u A u O D e F e A J u A u O D e F e A J u Months

Monthly Performance Dept. - 327 200.00

e c n 150.00 a m r 100.00 o f r e P 50.00 % 0.00

5 5 6 6 6 0 6 0 6 0 4 6 7 7 7 4 5 5 5 5 0 t - 0 c - 0 b - 0 p r - 0 n - 0 g - 0 c t - c - 0 b - 0 p r - 0 n - 0 g - 0 c t - c - b - p r - 0 n - 0 c O D e F e A J u A u O D e F e A J u A u O D e F e A J u Months

These graphs shown here with percentage performance on one axes and time duration ( in months ) on another is also known as the “ Learning Curve ” as it represents the effect of learning through training programs or by sheer experience on the performance (productivity) of individuals, groups, departments and even organizations. Analysis of the following graphs suggests that:



1. Departments fail to stick to their performance standards due to many external factors such as absenteeism, frequent change in articles to be produced etc. 2. Frequent ups and downs in the curve are visible which indicates variable levels of efforts from the employees. 3. Pointed peaks and V’s means that increase in level of performance or decreased are short-lived. This indicates the involvement of a sense of self-satisfaction at times and motivation from failure. 4. Unstable productivity levels tend to indicate the absence of training and motivation programs, which constantly tries to improve performance of its employees. 5. Curves of all the departments show a more or less similar trend, more efficient production scheduling is possible when approximate improvement or decrease in department’s performance is predictable.

A man found a cocoon of a butterfly. One day a small opening appeared. He sat and watched the butterfly for several hours as it struggled to force its body through that little hole. Then it seemed to stop making any progress. It appeared as if it had gotten as far as it could, and it could go no further. So the man decided to help the butterfly. He took a pair of scissors and snipped off the remaining bit of the cocoon. www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


The butterfly then emerged easily. But it had a swollen body and small, shriveled wings. The man continued to watch the butterfly because he expected that, at any moment, the wings would enlarge and expand to be able to support the body, which would contract in time. Neither happened! In fact, the butterfly spent the rest of its life crawling around with a swollen body and shriveled wings. It never was able to fly. What the man, in his kindness and haste, did not understand was that the restricting cocoon and the struggle required for the butterfly to get through the tiny opening were God's way of forcing fluid from the body of the butterfly into its wings so that it would be ready for flight once it achieved its freedom from the cocoon.

CASE STUDIES AND EXPERIENCES IN B.I.L.

1.

Case of Absenteeism : Mr. NRS ( actual name not disclosed ) is an “accord” employee

of BATA INDIA LTD. Batanagar. He is directly involved in the shoe manufacturing conveyor. He was known to be a regular absentee, but at the same time a multi-skilled worker with lots of experience. The organisation’s personnel department looked at the possible options to solve this problem. During the first half of 2007, NRS surpassed his casual and medical leaves available by more than 125 (days), as per organisation’s SOR (Standing Orders www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


and Rules, as in agreement with Bata Mazdoor Union). Show-Cause notices were issued under section 15(h), requiring him to explain in writing, the reasons for his continuous absence from work. NRS replied within the stipulated time along with a Medical Certificate proving his illness. An in depth scrutiny of the Medical Certificate proved that the documents were fake under the provision of 19(A) of the SOR. The guilty can be terminated from his present job. However the management decided to give him one last chance to mend his ways (and not to lose a skilled employee) and handed him three days suspension without pay. The personnel manager planned the process to regularize his unauthorized absence and fraudulent means by creating an atmosphere where NRS should fully recognize

" Success does not consist in never making blunders, but in never making the same one a second time. " - Josh Billings

what is expected of him in the future. He

was

scolded

by

one

manager

and

was

comforted by another as was planned before to make him aware of this last golden opportunity, provided to him. As of date NRS is still an employee in BATA INDIA LTD. And his problem has relatively minimized to a great deal. This incidence proves that human resource planning is not only to follow the rulebook but also to invent complimentary ways to solve such type of problems in long run interest of the organisation. www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


2.

Case of Misconduct :

A permanent line cutter of a production department in BATA INDIA LTD, Batana Batanagar gar plant, plant, Mr. SKR (actua (actuall identi identity ty not disclo disclosed sed)) was involv involved ed in a particular job for sometime. He was trailing behind his colleagues working in the same conveyor, hampering the rate of production, and thus was allotted a new job by his immediate boss (Asst. officer) Mr. DKB (actual identity not disclosed for obvious reasons). Unable to mentally adapt to this decision to shift him to another job, Mr. SKR started abusing his superior Mr. DKB and also attempted to physically assault him. He also threatened to cause him harm outside the factory. The case was reported to the personnel department the very same day and a show cause notice issued to the defaulter Mr. SKR, to be answered within 48 hours as per clauses D and K under section 21 (a) of the " It is the mark of an educated mind to be able to entertain a thought without accepting it " - Aristotle

standing orders and rules (SOR) of Bata India Ltd. and clause 14 of the model standing orders applicable to all industrial establishments of India. The said employee pleaded guilty and was ashamed of his act and promised not to repeat the same. The serious nature of the offence demanded disciplinary action but considering it as his first minor offence was let of with a warning and written undertaking. www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


This This case case is anot anothe herr fine fine examp example le that that the the orga organi nisa sati tion on provides ample opportunity to rectify their improper acts and every opportunity provided to him to put forward his version of the unwanted event. Thus the disciplinary policy is preventive, corrective, reformative rather than punitive. Although, one important information missing here is that whether the Asst. officer Mr. DKB was advised to “ forgive and forget ”, which would have been the perfect way to conclude this natural justice?

3.

Case of Termination : (Rise of Absenteeism to an abnormal level) Mr. PKM (actual identity not revealed) was an employee of Bata India Ltd. Batanagar plant for more than 19 years. He was terminated for prolonged unauthorized absence in 1993, but reinstated in 1995 through a special request by the Bata Mazdoor Mazdoor Union ( B.M.U. ). This opportunity provided to him by by the organisation was not fully utilized as his unauthorized, unexplained, avoidable

" Some Some succ succee eed d as they they are are dest destin ined ed to, to, but but most most succ succee eed d beca becaus use e they they are are determined to. " - Anonymous

& willful absence from work continued there after. According to his leave and absence card 2004 and 2005 :


www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright (©) to to its Authors. This is only for Educational Educational Purpose. LEAVE AND ABSENCE CARD – 2004 S No. From

To

C/L

Ordinary leave

Sick Leave

1

1/1/2004

20/01/2004

--

5

15

2

9/2/2004

7/4/2004

--

62

--

3

23/04/2004

30/04/2004

--

8

--

4

12/5/2004

25/06/2004

--

40

--

5

28/07/2004

3/8/2004

--

6

--

6

31/08/2004

29/09/2004

--

30

--

7

1/11/2004

31/12/2004

--

61

--

LEAVE AND ABSENCE CARD – 2005 S No. From

To

C/L

Ordinary leave

Sick Leave

1

1/1/2005

18/05/2005

--

123

15

2

30/05/2005

23/09/2005

--

116

--

3

25/10/2005

26/10/2005

2

--

--

4

7/11/2005

31/12/2005

--

41

--

Mr. Mr. PK PKM M once once agai again n remai remaine ned d absen absentt with withou outt noti notice ce from from 7/11/2005 to 17/3/2006 and was issued registered show cause notices under clause 15(h) of the Standing Order and Rules (SOR). He was asked to report within 2 weeks, his case was forwarded to the chief medical officer (C.M.O.), " We are what we repeatedly do. Excellence, therefore, is not n ot an act but a habit h abit " - Aristotle



who declared him fit to join his duties, but he did not. Further, show causes were not replied. Finally the management decided to terminate him with effect from 14/04/2006. This highlights the peculiar and abnormal magnitude of absenteeism prevailing in Indian industries. Thus, the importance of taking such decisions in the longer interest of the organisation becomes absolutely necessary at times. In order to send a clear message to the employees that organisation’s tolerance has a limit. As such serious problems regarding absenteeism involves heavy expenses, including overhead costs of reserves as well as of the idle equipments.

My Experiences : Bata India Ltd, Batanagar plant was the first instance our career where the practical applications of managerial functions in an organisation were displayed before us. We got ample exposure to the versatility of the manager’s role as a figurehead meeting the routine, obligatory, social & legal duties, as a leader, maintaining, developing and motivating the human resources, as a disseminator distributing selected information to others outside the unit, as an entrepreneur developing the unit, to take advantage of existing opportunities and anticipated threats, as a resource-allocator integrating the activities and resources utilization, as a negotiator, bridging the gap between

" Our lives begin to end the day we become silent about things that matter " www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


- Martin Luther King Jr.

the management and employee unions and as a spokes person to us, distributing selected information and conveying the appropriate image of the unit. Asst. Manager (Personnel) who guided me throughout this project was instrumental in providing opportunities to directly get involved in the day to day functioning of the department. He said “ books make a manager, but practical experiences make them successful ”. I worked on absenteeism, late-coming, early-going, union demands on major organisational issues etc. where the manager acts as disturbance handler and has to take many aggressive, unwanted decisions at times along with initiating some creating ideas, keeping in view the long term interest of the organisation. I was invited at one of Bata India Ltd. retirement / farewell party, to get me acquainted with the organisational culture and management’s perspective towards its human resources. In a simply organized program in the seminar hall of the personnel department, the organisation bid adieu to three of its employees after a long and dedicated service period in the vicinity of 30-35 years. A soul touching speech was given by one of their long-time colleague, which touched the soul of everyone present on the occasion. He said,” This is not only to recognize their contribution over the years, but also to learn from their experiences ”. Mementos and gifts were given to the departing employees and refreshments served to the gathering. The event was significant in specifying the importance of a formal and planned separation of employees from the organisation. www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


" If people never did silly things, nothing intelligent would ever get done. " - Ludwig Wittgenstein

I cherish the time spend in the leather factory, actually seeing for the very first time, the step by step evolution of the various discrete parts transformed into the final product, a shoe. Every shoe has to pass through many hands, machines setup as a chain known as Rink conveyors. Experienced hands along with creative brains have elevated shoe manufacturing up to the level of art. It’s for sure now, that I shall value, each and every shoe that I am going to buy in the future. The finished goods after passing the quality checks are tagged with quality – symbols which Bata people call the ornament of the shoes. They are then packed and travel hundreds and thousands of miles to reach your feet. Another experience worth sharing is visiting the Batanagar estate. Stretching over 303 acres on the banks of the river Ganges, the area is 18 kilometers from Kolkata. Developed during the 1930’s under the British colonial powers it has it’s own ferry-ghat, cinema-hall, sports-stadium, market, hospital, residential colonies, community halls, auditorium, schools, childrenparks etc.. This self-sufficient estate is well connected with public conveyance facilities to nearby towns. Maintenance of such a huge fixed asset infrastructure for providing every possible facility to its employees is worth appreciating & admittingly rarer these days. Just as a fact, Batanagar once



owned a Territorial Army for security purposes, which adds a sense of nostalgia to the name of “ Batanagar ”.

" All that we are is the result of what we have thought. The mind is everything. What we think we become. " - Buddha

Two men, both seriously ill, occupied the same hospital room. One man was allowed to sit up in his bed for an hour a day to drain the fluids from his lungs. His bed was next to the room's only window. The other

man

had

to

spend

all

his

time

flat

on

his

back.

The men talked for hours on end. They spoke of their families, their homes, their jobs, their involvement in the military service, where they had been on vacation. And every afternoon when the man in the bed next to the window could sit up, he would pass the time by describing to his roommate all the things he could see outside the window. The man in the other bed would live for those one-hour periods where his world would be broadened and enlivened by all the activity and color of the outside world. The window overlooked a park with a lovely lake, the man had said. Ducks and swans played on the water while children sailed their model boats. Lovers walked arm in arm amid flowers of every color of the rainbow. Grand old trees graced the landscape, and a fine view of the city skyline could be seen in the distance. As the man by the window www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


described all this in exquisite detail, the man on the other side of the room would

close

his

eyes

and

imagine

the

picturesque

scene.

One warm afternoon the man by the window described a parade passing by. Although the other man could not hear the band, he could see it in his mind's eye as the gentleman by the window portrayed it with descriptive words. Unexpectedly, an alien thought entered his head: Why should he have all the pleasure of seeing everything while I never get to see anything? It didn't seem fair. As the thought fermented, the man felt

ashamed at first. But as the days passed and he missed seeing more sights, his envy eroded into resentment and soon turned him sour. He began to brood and found himself unable to sleep. He should be by that window and that thought now controlled his life. Late one night, as he lay staring at the ceiling, the man by the window began to cough. He was choking on the fluid in his lungs. The other man watched in the dimly lit room as the struggling man by the window groped for the button to call for help. Listening from across the room, he never moved, never pushed his own button, which would have brought the nurse running. In less than five minutes, the coughing and choking stopped, along with the sound of breathing. Now, there was only silence deathly silence. The following morning, the day nurse arrived to bring water for their baths. When she found the lifeless body of the man by the www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/


window, she was saddened and called the hospital attendant to take it away--no words, no fuss. As soon as it seemed appropriate, the man asked if he could be moved next to the window. The nurse was happy to make the switch

and

after

he

was

comfortable,

she

left

him

alone.

Slowly, painfully, he propped himself up on one elbow to take his first look. Finally, he would have the joy of seeing it all himself. He strained to slowly turn to look out the window beside the bed. It faced a blank wall. " No one can read your mind, so what they see, hear & feel from you is what they will know you for. " - Anonymous

1.

Kothari C.R., Research methodology methods and techniques , New age

international publishers, New Delhi, 2007. 2.

Mamoria C.B., Gankar S.V., Personnel

management text and cases , Himalaya publishing house, Mumbai, 2001. 3.

Blanchard P.N.,Thacker J.W., Effective training systems strategies and practices , Pearson education, Delhi. 2007.


Project Report on HR in BATA

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