A Project Report in The best possible employee education, executive training and management development programs for BATA

INDIA LTD. that shall improve ob performance and help individuals to progress to!ards actuali"ation of their potential capacities.
Developed #or

BATA

INDIA
)ubmitted *n +, - ./ - +..0

L T D.

$ Batanagar %nit, &ol'ata (

By

1handan 1ha'raborty
)tudent of 2BA $ III rd )emester ( 3yan 3anga Institute of Technology and )ciences $ 33IT) ( %nder 4ani Durga!ati %niversity, 5abalpur, 2adhya 6radesh
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#ounder of the

Bata Shoe Organisation

M r. T o m a s B a t a
$ ;,0< = ;/>+ (

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A 2essage from 2r. 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 little we have accomplished so far, and what an immense task lies before the shoemakers of the whole world. 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.

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Thomas has visions of colossal factories, with the most modern machinery, installed in airy workshops, and a system of the most modern factoryhygiene. In those workshops, people freed from slavery and squalor are working for the 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 ".

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Long )ervice 2edallion

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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 its largest plant is situated in Batanagar, 24 arganas !s" #est Bengal, on the ban$s of the ri%er &anges. #ith manpower of nearly 24'', the unit is producing (uality foot wares hugely in demand all o%er the world. It has one of the oldest but e)cellent systems of day to day operations and record $eeping including production, planning, purchase, costing, salary, personal audit etc. It also has been instrumental in starting its own chain of retail stores which has crossed *''' in number. +%er the year it has become a household home with millions of customers loyal to its brands. Its motto, , -hallenge .. /$ill .. -ommitment .. 0eamwor$ 1 is
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yielding great results e%en in this era of fer%ent socio economic changes that are ta$ing place globally. 2y ob3ect here was to study the e)isting training and de%elopment facilities in Bata India Ltd. 4nd if necessary to de%elop a program that shall enhance the potential of its employees and e)ecuti%es. 0his 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 impro%ing the production, (uality, organisational climate, technological $now5how and abo%e all indi%idual personal growth.

Acknowledgement
I hereby ac$nowledge the o%erwhelming help and support of the personnel department of B404 I67I4 LI2I087 and specially 4ssistant 2anager ! ersonnel ", 2r. 7ebabrata /anyal whose heartiest co5operation was the ma3or source of inspiration and moti%ation behind the completion of this pro3ect. I shall also be than$ful to other departmental heads, some of whom are listed below9

All India Senior Vice-President Senior Manager (Leather) Manager ("u er) Manager (Engineering) Manager ( "& ')

: Mr. A. H. M. Ehsanuzzaman : Mr. Shu ham !anti Mondal : Mr. Amar #andi : Mr. Samar$eet %hosh : Mr. Su(ri)a !an$i

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%eneral Manager (Purchase) Manager (*ommercial) Manager (Pa)roll & Accounts) Senior Manager (Accounts) Manager (Accounts) Manager (Assem l) "u er) Asst. Manager (Admin. & ,el-are) .--icer (S/0 Leather)

Mr. Atish *handra *hatter$ee

: Mr. Sudi( 'utta : Mr. Pra hat !umar Sur : : : : Mr. Animesh Mu+her$ee Mr. 'ili( !umar #andi Mr. Mano$ !umar Sar+ar Mr. !artic+ *handra "outh : Mr. An$an !umar *hatter$ee

Asst. Manager (Procurement Leather) : Mr. !uharan Mu+ho(adh)a)

8ach and e%ery employee whom I met during this pro3ect, greeted me with open arms and tried to help me out with whate%er he can, and I am grateful to all of them. 4t last but not the least, I would li$e to ta$e this opportunity to than$ 7r. 4nil :umar 7hagat, 7irector, 2.B.4. department, &yan &anga Institute of 0echnology and /ciences ! &&I0/ " ;abalpur, for pro%iding us with the opportunity of doing this pro3ect. 2y sincere gratitude to my family and friends, who ha%e e)tended their helping hand from time to time, specially in ad%erse situations when I needed it the most and all those who ha%e directly or indirectly helped the cause of successfully completing this pro3ect.

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'ated :
17ANDAN 17A&4AB*4TA

Declaration
I *handan *ha+ra ort)1 student o- M./.A. ( 2 rd semester )1 %)an %anga Institute o- 3echnolog) and Sciences1 4a al(ur (M.P.) 1 do here ) declare that this (ro$ect has een done as a (artial -ul-illment o- the a5ard o- (ost graduate degree in usiness administration1 under "ani 'urga5ati 0ni6ersit)1 4a al(ur ( M.P.) -or the )ear 7889 -8:.

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I declare that this (ro$ect is entirel) ased u(on m) (ersonal -indings1 anal)sis1 $udgements and is thus an original (iece o- 5or+1 5hich has not een (u lished e-ore in its (resent -orm an) 5here in India or a road. 3he data u(on 5hich this (ro$ect is ased is secondar) data collected -rom 6arious record oo+s o- the organisation1 5hose (reciseness is e;(ected1 not guaranteed.

'ated :
17ANDAN 17A&4AB*4TA

Index
<= 2= *= 4= 5= Introduction The Existing System The Outlook Suggestions Why training fails << 2> *? 4> 52

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?= 7= @= >=

Organisation!s training o"jecti#es The Training Program A"senteeism in $ata India %td& Research 'ethodology

54 55 7@ >2 >5 <'5 <<4

<'= (ata and )raphs <<= *ase studies and Experiences in $&I&%& <2= $i"liography I+TRO(,*TIO+ The Organisation: Bata India Limited

Bata India is the largest company for the Bata /hoe +rganisation in terms of sales pairs and the second largest in terms of re%enues. #ith <25' stores across the country, it also has the widest retail networ$ within the B/+. By the time Bata had come to India in <>*<, it was already recogniAed as a leading shoe brand. Its manufacturing
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mar$eting

operations

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heralded the rise and the de%elopment of a modern footwear industry in India. Before Bata, footwear was produced primarily in the handicrafts and small enterprise segments. Bata, o%er the decades, used the Bcurrent $nowledgeC from its international e)perience to create adapti%e and inno%ati%e baseline standards for the shoe businesses in India. Incorporated as Bata /hoe -ompany -alcutta" in <>*2. In ;anuary <>*4, the foundation
D IC%e missed o%er >,''' shots in my career. IC%e lost almost *'' games. 2? times IC%e been trusted to ta$e the game winning shot...and missed. IC%e failed o%er and o%er and o%er again in my life. 4nd that is why I succeedE D 5 2ichael ;ordan

ri%ate Limited in <>*<,

the company was set up initially as a small operation in :onnagar !near

stone for the first building of BataCs operation 5 now called the Bata. In the years that followed, the o%erall site was doubled in area. 0his township is popularly $nown as Batanagar. It was also the first manufacturing facility in the Indian shoe industry to recei%e the I/+ 9 >''< certification. 0he -ompany went public in <>7*, when it changed its name to Bata India Limited. 0oday, Bata India has established itself as one of 4siaCs largest footwear retailer. It has cornered around -. / mar$et share in the organiAed sector !and appro). 0&. / of the total footwear mar$et" 4lmost 10 / of the companyCs re%enue is from the domestic mar$et while the rest is from e)ports. 0he company currently sells

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o%er 2. million pairs of shoes e%ery year and has an annual sales turno%er of more than Rs& 0333 million !F/7 <7@ million". +%er 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 networ$ of <25' stores gi%es it a reachG co%erage that no other footwear company can match. 0he 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, mar$et5oriented collection that is in line with fashion trends and offers a good (uality to price ratio. Its product range now encompasses classic shoes such as 4mbassador for 2en and comfort shoes such as -omfit for ladies, as well as a more trendy collection for ladies in the 2arie -laire range and a sporty fashion collection for young adults in the 6orth /tar range. BataCs smart loo$ing new stores supported by a range of better (uality products are aimed at offering a superior shopping e)perience to its customers. 4nd the new face of Bata India is now %isible to the industry as well as its customers. 0oday, bac$ed by a brand perception of e)perience, the company is wor$ing towards positioning itself as a %ibrant and contemporary young brand. It has significantly transformed its retail formats to become more lifestyle5oriented, which has helped change consumer perceptions to a large e)tent.

The 6 Principles :
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 #e pro%ide (uality for %alue. #e constantly impro%e in what we do. +ur strength is people. #e are partners in progress with the communities in which we deal. #e build respect and loyalty through ser%ice. #e practice , A Step Ahead 1 management.

D It is common sense to ta$e a method and try it. If it fails, admit it fran$ly and try another. But abo%e all, try something. D 5 Fran lin !. "oosevelt

Bata is 7i%ided into 4 regions9 <. 2. *. 4. 5. ?. 8urope 6orth 4merica 4frica acific Latin 4merica India

Bata operates in more than 53 countries worldwide with, -333 retail outlets of its own roducing 637337333 pair of shoes per day +%er .37333 employees spea$ing 633 languages

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$ATA 8ead9uarters7Toronto7 *anada

" #ou may deceive all the $eo$le $art of the time and $art of the $eo$le all the time, but not all the $eo$le all the time. "

%braham Lincoln

Purpose:
0o ser%e the whole B404 family of companies round the world. 0o ha%e the right shoe, at the right place, at the right time, at the right price

Mission:
#ith footwear manufacturing and mar$eting as its core business to achie%e success and become the biggest and most s$illful multiple retailing and distributing organisation with a dynamic, fle)ible and mar$et responsi%e approach to present and future opportunities for profitable growth. /uccess will be measured by the -ustomers, employees, shareholders, suppliers and community.

Brands :
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Hush uppies 7r. /cholls 6orth /tar ower 2arie -laire Bubble &ummers

Signature Collections :
4mbassador -omfit #ind

The New Projects :

#hile some mega5pro3ects are still awaiting appro%al, -alcutta Ii%erside and a few others ha%e got the nod from the #est Bengal go%ernment, the pro3ect to de%elop the :4:;acre Batanagar estate into a modern township, with a nine5hole golf course, high5end apartments, %illas, condominiums, a hotel, mall, I0 par$, hospital and school. 0o cost Is.67:33 cr, -alcutta Ii%erside is perhaps the most high profile pro3ect under /ection5<4!A" of the #est Bengal land reforms amendment bill passed in 4ugust 2''5, which en%isages that sic$ or closed industries, which re(uire in%estment 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 labourCs welfare. Ii%erban$ Holdings
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ri%ate Limited, the 5'55' 3oint

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%enture between Bata India Limited and -alcutta 2etropolitan &roup Limited !an alliance between :ol$ata 2etropolitan 7e%elopment 4uthority and Fnited -redit Bellani group", had a master5plan ready combining commercial re5use of land with socio5economic de%elopment of the areas in the Batanagar estate. Its an e(uitable deal for the wor$ers. 0he 67315 families li%ing on the estate now are to be rehabilitated in new housing, with a built space of 47237333 s(uare feet.

D 0o li%e is to choose. But to choose well, you must $now who you are and what you stand for, where you want to go and why you want to get there.D 5 :ofi 4nnan

Jurther, the terms of Ii%erban$ Holdings lay down that within *' days after the end of each calendar year, it must contribute a sum of Is. -.7337333 for the benefit of the employees of BIL employed in the Batanagar factory. 0he e)isting Bata girls, boys and primary school will be upgraded and a separate school on 4&4. acre and a -33;"ed hospital will be built. 0he 6&: $m ri%erfront will also be de%eloped with recreation facilities for residents and %isitors. ost completion, -alcutta Ii%erside will gi%e employment to -37.53 people. 6o wonder the pro3ect was cleared as part of the stateCs social infrastructure de%elopment programme.

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BATABs :orld!ide Net!or'

D0he great successful men of the world ha%e used their imagination.they thin$ 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 5 steadily building.D &ollier "obert

Carious departments operant in Bata India Ltd. Personnel department :

ersonnel department is the heart of the organisation and is one of the most important portfolios, dealing with matters directly or indirectly related to its human resource, that is its manpower. It acts as a connecting bridge between the employees, trade unions and other e)ternal entities and the management. ersonal department plays a %ital role in interconnecting %arious In Bata India Ltd., the ersonnel department maintains departments to enable smooth operation of the organisation. indi%idual personnel audit records in its , kartotek 1 and uses it for important decision ma$ings related to the transfer, promotion, separation, performance5 appraisal, welfare schemes, ser%ices and benefits, labour relations, grie%ance handling etc. It is also responsible for the recruitment and selection of , the right people for the right 3ob 1.

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Accounts Department :
0he accounts and payroll department is one of the busiest department of the organisation, as it has to maintain each and e%ery transactional records in the boo$ of accounts on a regular basis, based on commonly used double entry system. 0he income statements, profit K loss aGc and balance sheet are prepared on a (uarterly basis for the management as well as shareholders to analyAe the de%elopments. 4s Bata India Ltd. Batanagar plant is not a selling unit the profit earned by it is accrued profit not actual
" 'ne needs to be slow to form convictions, but once formed they must be defended against the heaviest odds. " Mahatma (andhi

profit. 4ccrued profit is ac(uired when production is completed below the estimated production limits and it is in loss when production surpasses this limit. 0he e)tent of transactions through this department can be e)pressed through these facts9 Bata India Ltd. ! Batanagar plant " pays property5ta) to the 2aheshtala municipality in the %olume of nearly Is. .7337333 per month. 8lectricity charges for :2 hours - phase connection comes somewhere in the %icinity of Is. 437337333 per month. Bonus paid to the employees once in e%ery season !? months" amounts upto Is. 67:37337333. 0he payroll section is in charge of preparing the fortnightly as well as monthly pay slips for its different types of employees ! such as fi)ed, essential, hourly fi)ed, special hourly fi)ed, accord " payment is made by calculating many factors along with their basic pay, some of these factors are 74, 6ight allowance, Bonus, roduction incenti%e, House rent, ro%ident fund,

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insurance, medical co%er etc. the pay structure of Bata India Ltd. is %ery well structured in relation to contemporary manufacturing units, in the state of #est Bengal.

Product Development Department :

0he actual 3ob of the product de%elopment department starts with collecting the information from the mar$eting department about the
" !o not be desirous of having things done )uic ly. !o not loo at small advantages. !esire to have things done )uic ly $revents their being done thoroughly. Loo ing at small advantages

- -onfucius design or pattern e)pected to be in demand in the near future. 4ccordingly designs are prepared for all types footwears along with the material to be used in a particular article. 0his department is more concerned with pro%iding comfort to its customers rather than style. /iAes of the shoe to be manufactured are pre5 decided region wise e.g.9 Jor eastern region siAes between . to 66 !gents" Jor southern region siAe is 5 onwards gents" and 2 to . general siAes for ladies products. 0his department consists of a separate -47 G -42 section, where designs are prepared and cut by a computeriAed cutting machine. 0he software used for this purpose , -rispin -ad /uite 1 prepares two5dimensional %iew of designs. 0hese designs along with the material are tested in the Iesearch K 7e%elopment laboratories before reaching the production department.

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Production Planning & Control Department :

roduction planning and control section of management which deli%ers the estimate for the production of particular style during a specific period, so that they may ser%e the best possible ser%ice to the customer without unwanted late in deli%ery or unwanted dumping of the produced goods. 0he sales department sends the estimate for the %olume of the goods that is li$ely to sell, on the basis of statistical method, mar$et
" 'ften the difference between a successful $erson and a failure is not one has better abilities or ideas, but the courage that one has to bet on one*s ideas, to ta e a calculated ris act. - Ma+wel Malt, and to "

research, pre%ious years performance and promotion of selling effort they actual did. 4nd accordingly %olume of goods is pro3ected 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 ha%ing. +ther functions of this department are9 0his department also prepares the records the %olume of product in the production stream daily. 0his is called wor$shop production balance sheet. repares the plan sheet for the different articles that has to be sent to either the whole5seller or retailer article wise or the number of pairs of specific siAe so that the bo) of pac$ing completes their capacity. 0his is called production in%oice for whole sales and retails i.e. distribution of order plan wise.
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Manufacturing Department :
Batanagar plant is one of the biggest manufacturing units in the state. It is a well e(uipped with the best machines and safety e(uipments, most of them imported from :orea and other countries. /ome of the newly installed machines are capable of producing high (uality footwear round the cloc$. 0his department is further di%ided into the9 <. 2. 0he leather factory ! producing leather shoes " 0he rubber factory ! producing rubber and can%as shoes, rubber chappals "
" !esire is the ey to motivation, but it*s the determination and commitment to an unrelenting $ursuit of your goal - a commitment to e+cellence - that will enable you to attain the success you see - Mario %ndretti

both within the Batanagar plant itself. /$illed employees $nown as rin$ con%eyor !leather" and sandal con%eyor !rubber" carry out the production through a chain of operations. /ome of the operations in%ol%ed in shoe manufacturing are last5 preparation, upper5insole, ;aro5molding, preforming, force5last etc.. 4 constant (uality chec$ during the production process reduces the number of defecti%e pairs getting to the shops. 4 Stages in production< 'anipulation Prefa"rication Se=ing Assem"ly !leather K other material cut and bundled" !stamping, punching, s$i%ing, gimping, embossing" !components stitched together" !upper K lower components brought together"

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Warehousing Retail stores

!shoes chec$ed, inspected, sorted, stored, shipped" !recei%e goods, chec$ for accuracy damage, promote"

Research and Development Department :

0he research and de%elopment department is responsible for %alidating the products and designs prepared for production. Larious mechanical properties related to the materials to be used for the upper and sole of the footwears are thoroughly chec$ed using electronic machines these include 0ensile testing, fle)ural testing etc. designs are chec$ed for its durability. /uggestions to impro%e the o%erall (uality of the finished products are sent bac$ to the product de%elopment department.

An overview of the company history :

6012 M 0he 0. K 4. Bata, 0. K 4. Bata /hoe -ompany !0. K 4. Bata" registered in Nlin, 4ustria5Hungary by 0omas, 4nna and 4ntonOn Bata 601. M Jirst business crises, 0omas ta$es o%er companyCs control, 4ntonOn lea%es for the army, 4nna gets married 6015 M 0he Baovka, the first fabric shoe, introduced and with it production mechaniAation, first machine from &ermany 6133 M Jirst factory building constructed 6132 M 0omas first 3ourney to the F/4

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613. M 2,2'' pairs per day produced by 25' employees, in two shifts, sales department founded 6134 M /econd factory building constructed, first of the Dnew typeD 6130 M 4ntonOn dies, 0omas ta$es full companyCs control 6131 M Jirst e)port sales, first sales agencies in &ermany, the Bal$ans and the 2iddle 8astP *,4'' pairs per day produced 6166 M 0omas second 3ourney to the F/4 6162 M #orld #ar I brea$s out, large orders by the 4ustro5Hungarian army for military shoes 6165 M #orld #ar I large scale orders contributed to companyCs e)ponential growthP 2 million pairs per year sold, <',''' produced daily by 5,''' employees, ad%anced production e(uipment imported from &ermanyP DBata communityD around factory with shops, housing, schools and hospitals 6160 M /econd crises of the company, massi%e losses, non5paid deli%eries for the state !4ustria5Hungary, the newly founded -Aechoslo%a$ia doesnCt recogniAe the debt"P production down to <,7'' pairs daily 6161 M 0omasC third 3ourney to the F/4, getting ac(uainted with Henry JordCs mass production 61:: M -urrencies de%alued due to #orld #ar I, consumer purchasing power at an all time low, Bata cuts shoe prices by 5'Q to attract customers and to e)pand into <?' company shops throughout -Aechoslo%a$ia 61:- M 8mployee profit K loss sharing introduced

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61:. M 0he ,Bata system1 organiAes operations in autonomous wor$shopsP the DBata /chool of #or$D founded, education and practical training to future Bata managersP 5?* company shops throughout -Aechoslo%a$ia 61:5 M 4ssembly line production introduced 61:1 M -ustoms tariffs introduced in the world, Bata builds factories in /witAerland !2ohlin", &ermany !+ttmuth", 8ngland !0ilbury", Jrance !Hellocourt", Rugosla%ia !Boro%o", oland !-helme$", Holland !Best", the F/4 !Bel -amp" and India !Batanagar"P the DHouse of BataCs ser%iceD opens in replacing older premises 61-3 M <'',''' pairs produced dailyP fi%e5day, 4' hours wee$ introduced 61-6 > Bata a.s. founded, replacing the former D0. a 4. BataDP by the early <>*'s, Bata becomes the worlds leading footwear e)porter 61-: M 4fter 0omas Batas plane crash his half5brother ;an 4ntonOn Bata becomes head of the companyP at this time the company continues the di%ersification into the production of tires, aircraft, bicycles, machineriesP the DHouse of BataCs ser%iceD opens in Brno 61-1 M Bata operates ?* companies in %arious industries with footwear remaining the core business with ?' million pairs sold per year in o%er *' countriesP the Bata family lea%es to the F/4 after 6aAi occupation of the rest of -Aechoslo%a$iaP ;an 4ntonOn Bata D subdues D to the plans of 6aAis to sa%e the business, on the other hand supports the e)ile go%ernment of 8dward Benes and the -Aechoslo%a$ armed forces in Britain, he sa%es a large number of countrymen, including ;ews by using the Bata worldwide networ$ rague,

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612: M 0omas ;. Bata !0homas ;. Bata" starts to operate from Batawa, near 0oronto, -anada. Instead of leading the -anadian subsidiary

612. M 4ll Bata companies in 8astern 8urope DnationaliAedD by communist or pro5 communist go%ernments, the company starts rebuilding itself from the remaining entities outside 8astern 8uropeP 6124 5 0wo decades of litigation ensue M members of the Bata family begin to sue one another o%er ownership of the international subsidiaries of Bata. In spite of conflicting decisions has ne%er been fully resol%ed 6125 5 ;an 4ntonOn Bata accused by the -Aechoslo%a$ communists of %arious DcrimesD and sentenced to <5 years of hard labor in absentia and all of his properties in -Aechoslo%a$ia are confiscated.

6143s M -ompanys head(uarters relocated to 0oronto by 0homas ;. Bata, further e)pansions through new factories in local mar$ets 6153s M %t. Labels created9 Bubble gummers, ower, 2arie -laire, K 6orth /tar 6103s M Bata de%elops retailing9 Bata city stores, large format stores and sport concept stores 6101 M 0homas ;. Bata %isits -Aechoslo%a$ia to chec$ and negotiate on the restitution possibilities, sets up his team to do the wor$, later on buys some of the lefto%ers of the former company from the state and founds Bata a.s., now as -Aech retail subsidiary 6113s M Bata enters the high5price segment9 Bata remium collection. 611. M artnerships in 8astern 8urope, Bata stores in Iussia, /lo%enia oland, -roatia, and

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6111 M Bata concentrates on design, mar$eting and distribution, manufacturing mo%es to low5cost countries and subsidiaries :336 M 0homas &. Bata, 0omasC grandson becomes the &roups chairman, restructures the business into regional D 4 meaningful business units D :33: M Bata /hoe inno%ation -entres for shoe de%elopment introduced worldwide :332 M In -hina, Bata procurement centre in &uangAhou opens, distribution partnership for the opening of Bata retail stores established :334 M 4 township construction began to moderniAe the Batanagar factory comple) !near :ol$ata, to be completed by 2'<<, with 25'' housing for employees, a hospital, a school, an I0 par$, a hotel and residential flats along the ri%erside"P Branded Business 7i%ision founded to consolidate all the branded business acti%ities :335 5 -ommunist Lerdict 4gainst ;an 4. Bata +%erturned. 0he -ity -ourt in rague, -Aech Iepublic has re5opened a ?'5year5old case in which an international businessman and -Aech nationalist was falsely accused of collaboration with the 6aAis. ;an 4ntonOn Bata, brother of the world famous shoema$er 0omas Bata, was sentenced in absentia in <>47 for collaboration with the 6aAis by the 6ational -ourt in rague. 0homas ;. Bata, ><, nephew of ;an Bata, testified on 2onday in court to achie%e the cancellation of the %erdict against his uncle. He said that he belie%ed that 3ustice would win. Jor the last decade his descendants, led by the sprightly >25year5old 0homas ;. Bata, son of the companyCs founder, ha%e fought to clear his name. 0hey say far from being a collaborator, ;an 4ntonin Bata financed the -Aechoslo%a$ go%ernment5in5e)ile to the tune of a (uarter of million dollars in secret donations or roughly four5million of todayCs F/ dollars. 4 former ;ewish employee also testified that ;an Bata had helped her and up to @'
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;ewish families escape from 6aAi5occupied -Aechoslo%a$ia. 4ll of these facts, say his family, were ignored by the court in <>47. 0hey say the post5 war -Aechoslo%a$ state, buc$ling under -ommunist pressure, was primarily interested in seiAing the Bata 8mpire and its assets.

ORGANISATIONAL CHART
'anaging (irector

(eputy 'anaging (irector

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Executi#e (irector

Exports and *ommercial

?ice President Faridabad

Sr& ?ice President Patna

Sr& ?ice President Batanagar

)eneral 'anager Makamahghat

?ice President Bangalore & Bata Shatak

?ice President Product development

?ice President Commercial

Senior 'anager Moulds & !uipment

Senior 'anager Purchase

Senior 'anager Quality assurance

Senior 'anager Training & "evelopment

Senior 'anager Research & "evelopment

Senior 'anager Tannery

Senior 'anager Service

Senior 'anager Personnel

Senior 'anager Costing

Senior 'anager Procurement

)eneral 'anager SB# $R%

)eneral 'anager SB# $&%

Senior 'anager Manipulation

Source :

@uality manual :3347 $&I&%& $atanagar

T78 8DI)TIN3 )A)T82

0he e)isting training and de%elopment program in Bata India Ltd. -omprises of specifically designed courses segregated as under9 <" 0echnical -ourses 2" -oncept +riented -ourses
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+/

*" Junctional -ourses 4" 2anagement -ourses 5" Industrial Ielations -ourses ?" resentation -ourses

4 more detailed structure has been gi%en below. It should howe%er be noted that these were de%eloped indi%idually at %arious times and places. 4 " Technical *ourses < <. 2aterials for shoe ma$ing 2. lastics for shoe ma$ing *. Leather selection and grading 4. 2anipulants -ourse 5. 0anners -ourse ?. Basic drawing and technical steps 7. roduct de%elopment

B " *oncept Oriented *ourses < <. #or$5/tudy appreciation 2. #or$ measurement

*. #or$ /implification 4. 8ffecti%e resentation 5. Balham 0echni(ue ?. -osting and -ost control - " Aunctional *ourses < <. urchasing 2anagement

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2. 2aintenance 2anagement *. 4ccounting system 4. Suality control 5. roduction planning

7 " 'anagement *ourses < <. 24678L-+ ! 2anagerial 7e%elopment -ourse " 2. -+L+/+- ! -onnaisses Lotre /ociete " *. 424 ! art 5 I " 4. 424 ! art 5 II " 8 " Industrial Relations *ourses < <. Human relations 2. Industrial safety *. Interflow management 4. 8ffecti%e -ommunication 5. /afety hygiene and Jirst aid ?. Jloor administration

J " Presentation *ourses < <. ost course presentation 2. /82 I+J ! rofessional seminar" 4part from these the operation has a set of 7* operations re(uired in %arious stages of the shoe manufacturing process. 8%ery accord employee directly in%ol%ed in machine operations or other related 3obs has to master a minimum of ? s$ills to be eligible for wor$ing in Bata India Ltd. 4 separate 0raining and 4llocation department ! 04- " is responsible for pro%iding
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these basic M s$ills training. It should howe%er be noted that mostly this training is gi%en when the employee 3oins the organisation. 0he list of s$ill5sets has been listed below 9 <. 2. *. 4. 5. ?. 7. @. >. Last preparation Fpper insole preparation /ole preparation Insole preparation -ounter putt -ounter tight 0oe puff putt -ement upper -ement insole 2?. /trap lacing 27. 0hong selt 2@. 7erby lacing 2>. re5forming *'. Jorce last *<. /trap last *2. Iepairing last **. Lamp K 0ranst *4. /est press *5. Iemo%ing staple *?. #rin$le chasing *7. Fnit moulding *@. 0oe mar$ing *>. Ioughning 4'. /ole putting 4<. 4ir pressing 42. Hydraulic press 4*. 0o go press 44. 4pply 28: 45. /han$ putting 4?. -leaning 47. Fnlasting 4@. Iand laying 5*. 54. 55. 5?. 57. 5@. 5>. ?'. ?<. ?2. ?*. ?4. ?5. ??. ?7. ?@. ?>. 7'. 7<. 72. 7*. 0hread cut Hammering 0rimming /couring Bott s$i%ing Lert scouring -lamping Brushing 8dge colouring 8dge sett Jillering Fpper polish /ole polish /pray Jiller putt Joam past /ac$s putting Lacing shoes Iepairing J ac$ing /upplying

<'. -ement lining <<. -ement poc$et <2. -ement strap <*. -ement toe5tip <4. -ement bottom G sole <5. -ement sole <?. Iand roll -ement <7. -ounter nail <@. 0humbing <>. 4stra pull 2'. /chon J part 2<. Hand last

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22. Heel last 2*. /chon B part 24. :notting 25. Last putt

4>. Iand cut 3oin 5'. Beating 5<. Jimac stitch 52. /ole stitch

0raining and 4llocation department ! 04- " 3udges the potential and capabilities of e%ery employee and assigns a rating to each of them. Its indicated by colours against their names in s$ills register. 0his is done during their induction training in the organisation. Rellow in$ Brown 9 9 9 5' Q to ?5 Q ?5 Q to @5 Q @5 Q to >5 Q

+range 9 >5 Q and abo%e

'A+(E?*O ! 2anagerial 7e%elopment -ourse "

(uration 9 <2 wee$s O"jecti#es 9 <. 0o e(uip selected members of the senior G middle management team with hand on techni(ues of professional managerial beha%ior. 2. 0o reinforce the $nowledge of the product, the respecti%e wor$ areas and $ey function aspects of the company. *. 0o promote interface and team building attributes.
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'odules 9 <2 nos. <" 2" *" 4" 5" Iubber factory Leather factory 0annery 2aterials 2anagement of human resources i" ii" -ommunication Leadership s$ills

iii" 6eed hierarchy i%" 2oti%ation %" %i" ?" 7" @" >" <'" <<" <2" -hange erception

%ii" 8thics &eneral awareness 4ccounts roduction planning /ales 7esigning and 7rawing -osting urchasing

'odule *o;ordinator9 8ach module under a senior manager as trainer 'ethods: ractical wor$ in departments ractical shoe ma$ing wor$shops -hal$5tal$s
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&roup discussions Idea tan$ing -ase studies 8)ercises /tore %isits *riterion for the assessment of trainees < #ritten tests M 2' mar$s ractical M 2' mar$s -oncept M <' mar$s articipation M <' mar$s Leadership s$ills M <' mar$s 4ttitude M <' mar$s 0eam spirit M <' mar$s Ieliability M <' mar$s 4 confidential report with remar$s is prepared by the 2odule 5 -o5ordinator on each of the participants.

*O?OSO* ! -onnaisses Lotre /ociete "

(uration< 2 hours in a wee$ for <4 consecuti%e wee$s O"jecti#es< /ame as 24678L-+ 'odules< <4 nos. <. #orld of B404 ! :now your +rganisation " 2. 0annery *. Leather /BF 4. Iubber /BF
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5. /er%ices ?. roduct de%elopment 7. -osting and efficiency @. 2oulds and e(uipments >. Jinance and accounts <'. <<. <2. <*. <4. ersonnel and welfare 4dministration /afety and 8n%ironment urchasing rocurement 'ethods< Lectures 8)ercises

The Outlook
0o moti%ate employees to learn, one must first realiAe the fact that they already $now a great deal and some of them ha%e been successful to date in %arious organisational positions. 0here can be many reasons for them to be hesitant from learning more material, such as fear of the un$nown or not being successful in learning new material in the past. 0o deal with such problems the training should be 9 Iele%ant +f %alue -onfident of being successful ! #in M #in situation " Long lasting effect 0rainee in%ol%ement
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 Interesting 4nother concern while de%eloping a training program should be that it has to cater to indi%idual differences. 0he di%ersity in indi%idual human nature and characteristics is natural and is thus bound to affect a training group. Here are some suggestions of minimiAing this effect, <= Identify indi%idual learning strengths and problems. 2= 4lign learning ob3ecti%es to organisational goals. *= -learly define training ob3ecti%es. 4= In%ol%e acti%e participation of the trainee. 5= Fse systematic logically connected se(uencing of learning acti%ities, mo%ing from lower to higher le%els. ?= Fse a combination of many training methods. 7= Fse training material that pro%ides a picture which is closer to real life. @= 4llow trainees to share e)periences within themsel%es. >= ro%ide a constant feedbac$ through self5assessment. accordance with their learning capacity. <'= /pecial care to be pro%ided to senior super%isors and managers, in

Story The "est possi"le situation 0here was this manager of a firm, who during one of his %isits to his production unit, was told by his personal assistant that, his coat was torn from behind. /eeing no respite from this frustrating

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situation he coolly answered, , 7ont worry, e%eryone here $nows me, who I am 1. 4fter a few days, the same manager went to a meeting with foreign delegates and guess what, much to e%eryones surpriseP he was again spotted wearing a torn coat. #hen told about it, he ner%elessly replied, , 7ont worry, nobody $nows me here, who I am 1. 0his is on of the finest e)ample, of how to ma$e best possible use of the situation on hand. +ne should try to ma$e e%ery situation wor$ or ma$e it better.

" .uccess is li ing yourself, li ing what you do, and li ing how you do it. " - Maya %ngelou

4part from these, there are some other considerations for which answers ha%e to be sought while designing an optimum training program. 0hey are9 How should the training material be de%eloped T #hat training methods to be used T How much should the training cost T How much time to allot for the training T How many trainees to be trained at one time T #hether training to be on company time T #hether training to be %oluntary or mandatory T
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 #hether training to be located on or off site T How to select the trainee group T How to select the trainer and support staff T How to e%aluate the training program T . etc..etc..etc.. Lets now analyAe these, one by one and try to figure out the best possible answers.

" %n e+$ert is a man who has sto$$ed thin ing he

nows " Lloyd /right

- Fran

1. TRAINING MATERIALS:
It is easier for the trainee to understand and remember training material in the form of te)t ! either in hard or soft copy " and can be retained for longer duration for future references. 0hey can be made more meaningful by, 2aterial should pro%ide a birds eye5%iew of the o%erall picture on the programs ob3ecti%es and e)pectations. 0he material should accompany a %ariety of similar e)amples from real life and day5to5day operations, possibly related to organisational functions, which ma$es them more acceptable.

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 0he material should be split up into meaningful chun$s, i.e. chapters and articles rather than presenting it all at once. 0he material should carry terms and concepts that are already familiar to the trainees. 0he material should be organiAed logically, from simpler to relati%ely difficult chapters. 0he material should contain tests and e)ercises for the trainees self e%aluation. 4s many %isual, pictorial aids should be used as possible to argument , theoretical 1 material.

"%n entre$reneur is a $erson who doesn*t understand what an obstacle is" - !i sha Keswani

2. TRAINING METHODS :
0he basic ob3ecti%e of choosing a particular method ahead of others is its ability to meet the training ob3ecti%es. Initially, methods are e%aluated on the basis of their outcomes. Jor e)ample, there are methods that imparts, Bno=ledge 7eclarati%e which gi%es factual information rocedural tells us how and when to apply facts /trategic used for planning and monitoring

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Skills

4bility to carry out specific technical operations Interpersonal s$ills

Attitude

Beliefs, opinions, moti%ation, perception etc.

4nother possible classification of the training methods can be, -ogniti%e methods, which pro%ides %erbal or written information, concepts, rules etc. Beha%ioral methods, which stimulate learning through beha%ior and practice.

" /here you are headed is more im$ortant than how fast you are going. "ather than always focusing on what*s urgent, learn to focus on what is really im$ortant "

.te$hen &ovey

4lthough no training method is sufficient in itself to pro%ide e%ery possible s$ills and $nowledge, a combination of many methods are multifaceted in scope and each is suitable for a particular situation. 0hus, all the methods has to be tested for their :/4 ! :nowledge, /$ills and 4ttitude " and those yielding ma)imum , Res 1 shall be selected.

3. TRAINING COSTS:

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0raining costs or costs incurred to the organisation for conducting the training program is measured to be used in analyAing, whether the training cost worth itT 0wo approaches for doing so are9 <. *ost > $enefit e#aluation9 It compares monetary costs of training to non5 monetary benefits. 2. *ost > Effecti#eness e#aluation9 It compares monetary costs of training to accrued financial benefits. 0o find out how much does the training cost, the upper 5 management has to loo$ into, 0rainers preparation cost and time cost i.e. the cost in actual money spent on preparing the modules and the time spent on them. 0raining facility rental i.e. if training is scheduled to be carried out outside the factory premises, the rent to be paid for the %enue and furniture, electricity etc.
" The only way of discovering the limits of the $ossible is to venture a little way $ast them into the im$ossible " %rthur & &lar e

0raining 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. Iefreshments i.e. food and drin$s supplied to the trainees during the training period. articipant compensation cost i.e. the cost of total man5hours lost due to una%ailability of trainees at wor$place.
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 8%aluation material cost and time cost i.e. the cost of material and time spent on the e%aluation of the trainer, trainee and the training process.

4. TRAINING DURATION AND SCHEDULE:

0he duration of a training program %aries with the s$ill to be ac(uired, the comple)ity of the sub3ect, trainees aptitude and ability to understand. 0he medium and aid used for training also affects the duration. &enerally, whats followed round the world is that for larger training durations, schedule must be rela)ed and %ice5%ersa. 4 training period %Gs schedule chart has been shown below9
Total training period < day 2 days * days 5 days 2 wee$s < month * months ? months < year Schedule * /essions ! 2 hours 5 2 K * hours 5 < " * /essions ! 2 hours 5 2 K * hours 5 < " 2 /essions ! * hours each " 2 /essions ! * hours each " < /ession ! 4 hours each " < /ession ! 2 hours each " < /ession ! * hours each 5 alternate days " < /ession ! 2 hours each 5 alternate days " < /ession ! 4 hours each 5 once a wee$ " $reaks 2 2 < < U U U U U Actual training days < 2 * 5 <2 2? 4' @' 5' Total hours 7 <4 <@ *' 4@ 52 <2' <?' 2''

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Note: 0his table has been designed $eeping in %iew the human physical and
psychological stress limits. Longer sessions tend to reduce the absorption and retention powers of the trainee that hampers the %ery basic criterion of fulfillment of training ob3ecti%es. Howe%er, according to the factors stated abo%e, training schedules can be tailor5made.

5. TRAINEE POPULATION:
0he trainee batch siAe depends upon the training method applied. Jor e)ample, Lectures and 7emonstrations can accommodate more participants at a time than /ensiti%ity laboratory training, &roup discussion etc. +ther factors li$e a%ailability of space, organisations ability to spare employees for training purpose i.e. participants compensation, trainers capability to pay e(ual attention to trainees etc.. &enerally, it is belie%ed that $eeping in %iew all these facts at
" 0elieve you can do it. 0elieving something can be done $uts your mind to wor for you 1 hel$s you find ways to do it "

(eorge .hinn

a time and for the program consisting of more than one module, 0he trainee batch shall not ideally e)ceed *'. It is also preferable that the trainees do not belong to the same department or to actual wor$groups, in order to a%oid any form of cartel or groupism.

6. TRAINING SITE:

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0his decision of assigning a location and %enue for a particular training program depends upon a number of factors such as, <" 0raining re(uirements and ob3ecti%es 2" 0raining budget *" 0rainers a%ailability 4" 4%ailability of resources etc.. 2odern trainers belie%e that the location of training, either within the factory premises or outside the factory does not affect the (uality of training as does the training en%ironment. 4ttracti%e locations can be used to moti%ate trainees to attend the program but has a tendency to dilute the discipline part.

7. TRAINING ENVIRONMENT:
0o create a learner friendly en%ironment for most type of training programs the following factors should be $ept in mind,
" 2veryone has talent. /hat is rare is the courage to follow that talent to the dar $lace it leads. "

2rica Jong

<. 0he hall should be large enough to accommodate the trainees and training staff along with their accessories including computer, +H with screen etc.. 2. Its always better if the hall is s(uare rather than rectangular. *. Its nice if the room is windowless, in order to a%oid possible distractions. 4. 0he walls should be painted in plain light colour without decorations. 5. 0he halls should be well illuminated with ad3ustable lights. ?. 0he hall should be sound proof and echo proof.
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7. 0he temperature inside the hall should be pleasing. 0he ideal furniture setup or sitting arrangements for most type of training programs has been shown here,

Trainer table

Trainee table Trainee 1hairs

8. TRAINER:
4n effecti%e trainer should posses the following set of $nowledge, s$ills and attitude. 4bout the /ub3ect matter 4bout the +rganisation 4bout the training ob3ecti%es Bno=ledge 4bout the adult learning process

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4bout the 0raining methods 4bout the use of modern technology 4bout indi%idual trainees 7esire for immediate application of $nowledge 6eed for logic, e%idence Iesistance to change 4ttention span 8)pectation le%el 2oti%ation le%el 4bsorption le%el Ietention le%el 0opical interests Interpersonal s$ills Skills Lerbal G 6on %erbal communication +rganisation s$ills
" !on*t get so busy ma ing a living, that you forget to ma e a life ".

%nonymous

-ommitment Helpful Fnderstanding Attitude -alm -onfidence /elf efficacy -ommanding

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/ome other important points to consider are9 <" 0he trainer should wear what the trainees wear ! formal or informal " 2" 0he trainer should use the language that e%erybody present there can understand properly.

. TRAINING EVALUATION :
#hene%er e%aluation of any training program is conducted its either, i" ii" rocess e%aluation, which e)amines how training was designed, de%eloped and carried out. +utcome e%aluation, which determines how well training accomplished its ob3ecti%es. 8%aluation must always be based on the following principles9 <" 8%aluation must be done by a specialist. 2" It must be a continuous process.
" To con)uer without ris is to trium$h without glory " 2l &id

*" It must be specific on its obser%ations. 4" It must be based on ob3ecti%e methods and standards. 5" It must consider realistic time frames for target. ?" It must also appraise the trainer. +utcomes from a training program are basically a combination of the following 4 categories9 <" Ieaction of the trainees
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2"

ermanent change incurred in the beha%ior of trainees

*" Learning of s$ills by the trainees 4" Julfillment of training ob3ecti%es.

3 4f you leave the smallest corner of your head vacant for a moment, other $eo$le*s o$inions will rush in from all )uarters. "

(eorge 0ernard

S,))ESTIO+S
0he already e)isting training structures and modules are tested and successful in imparting the technical and conceptual $nowledge and s$ills in Bata India Limited. It has been found to be an e)cellent, detailed design promising solution to employees technical problems. Howe%er a few suggestions has been made based on a few studies and research conducted by me in the Batanagar unit. 0hese are only applicable to the e)isting system of
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training gi%en to the accord employees. 4 separate training program for the clerical, super%isory and managerial staff has been designed hereby to go along with the in5factory courses. <" Jor accord employees, the technological and conceptual de%elopments in shoe ma$ing industries round the world should be pro%ided from time to time. 2" 4 separate module on safety and hygiene should be gi%en to them and short term training pro%ided for the same. *" 4long with technical s$ills, conceptual $nowledge related to the sub3ect should be incorporated in the training. 4" +rganisation should reward any employee if he masters, double the mandatory s$ills ! ? ". 5" 4s the employees operate in -on%eyer system, they need to wor$ in groups, thus the following modules ta$en from the training program designed for the
% certain amount of o$$osition is a great hel$ to a man. Kites rise against, not with the wind " John 5eal

clerical, super%isory and managerial staff can be modified according to their le%el of $nowledge and understanding. 0his could be pro%ided to them in a small < M day pac$age. <. Building bloc$s game 2. &uess wor$ *. I want to be VVVVVVVVV ?" 8)ercises such as story completion can be gi%en to them where e%ery participant sitting in a chain, adds a line to an incomplete story until it ends. 0his
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can ma$e them more aware of wor$ing in groups to achie%e a common ob3ecti%e. 7" 2ore importantly, senior managers need to gi%e pep tal$s to the employees once in * months, 3ust to try and moti%ate them to achie%e something more, for themsel%es as well as for the organisation. Jor super%isors and managers, who are abo%e the age of 45, special care has to be ta$en while designing a training program for them, as they tend to learn better when, <. 2. *. 4. 5. #or$ing to address a current, real5world problem, 0hey are highly %est in sol%ing the current problem, 0hey actually apply new materials and information, 8)change ongoing feedbac$ around their e)periences, Jrom e)perience, rather than from e)tensi%e note ta$ing and memoriAation, ?. 7. re5reading material must be sent to them ahead of time, 0rainer plays the role of a facilitator and counselor, rather than an instructor or a coach, @. >. <'. 0rainer has fle)ibility, spontaneity, empathy and compassion, Fse the 4s$, ause, -all !4 -" method while (uestioning, 0raining has proper technical as well as emotional support.

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" !oing the best at this moment $uts you in the best $lace for the ne+t moment. " '$rah /infrey

W8C TRAI+I+) AAI%S

0he following factors ha%e been regarded as the main reasons for failure of training programs. 0hese shall be considered before planning the implementation of programs to ensure a better success rate. <" 0he benefits of training are not clear to the top management.

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2"

0he management hardly rewards trainees for participating in training programs.

*"

#ithout proper scheduling of training programs, production gets derailed during that period.

4" 5" ?"

sychological s$ills or soft s$ills training are often neglected. 0raining ob3ecti%es are often imprecise. 0raining is gi%en on techni(ues and machines not used in trainees organisation.

7" @"

Implementation of training in actual 3ob situation is faulty. 0raining methods employed does not affect e%ery trainee to the desired le%el.

>" <'" <<"

+pportunities to practice after training are not pro%ided. 0raining en%ironment conclusi%e to learning are often una%ailable. 0raining is not planned according to trainees past e)periences and bac$ground.

<2"

4cti%e participation of trainees in any training program is often found wanting.

<*" <4" <5" <?"

-onstructi%e feedbac$ from trainer as well as trainees is not ta$en. 0he learning caused by the training is often short li%ed. 8)pectation of progress of trainees is often set to unrealistic le%els. Beha%ioral change in a trainee, caused by a training program does not always con%ert to organisational progress.

<7"

/hort term refresher courses in the organiAation are often neglected which results in the trainees loss of learning.

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3 '$$ortunity is missed by most because it is dressed in overalls and loo s li e wor " Thomas %lva

OR)A+ISATIO+!S TRAI+I+) O$DE*TI?ES

<. 2. 2aintain dominant mar$et share through producing high (uality products in large %olume within stringent cost parameters. 0o change , /ur%i%al of the fittest 1 mentality to , -ollecti%e sur%i%al 1. where together we shall ma$e a difference.
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*. 4. 5. ?. 7. @. >. <'. <<. <2. <*. <4. <5.

0o help them identify that personal de%elopment should contribute effecti%ely to organisational de%elopment. 0o de%elop the urge of ta$ing responsibilities without being assigned for. 0o de%elop creati%eness and inno%ati%eness in their thought process. 0o identify the psychological needs and aspirations of colleagues and subordinates. 0o be moti%ated to thri%e for more and ability to moti%ate others. 0o pro%ide acti%e leadership to the wor$ groups. 0o communicate properly i.e. listen, read, write and spea$ effecti%ely. 0o ha%e better obser%ation, retention and persuasion power. 0o ha%e better $nowledge of decision ma$ing alternati%es K s$ills to use. 0o be able to set priorities through time management. 0o be able to control stress related problems. 0o be confident at grie%ance handling G conflict resolution. 0o be able to mo%e ahead from , failures 1 and , /uccesses 1.

T78 T4AININ3 64*34A2

Introduction
AE To start =ith < <" 6eed to change 2" *" 4" 5" $E Phase > I < <" Ice brea$er Brea$ your habit -ommunication effecti%eness test Ha%e you seen it T 4ttention M Ietention

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2" *" 4" *E Phase > II < <" 2" *" 4" (E Phase > III < <" 2" *" 4" EE In the end < <" 2" *"

Building bloc$s game #hat can he say T +n the other side of the table 0he solitary 3udge arliament &i%e me the options &uess wor$ I want to be VVVVVVV Its an emergency Its the only time you ha%e got 6e%er say , 6o 1 Lets discuss &rid management :now your boss

*onclusion Introduction< 0o begin this training program, the training ob3ecti%es should be communicated to the participants along with the schedule. It should also be made clear, that there shall be no e)ams on these modules. 0he trainer shall introduce himself to the trainees in brief and as$ them what they feel about the program and what are their e)pectations from him, as well as from the program. 0he support staff shall distribute the ac$nowledgement form to the participants and get them duly filled and signed. 0he ac$nowledgement form would contain terms li$e,
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<" I will not tal$ during lectures until as$ed to. 2" I will refrain myself from influencing other participants. *" I will not as$ for fre(uent brea$s. 4" I will as$ (uestions whene%er re(uired, only to the trainer. 5" I will not eat, drin$ or smo$e during training. ?" I %ow to maintain discipline in the class. 7" I will ta$e success and failure in the true spirit. @" I will seriously participate in all the e)ercises gi%en to me. 0his would help participants to feel the seriousness and importance of this program. 0rainer needs to brief e%eryone on the fact that he is not a teacher. :nowledge is a free gift a%ailable for e%eryone and he is 3ust a
3 Man is so made that when anything fires his soul, im$ossibilities vanish ". Jean !e La Fontaine

medium to transfer this to all the trainees. 4 little bit of humour to start with, would be wonderful to settle the ner%es. 4lthough he needs them to belie%e that he is not a strict disciplinarian, but wont tolerate any nuisance either. 0he trainer should spend a few initial minutes discussing general topics li$e news headlines, weather of the day etc. before starting the actual program.

A1! T"e #ee$ to %"&#'e:

#e li%e in a world that is changing e%ery moment. 0he only permanent thing in this world is change. #e might not see or feel this change in a shorter span of time but it becomes e%ident in the longer run. 4ll the interdependent factors are changing with respect to one another. Its either
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de%eloping or is degrading. 8%en if something ! say 4 " is constant and e%erything else is de%eloping, then also relati%ely 4 is degrading. 0hus, in this world of ours, there is no alternati%e but to de%elop or perish. ermanent change in ones beha%ior is $nown as learning. Learning has no limit, as can be seen in the following story9 +ne fine morning, a gentleman sitting on a crowded table of a restaurant ordered a raw egg. He challenged that if anyone could ma$e the egg balance on the table with its tip downwardsP he shall gi%e that person Is. 5'' cash. 8%eryone present there tried their luc$, but in %ain. 0he tip was so pointed that it would fall down and brea$ each time. Jinally, when nobody was left to try, the gentleman who floated this bet hit the tip of an egg gently against the table, so that a small crater appeared, in place of the pointed tip. 0he egg stood straight o%er the table. 8%eryone watching him shouted, , +h, we also could ha%e done it this way. It was so easy 1. 0he gentleman replied,, 8%eryone can do it, but once they are told, how to 1. 4 simple act such as this also needs to be taught by e)perts. 0hus we see that there is always a scope for all of us to learn, to change for the betterment of oursel%es as well as the society as a whole. Exercise< 8ach participant needs to specify * such e%ents in their li%es, where they feel that they learned something. 0his small segment has been designed to prepare the participants mentally to possible learning opportunities during the program.

A2! I%e()*e&+e*:
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0his is the perfect way to start any training program. 4lthough, time consuming it is designed to ha%e fun and at the same time generate energy that will transfer to the rest of the training. In this segment, participants are allowed to mo%e freely from one table to another and during the allotted time ! say <' min. " e%ery participants needs to inter%iew * others on (uestions li$e, S<" 0heir nameT S2" 0heir familyT S*" #hat type of wor$ they doT S4" How long they are in the present 3ob profileT S5" 0heir hobbiesT etc..
" The first and worst of all frauds is to cheat one*s self " 6hilli$ James 0ailey

+nce the inter%iews are complete, each trainee introduces one of their inter%iewed person to the group. 4part from releasing the tension, this also tests the listening and communication s$ills of the participants. 0he whole process needs to be speedy and the trainer shouldnt allow the e)ercise to slowdown at any point of time.

A3! ,*e&+ -o.* "&)/t:

-ontinuing with lighter modules, this segment specifies on the fact that habits, no matter good or bad, hampers the adaptability of an indi%idual and pro%es a hindrance in learning newer beha%iors. 0hus, in order to $eep your doors open for newer e)periences in the organisation, one needs to be ready and prepared for brea$ing their habits of doing things. +ne e)ample of how many habits affect the ability of indi%iduals would be demonstrated here.

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0he support staff should be ready with the following accessories a paper, a pen, a stopwatch, an apron, a wristwatch and a belt. * %olunteers from amongst the trainees should be as$ed to come forward. +ne by one, each of them would be re(uired to complete the following tas$s, a" #ear the apron, b" #ear the wristwatch, c" #rite his name on the piece of paper.
" 4n the long run, we sha$e our lives, and we sha$e ourselves. The $rocess never ends, until we die. %nd the choices we ma e, are ultimately our own res$onsibility " 2leanor "oosevelt

0heir timings are noted. 4fter all * ha%e completed these tas$s their timings are disclosed. 4gain they are told to perform the same tas$s but in different ways, a" #ear the apron from his wrong side, b" #ear the wristwatch on his wrong hand, c" #rite his name on the piece of paper bac$wards. ! 8)ample 9 4bhishe$ 55555555 :ehsihba " 4fter all * ha%e completed, their timings are disclosed. 0hey are re(uested to share their e)perience with the group on how they felt the effect of this change of doing things and how they suggest, to minimiAe this effect.

A4! Co00.#/%&t/o# e11e%t/2e#e33 te3t:

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0his consists of an e)ercise to demonstrate the lac$ of communication s$ills in indi%iduals and the %olume of distortion it causes to any information. It stresses the need for effecti%e listening, reading, writing and spea$ing in an organisational en%ironment. 4 participant is as$ed to come forward to the dais and handed a piece of paper with some comple) information in it. He has to read it, go to another table and write the same on another piece of paper. 0he 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
" #ou will never change your life until you change something you do daily. "

Mi e Murdoc

paper. /imilarly one by one e%ery trainee comes forward and repeats the same process. #hen the final participant has done his part, the trainer, in front of the gathering, reads the initial and final papers loudly. 0he trainer, specifying which types of information were communicated properly and which were faltered with, analyAes the distortions caused. -ommunication is usually described along a few ma3or dimensions9
<. *ontent 2. Source *. Aorm 4. *hannel 5. (estinationFRecei#er !what type of things are communicated " !by whom" !in which form" !through which medium" !to whom"

?. PurposeFPragmatic aspect !with what kind of results"

0he same e)ercise is repeated with another group, this time the difference being that instead of writing the informationP it should be passed
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on orally to the ne)t participant. +b%iously, arrangements ha%e to be made so that others cannot o%erhear the con%ersation. Jor these e)ercises to be more effecti%e the minimum number of participants should not be less than <5. 4n e)ample of the information to be written on the sheet of paper and gi%en to the participants has been gi%en here, , &86+24-, 4n 4ustrian p%t. Ltd. -ompany producing and e)porting coolants used in nuclear reactors round the world has cut down its wor$force by 4'Q. 42Q of the employees would retire within the ne)t <@ months. <@ wee$s after that, the company proposes to shut down its @ branches out of <2 and shift its head office to London 1 . 0his e)ercise should be followed by a lecture on , 8ffecti%e -ommunication 1, its types, /pecifying the use and needs of each of them, Barriers to communication and how to a%oid them, etc..

A5! H&2e -o. 3ee# /t 4

0his is basically a module to test indi%iduals obser%ation power and to point out the importance of ha%ing a sound power of obser%ation. 0here are many things in our day5to5day life that we actually see, but do not register in our memory. 0hese are things that we belie%e are not important in the present conte)t but can indirectly relate itself with our e)istence. 0his segment has to be conducted through a (uestionnaire which e%ery participant should answer on there own. 0he (uestions are related to things we see on a daily basis, li$e some e)amples gi%en here. <" 2" *" 4" How many buttons are there in your shirtT 7id the watchman standing at the gate has a moustacheT How many stairs are there reaching your cabin or office roomT How many entry gates are there in the front side of your factoryT

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5" ?" 7"

How many flower %essels are there outside the &eneral managers chamberT How many pictures are there on the walls of the seminar hallT #hat is the colour of the walls in the directors chamberT etc.. 4 short debate can be organiAed on, , 4r3una, in 2ahabharata

saw only the birds eye while shooting his target, others saw more. 4r3unas concentration was more but others got more information on the circumstances1. #hich one is more important and whyT
" 4f you want things to be different, $erha$s the answer is to become different yourself " 5orman 7incent 6eale

,1! Atte#t/o# 5 Rete#t/o#:

4ttention means the ability to concentrate on a particular sub3ect for longer time periods. 4s to figures, human mind processes information at the rate e(ui%alent to 4'' M 5'' words a minute while reading or spea$ing capability ranges between <25 M 2'' words per minute. &enerally, attention begins to dip after <5 M 2' minutes and can fluctuate dramatically. 0o address this concern, the following steps should be ta$en9 a" 0rainees need to practice by tal$ing throughout about the wor$, while doing a tas$. b" Fse the method of symbolic coding which shall raise the in%ol%ement le%el.

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c" 2editate at least <5 minutes per day, 3ust before going to sleep, by recollecting the e%ents of the whole day step by step and with details. Ietention means the ability to recall information after longer durations. 0he %arious ways to do this are9 <" 4cti%ation of memory from time to time. 2" /ymbolic coding of information. *" Beha%ioral reproduction. 4" Hypothetical situation rehearsal. In order to retain a specific s$ill, the steps in%ol%ed are9
D 0o li%e a creati%e life, we must lose our fear of being wrong. D 5 ;oseph -hilton earce

<" -reate effecti%e support networ$ 2" Ieduce emotional reactions *" 7iagnose support s$ills 4" -hoose a s$ill to retain 5" Identify li$ely circumstances for relapse ?" 7" eer support lan to apply s$ills bac$ on the 3ob

4nother effecti%e way of chec$ing ones ability to retain information is by gi%ing them parts of the same story e%ery day before training starts and at the last day of training when the whole story is complete, participants will ha%e to reproduce the whole story once again in writing. 0his module should be put forward in the form of lecture and demonstrations.

,2! ,./6$/#' )6o%+3 '&0e:

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0his game has been designed specifically in%ol%ing role5plays, in order to de%elop a better understanding between employees in %arious di%ersified, conflicting roles within the organisation. 0his enables to 3udge each others perspecti%e and thought process in%ol%ed. 0his also signifies the importance of collecti%e decision5ma$ing. 8ach group of 4 participants forms a department. 0hey need to select a role they want to play, out of i. 0he manager, ii. 0he super%isor, iii. 0he employee, i%. 0he analyst. #ith *' solid wooden cubes ! 4 cms. W 4 cms. ", the trio of manager, super%isor and employee need to put forward their achie%ement targets indi%idually ! first manager, then super%isor and lastly employee " of the tas$, which is to balance the ma)imum number of cubes, one o%er the other with closed eyes. 0he * then discuss and fi) a common target, which e%eryone thin$s and belie%es they can achie%e at the ma)imum. 0he employee is blindfolded and made to sit in the center with the manager and super%isor on either side. 0hey can assist the employees on the tas$, without touching either the employees hands or the cubes. 0he analyst gi%es them the prefi)ed allotted time along with noting down his obser%ations on targets ! indi%idually as well as collecti%e " and actual achie%ements. erformance details of e%ery department is compared with their respecti%e targets K reasons discussed for their , success 1 or , failures 1, by the analysts in front of the trainees.

,3! 7"&t %&# "e 3&-4

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0his is another role5play e)ercise, which is again based on understanding the perspecti%e of the person you are dealing with. 0his has been basically designed to enhance ones capabilities to facilitate group dynamics by understanding indi%idual differences. It helps tremendously in conflict resolution and increasing persuasion power of trainees. In this module, participants are di%ided into groups of 4 or ?. 8ach group is again di%ided into 2 subgroups ha%ing 2 or * participants. 0he group ha%e to choose from the following list, which role they would li$e to perform, !<" !2" !*" !4" !5" 2anager M Fnion representati%e 2anager M /uper%isor 2anager M 8mployee /uper%isor M 8mployee /enior employee 5 Jresher employee ersons representing a particular role are

4 topic of discussion is decided ! from organisational conte)t " and communicated to the group. briefed upon the others role and %ice5%ersa. Both the subgroups are e)pected to prepare a character description list of their role as well as the opposite role. 0he subgroups are then allowed to meet and put forward their cases and %iewpoints on the gi%en topic for discussion. Jinally the trainer 3udges how much were the groups able, to guess each others %iews. +ne participant from each group will discuss their e)perience with the gathering.

,4! O# t"e ot"e* 3/$e o1 t"e t&)6e9

0his is another segment dealing with role re%ersal where the stress has been laid upon the agreeableness factor in an indi%idual, which affects his position in a team. /ome are of the %iew that this is a trait that comes
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naturally into the beha%ior of any person, from birth. +thers belie%e in the theory that this is a s$ill and can be de%eloped through systematic counseling and practice. In organisational conte)t, agreeableness plays a %ital role in decision5ma$ing process. In group meetings, generally a large number of ideas and suggestions are floated and debated o%er. -onsensus can only be achie%ed when e%erybody is prepared to accept better ideas, others than theirs. 0he other factor that goes with this is persuasion power of indi%iduals that forms the core of any decision ma$ing process. In this e)ercise participants are made to carry forward %arious contradicting ideas ! most of which are not true " in a team meet. articipants are e)pected to open chit with ideas written on them, which they ha%e to accept without further (uestions and elaborate them. 0hey ha%e now ha%e to present this idea as effecti%ely as they can in strong, influencing manner, to the rest of the participants. 8%en cross5(uestioning is allowed, so that the e)tent, to which the trainees can adapt to different points of %iews, is tested. 0he 0rainer will 3udge, which group succeeded the most in influencing their colleagues sitting on the other side of the table.

C1! T"e 3o6/t&*- 8.$'e:

Here, the in5bas$et training techni(ue has been applied in order to de%elop decision5ma$ing s$ills based on procedural and strategic $nowledge. 0hese s$ills are primarily cogniti%e rather than beha%ioral. 0his e)ercise pro%ides trainees with 2 files each, one containing the cases that are to be sol%ed within a limited time period, while the other containing written information and re(uests such as memos, messages, records, reports etc.. 8ach participant recei%es a different but interrelated set of information. 0rainees ha%e to interact with one another to gather all the
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necessary data and information from other counterparts file, to sol%e his cases. But, one thing has to be $ept in mind that prescribed organisational procedure for transfer of data from one table to another has to be strictly followed. &enerally -ase studies are gi%en to the participants to respond to. 0hey are
" 4ts better to be defeated on $rinci$le than to win on lies. %rthur &alwell "

also entitled to as$ for additional information for effecti%ely completing the e)ercise. 4fter completion, a discussion with the trainer follows in which trainees describe the rationale for his decisions. 4lternati%e ideas are also welcomed from participants on each others decisions. 0he process of wor$ done is also e%aluated.

C2! P&*6/&0e#t :
0his is 3ust li$e a debate or elocution competition but the systematic procedure in%ol%ed in it ma$es it more interesting and de%elops a lot of soft s$ills. 0he most important part of this game is the presentation s$ills. 0his is the unification process of a %ariety of %iews, some of which might be e%en contradicting. &enerally, %ery new and e)iting ideas emerge from within the participants, which add a new dimension to the whole training process. /ay, for a group of *' participants, <' topics, generally related to organisational problems or general business related problems are gi%en to them on a blac$ board. Loting, by raising of hands is done for each topic, one by one where the participants are e)pected to support the one they can relate to
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in a better way. 0he @ most %oted topics are listed again for the second round %oting. 0he most %oted ? topics are listed for the final %oting and then 4 are selected. 0he final group is based on who supported these 4 topics.
" 8a$$iness de$ends more on the inward dis$osition of mind than on outward circumstances. 0en9amin

8ach one is named after some famous political parties, celebrities, etc.. 0he game begins where each group has to nominate * candidates, who shall represent the party and present their point of %iew, on why they support their topic. In the first round of presentation, one representati%e from each group gets a chance to impress others and %oting is done after that to see whether someone wants to shift to another party. Iound 2 and * also has the same format. Jinally, an attempt is made to ha%e 5< Q of the trainees, supporting a single topic. If a consensus is achie%ed upon, the winner is ob%iousP else a , Hung 4ssembly 1 is declared.

C3! G/2e 0e t"e o9t/o#3:

0his section is for option hunting in real life situational problems. 0he foremost thing in such situations is to decide whether we can do anything in the gi%en circumstances or its out of our hands. 6e)t step in%ol%es loo$ing for possible options and then to e%aluate each of them in a %irtual en%ironment resembling the actual one. Jinally, the best option is selected and implemented upon. Jeedbac$ is ta$en on the result and the decision is e%aluated. But, many indi%iduals ha%e the problem of una%ailability of options,
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while ta$ing decisions and thus they become one5dimensional. 0hey cannot create or inno%ate newer ideas, as their thought process is limited only to usual ways.
" &haracter cannot be develo$ed in ease and )uiet. 'nly through e+$erience of trial and suffering can the soul be strengthened, ambition ins$ired, and success achieved " 8elen Keller

0o loo$ into this problem the e)istence of this problem, the following e)ercise has been designed. 8ach participant is pro%ided with a list of problems for which he has to suggest 5 options !minimum" for sol%ing each of them. He also has to select the best option out of them and write the logic of doing so. Suestion papers are interchanged amongst participants and a list of suggested options is prepared and debated upon.

C4! G.e33 :o*+ :

0his module is a %isual illusion test, which pro%ides an in5depth measure of an indi%iduals perception of things and e%ents. Here, e%ery participant is made to sit in a dar$ room with %isual images on a screen in front of him. 0hese images create sort of illusions that pro%ide multiple descriptions. 0he participants are e)pected to see the multifaceted images and note down their characteristics. 0he outloo$ of the trainees to analyAe these images is e%aluated by the trainer. Indi%iduals $nowledge, pre3udices, bias, li$es and disli$es are reflected in his answers. 4 sample of such an illusion has been gi%en below. lease refer to the cd supplied along with this pro3ect report, to get more samples.

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A $IR( I+ T8E T8E $,S8

2ost participants when as$ed to read this would say, , 4 bird in the bush 1 whereas actually it says, , 4 bird in the the bush 1.

D1! I :&#t to )e ;;;;;;; :

0his is a self5e%aluation techni(ue where participants analyAe themsel%es with respect to their ideal and feel the urge to ac(uire the missing $nowledge, s$ills and attitudes. In organisational conte)t, self5de%elopment is a %ital component in any training program and is supposed to be the best method of incurring permanent beha%ioral changes. articipants in groups of 4 need to suggest names of indi%iduals from within the factory or department whom they consider as their ideal and select the best out of them by discussion. 0he positi%e characteristics of that person are listed. 8ach participant then indi%idually figures out the difference, while relating those characteristics with his own. 0hey are directed to write down the ways by which they can also ac(uire those :/4s.

D2! It<3 &# e0e*'e#%-:

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0his is an adaptation from the %irtual reality techni(ue, where trainees are put in artificial, *5dimensional en%ironment that stimulates situation. 0he trainee interacts with these situations to accomplish goals. 0his
D 0he ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and contro%ersy D 5 2artin Luther :ing ;r

teaching method is much more realistic to actual wor$ en%ironment and trainees can actually feel the real pressure of the gi%en situation. /cope of learning increases tremendously, in such methods. Here, trainees are ta$en to the factory unit where machines and other production logistics are $ept. 8%ery group of 4 trainees is sent to such different units, where they encounter ma3or problems, close to real life and an emergency is declared. In such a situation, the trainees ha%e to ta$e appropriate measures with the a%ailable resources in %ery less time. 0his e)ercise is usually carried under the super%ision of a senior manager of that unit, as they can create a %irtual reality within the unit with their e)perience. /ome problems to be considered for such programs are, !<" !2" !*" !4" !5" !?" 2achine brea$down, 4ccidents, Loc$outs, ower5grid failure, Huge order in less time, +%erflow of stoc$s, etc..

D3! It<3 t"e o#6- t/0e -o. "&2e 'ot :

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0his is a course on time management where participants are taught how to effecti%ely manage the only time they ha%e got in their hands. It stresses o%er the need to try to prioritiAe their 3obs, so as to effecti%ely
" The man who removes a mountain begins by carrying away small stones " - /illiam Faul ner

complete their assignments in time. Here, the participants are re(uired to list down their assignments to be completed within the ne)t wee$. It shall include their organisational, social as well as personal wor$s. 0hen, those assignments are to be classified according to the following features, !a" !b" !c" !d" Frgent and Important Frgent but 6ot Important 6ot Frgent but Important 6ot Frgent and 6ot Important Important I +ot Important II ,rgent

III

I?

+ot ,rgent

D4! Ne2e* 3&- = No > :

0his is a beha%ioral approach that is used on a daily basis in e%ery organisation. Ie(uests are made to managers whom they accept or re3ect
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based on their merit. #e should try to ma$e e%ery situation better for the organisational point of concern. 0hus while accepting any re(uest we
" 2very noble wor is at first im$ossible " Thomas &arlyle

should ma$e it clear that under what situation it has been accepted and the organisations e)pectations from him in return. #hile re3ecting an offer, He should again state the detailed circumstances for the decision and say, , /orry for now, lets try to gi%e it another chance, sometime later. 1 0his is to a%oid saying , 6o 1 or any negati%e sentences, which can at times, pro%e fatal and damage the morale of employees, beyond repair.

E1! Let<3 $/3%.33 :

0his uses the brain storming method to find out the needs of employees in the organisation and to find methods to ta$e them towards a sense of fulfillment and self5actualiAation as far as their wor$ goes. 0o start this segment, a lecture is gi%en on the 2aslows need hierarchy, with detailed e)amples of e%ery le%el specifically. 8%ery participant is made to sit in a single table where through seminars and creati%e discussions, they ha%e to decide which need le%el do they belong to and the same for their subordinates also in general. 8%eryone is e)pected to suggest on how they can ta$e their subordinates to the ne)t need le%el in the 2aslows hierarchy. 0he trainer here needs to coordinate the discussions, in order to gi%e it a proper direction. He needs to be aware that the participants understand human beha%ior which is directed towards the fulfillment of aspirations, needs, dri%es, wants, etc.. /o they
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ha%e to find answers for, why the employees beha%e in a particular wayT and what moti%ates them T
D :nowledge of what is possible is the beginning of happiness D 5 &eorge /antayana

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 moti%ators as such, but absence of which, lea%es the employees dissatisfied. 0hey should then ran$ these in order of preference.

E2! G*/$ 0&#&'e0e#t:

7e%eloped by I. Bla$e and ;. 2ounton, the grid shows the two 5 dimensions of management ie. -oncern for production and -oncern for people. > G 671 H 5 G 676 H < < 5
*oncern for production

G 171 H
*oncern for people

G .7. H G 176 H

>

Infact the abo%e chart is di%ided into > W > ie. @< s(uares. 0he participants are needed to assess in which bloc$ their organisation currently belongs to and where they would ideally li$e it to be. 0his affects the leadership style of managers and helps them to ac(uire a balanced approach that shall in
17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

0@

" 8onest differences are often a healthy sign of $rogress " - Mahatma (andhi

the long run help the organisation to achie%e cent percent achie%ement oriented and participati%e leaders.

E3! ?#o: -o.* )o33 :

0he last segment of this program is an assignment to be gi%en to the trainees, which they are re(uired to complete within the ne)t wee$, after completion of the training. 0his deals with the managers or employees psychological barrier restricting them to interact with seniors and $now them better as indi%iduals. If you $now the person you are dealing with, it becomes easier to cooperate and mo%e ahead together towards realiAation of the organisational ob3ecti%es. Here, all the participants ha%e to prepare some (uestionnaires regarding social and organisational issues of concern and inter%iew his immediate boss to get his %iews on them. He should also report on the training program and its benefits to him and see$ his ad%ice on implementing them in the 3ob situation. 0his tal$ should be one on one and preferably in an informal en%ironment.

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

0<

" There are two

inds of $eo$le, those who do the wor

1 those

who ta e the credit. Try to be in the first grou$, there is less com$etition there. " - 4ndira (andhi

Co#%6.3/o# :
4fter completion of this training process, the trainees should fill feedbac$ forms on the trainer and training program. -ertificates should be distributed thereafter and %olunteers from amongst the trainees to be re(uested to say a few words on the training program. 0his training program is basically concerned with those methods that de%elop the soft s$ills of the trainees in a more participati%e manner. 0hese beha%ioral techni(ues are e)pected to stimulate learning through practice. It minimiAes the indi%idual differences in adapting to changes in their beha%ior and is thus sure to affect the morale and wor$ing standards of the participants. 4long with the e)isting training programs of Bata India Ltd., this program shall go a long way in preparing managers and staffs to face the e%er5 e%ol%ing challenges of the 2< st century. I strongly belie%e 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.

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

00

" 4f you are going to achieve e+cellence in big things, you develo$ the habit in little matters. 2+cellence is not an e+ce$tion, it is a $revailing attitude "

- &olin 6owell

Problem of Absenteeism in Bata India Ltd.

4part from our regular pro3ect wor$ in Bata India Ltd, Batanagar plant, we were fortunate enough to get an opportunity to wor$ on the problem of absenteeism which hampering the rat of growth of the organisation to a great deal. It has been obser%ed that the phenomenon of absenteeism does not e)ist only in Indian industries but it is a uni%ersal fact, the only difference is in terms of magnitude. Ieports show that some engineering base industries in #est Bengal suffer from absenteeism in the %icinity of 63&6 / ; 65&- /, which is slightly on the higher side, in the all India perspecti%e. Iandom absenteeism data collected by me from a few departments of the rubber factory ! *2< M *27 " show a trend of employees in access of > Q being absent from wor$ place. 0he actual figures in the whole Batanagar unit might be more alarming. If we add < Q of the employees coming late ! more than <' minutes " from scheduled start and 2 Q of employees ta$ing one 5 hour emergency lea%e, to the absenteeism figure of > Q the total man 5 hours lost, per day stands appro)imately at 67133 hrs, out of :37233 hrs that is 1&- /. It should be noted that the figures gi%en here are not accurate but only appro)imate indications.

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

0,

" 4f you are going to achieve e+cellence in big things, you develo$ the habit in little matters. 2+cellence is not an e+ce$tion, it is a $revailing attitude "

&olin 6owell
Week ; 6 Working days . / A"senteeism 7.45 2.55 4.?2 5.>? '.'' >.*? 4.44 (ept *2< *22 *2* *24 *25 *2? *27 A"sentee 2< 25 22 22 ' 2> 4* Total staff ?? 47 52 47 4? 47 72 Week ; 2 . / A"senteeism <'.2' *.@* <.>2 7.?? '.'' ?.*@ @.** (ept *2< *22 *2* *24 *25 *2? *27 A"sentee *5 <4 2> <? ' 24 ** Total staff 5< 47 52 47 4? 47 4? Week ; 4 2 / A"senteeism @.@2 <'.?4 4.** 7.>@ '.'' <2.2* >.7@ (ept *2< *22 *2* *24 *25 *2? *27 A"sentee *7 *4 *? *4 ' 4' *@ Total staff 5< 47 52 47 4? 47 4? Week ; 0 . / A"senteeism <2.<? <'.2< >.2* ?.@< '.'' (ept *2< *22 *2* *24 *25 A"sentee <? <7 <? <@ *7 Total staff 5< 47 52 47 4? Working days Total 'an;days 255 2*5 2?' 2*5 2*' . / A"senteeism ?.27 7.2* ?.<5 7.?? <?.'> Working days Total 'an;days 255 2*5 2?' 2*5 2*' 2*5 2*' . / A"senteeism <4.5< <4.47 <*.@5 <4.47 '.'' <7.'2 <?.52 Working days Total 'an;days 2'4 <@@ 2'@ <@@ <@4 <@@ <@4 2 / A"senteeism <7.<? 7.45 <*.>4 @.5< '.'' <2.77 <7.>* Week ; : Working days Total 'an;days **' 2*5 2?' 2*5 2*' 2*5 *?' . / A"senteeism ?.*? <'.?4 @.4? >.*? '.'' <2.*4 <<.>4

(ept *2< *22 *2* *24 *25 *2? *27

A"sentee <> ? <2 <4 ' 22 <?

Total staff 5< 47 52 47 4? 47 72

Total 'an;days 255 2*5 2?' 2*5 2*' 2*5 *?'

Week ; Working days (ept *2< *22 *2* *24 *25 *2? *27 A"sentee 2? > 5 <@ ' <5 *' Total staff 5< 47 52 47 4? 47 72 Week ; . Working days (ept *2< *22 *2* *24 *25 *2? *27 A"sentee <@ 2' > <5 ' 2* <@ Total staff 5< 47 52 47 4? 47 4? Week ; 5 Working days (ept *2< *22 *2* *24 *25 A"sentee *< 24 24 <? ' Total staff 5< 47 52 47 4? Total 'an;days 255 2*5 2?' 2*5 2*' Total 'an;days 2'4 <@@ 2'@ <@@ <@4 <@@ <@4 Total 'an;days 255 2*5 2?' 2*5 2*' 2*5 *?'

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

0/

*2? *27

2> *>

47 4>

2*5 245

<2.*4 <5.>2

*2? *27

2@ 2<

47 4>

2*5 245

<<.>< @.57

D Jrom what we get, we can ma$e a li%ingP what we gi%e, howe%er, ma$es a life D 5 4rthur 4she
Week ; 1 Working days (ept *2< *22 *2* *24 *25 *2? *27 A"sentee 2' <> 2< 2* *@ 25 27 Total staff 5< 47 52 47 4? 47 4> Week ; 66 Working days (ept *2< *22 *2* *24 *25 *2? *27 A"sentee ?2 ?2 5@ 47 5? 45 75 Total staff 7< 47 52 47 4? 47 4> Week ; 6Working days (ept A"sentee *2< *22 *2* *24 *25 *2? *27 <@ <@ 2< <@ 27 24 25 Total staff 7< 47 52 47 4? 47 ?4 Total 'an;days *55 2*5 2?' 2*5 2*' 2*5 *2' Week ; 6. Working days (ept A"sentee *2< *22 *2* *24 *25 *2? *27 2< <> <7 <4 *4 <? *@ Total staff 7< 47 52 47 4? 47 ?? Total 'an;days *55 2*5 2?' 2*5 2*' 2*5 **' . / A"senteeism 5.>2 @.'> ?.54 5.>? <4.7@ ?.@< <<.52 (ept A"sentee *2< *22 *2* *24 *25 *2? *27 <> <2 22 2' 2@ <5 45 Total staff 7< 47 52 47 4? 47 7' . / A"senteeism 5.'7 7.?? @.'@ 7.?? <<.74 <'.2< 7.@< (ept A"sentee *2< *22 *2* *24 *25 *2? *27 <@ <4 <> <> 2> 2@ *> Total staff 7< 47 52 47 4? 47 ?? Week ; 64 Working days *55 2*5 2?' 2*5 2*' 2*5 *5' . 5.*5 5.<< @.4? @.5< <2.<7 ?.*@ <2.@? Total 'an;days / A"senteeism Total 'an;days *55 2*5 2?' 2*5 2*' 2*5 245 . / A"senteeism <7.4? 2?.*@ 22.*< 2'.'' 24.*5 <>.<5 *'.?< (ept *2< *22 *2* *24 *25 *2? *27 A"sentee <7 <* 27 <7 *' 2* <@ Total staff 7< 47 52 47 4? 47 4> Week ; 62 Working days *55 2*5 2?' 2*5 2*' 2*5 **' . 5.'7 5.>? 7.*< @.'> <2.?< <<.>< <<.@2 Total 'an;days / A"senteeism Total 'an;days 255 2*5 2?' 2*5 2*' 2*5 245 . / A"senteeism 7.@4 @.'> @.'@ >.7> <?.52 <'.?4 <<.'2 (ept *2< *22 *2* *24 *25 *2? *27 A"sentee <7 5 << *< *> 2' <? Total staff 5< 47 52 47 4? 47 4> Week ; 6: Working days Total 'an;days *55 2*5 2?' 2*5 2*' 2*5 245 . / A"senteeism 4.7> 5.5* <'.*@ 7.2* <*.'4 >.7> 7.*5 Week ; 63 Working days Total 'an;days 255 2*5 2?' 2*5 2*' 2*5 245 . / A"senteeism ?.?7 2.<* 4.2* <*.<> <?.>? @.5< ?.5*

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

,.

, 0hereCs no such thing as erfection. But, in stri%ing for it, we can achie%e e)cellence D 5 Lince Lombardi
Week ; 65 Working days (ept A"sentee *2< *22 *2* *24 *25 *2? *27 <? <5 << <@ *2 <@ <? Total staff 7< 47 52 47 4? 47 7' Total 'an;days 2@4 <@@ 2'@ <@@ <@4 <@@ 2@' Week ; 61 Working days (ept A"sentee *2< *22 *2* *24 *25 *2? *27 *5 <@ 2* <* 2@ <@ ** Total staff 7< 47 52 47 4? 47 4> Total 'an;days *55 2*5 2?' 2*5 2*' 2*5 245 Week ; :6 Working days (ept A"sentee *2< *22 *2* *24 *25 *2? *27 <' 5 @ > 22 2< 24 Total staff 4> 47 52 47 4? 47 4> Total 'an;days 245 2*5 2?' 2*5 2*' 2*5 245 Week ; :Working days (ept A"sentee *2< *22 *2* *24 *25 *2? *27 4< 5? 4> ?5 *@ 5* @' Total staff ?2 47 52 47 4? 47 4> Total 'an;days *<' 2*5 2?' 2*5 2*' 2*5 245 . / A"senteeism <*.2* 2*.@* <@.@5 27.?? <?.52 22.55 *2.?5 (ept A"sentee *2< *22 *2* *24 *25 *2? *27 27 *5 27 *2 *5 5@ 4@ Total staff ?2 47 52 47 4? 47 4> . / A"senteeism 4.'@ 2.<* *.'@ *.@* >.57 @.>4 >.@' (ept A"sentee *2< *22 *2* *24 *25 *2? *27 Week ; :2 Working days *<' 2*5 2?' 2*5 2*' 2*5 245 . @.7< <4.@> <'.*@ <*.?2 <5.22 24.?@ <>.5> Total 'an;days / A"senteeism 4 L Total staff . / A"senteeism >.@? 7.?? @.@5 5.5* <2.<7 7.?? <*.47 (ept A"sentee *2< *22 *2* *24 *25 *2? *27 <4 7 <? <5 <* *> *5 Total staff 4> 47 52 47 4? 47 7' Week ; :: Working days 3 Total 'an;days / A"senteeism 2 / A"senteeism 5.?* 7.>@ 5.2> >.57 <7.*> >.57 5.7< (ept A"sentee *2< *22 *2* *24 *25 *2? *27 2? *< *2 24 4* *' 2@ Total staff 7< 47 52 47 4? 47 7' Week ; :3 Working days 245 2*5 2?' 2*5 2*' 2*5 *5' . 5.7< 2.>@ ?.<5 ?.*@ 5.?5 <?.?' <'.'' Total 'an;days / A"senteeism Week ; 60 Working days *55 2*5 2?' 2*5 2*' 2*5 *5' . 7.*2 <*.<> <2.*< <'.2< <@.7' <2.77 @.'' Total 'an;days / A"senteeism

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

,;

" The man who removes a mountain begins by carrying away small stones. " /illiam Faul ner
Week ; :. Working days (ept A"sentee *2< *22 *2* *24 *25 *2? *27 22 *< <* 2? 2* *@ *< Total staff 4> 47 52 47 4? 47 ?? Total 'an;days 245 2*5 2?' 2*5 2*' 2*5 **' Week ; :5 Working days (ept A"sentee *2< *22 *2* *24 *25 *2? *27 *< <> 22 2' *2 <7 24 Total staff 4? 47 52 47 4? 47 4? Total 'an;days 2*' 2*5 2?' 2*5 2*' 2*5 2*' Week ; :1 Working days (ept A"sentee *2< *22 *2* *24 *25 *2? *27 > <7 <? << 25 <? 2? Total staff 7< 4* 52 47 4? 47 4? Total 'an;days *55 2<5 2?' 2*5 2*' 2*5 2*' Week ; -6 Working days (ept A"sentee *2< *22 *2* *24 *25 *2? *27 2' <4 2@ <2 27 2< 2* Total staff 4> 47 52 47 4? 47 4> Total 'an;days 245 2*5 2?' 2*5 2*' 2*5 245 . / A"senteeism @.<? 5.>? <'.77 5.<< <<.74 @.>4 >.*> (ept A"sentee *2< *22 *2* *24 *25 *2? *27 <? *5 *' <? *? *? 2? Total staff 4> 47 52 47 4? 47 45 . / A"senteeism 2.54 7.>< ?.<5 4.?@ <'.@7 ?.@< <<.*' (ept A"sentee *2< *22 *2* *24 *25 *2? *27 <7 <* ? 5 2* 22 22 Total staff 4> 47 52 47 4? 47 4> . / A"senteeism <*.4@ @.'> @.4? @.5< <*.>< 7.2* <'.4* (ept A"sentee *2< *22 *2* *24 *25 *2? *27 2@ 2< <@ 22 27 <4 *< Total staff 4> 47 52 47 4? 47 4? . / A"senteeism @.>@ <*.<> 5.'' <<.'? <'.'' <?.<7 >.*> (ept A"sentee *2< *22 *2* *24 *25 *2? *27 2? 2< <5 <4 27 *2 2? Total staff 4> 47 52 47 4? 47 ?? Week ; :4 Working days Total 'an;days 245 2*5 2?' 2*5 2*' 2*5 **' Week ; :0 Working days Total 'an;days 245 2*5 2?' 2*5 2*' 2*5 2*' Week ; -3 Working days Total 'an;days 245 2*5 2?' 2*5 2*' 2*5 245 Week ; -: Working days Total 'an;days 245 2*5 2?' 2*5 2*' 2*5 225 . / A"senteeism ?.5* <4.@> <<.54 ?.@< <5.?5 <5.*2 <<.5? . / A"senteeism ?.>4 5.5* 2.*< 2.<* <'.'' >.*? @.>@ . / A"senteeism <<.4* @.>4 ?.>2 >.*? <<.74 5.>? <*.4@ . / A"senteeism <'.?< @.>4 5.77 5.>? <<.74 <*.?2 7.@@

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4& D +bstacles are those frightful things you see when you ta$e your eyes off your goal D

,+

5 Henry Jord

Week ; -Working days (ept A"sentee *2< *22 *2* *24 *25 *2? *27 2> *? 24 2< ** 27 *5 Total staff 5< 47 52 47 4* 47 5< Total 'an;days 2'4 <@@ 2'@ <@@ <72 <@@ 2'4 Week ; -. Working days (ept A"sentee *2< *22 *2* *24 *25 *2? *27 <* <? <' @ <? 5 5 Total staff 4? 47 52 47 4? 47 4> Total 'an;days 2*' 2*5 2?' 2*5 2*' 2*5 245 Week ; -5 Working days (ept A"sentee *2< *22 *2* *24 *25 *2? *27 <@ ' 4 ? ' 7 <4 Total staff 4? 47 52 47 4? 47 55 Total 'an;days 2*' 2*5 2?' 2*5 2*' 2*5 275 Week ; -1 Working days (ept A"sentee *2< *22 *2* *24 *25 *2? *27 <? ' 7 ? ' <? ? Total staff 7< 47 52 47 4? 47 44 Total 'an;days 2@4 <@@ 2'@ <@@ <@4 <@@ <7? 2 / A"senteeism 5.?* '.'' *.*7 *.<> '.'' @.5< *.4< *2< *22 *2* *24 *25 *2? *27 . / A"senteeism 7.@* '.'' <.54 2.55 '.'' 2.>@ 5.'> *2< *22 *2* *24 *25 *2? *27 *5 ' <? <7 ' 2* << 7< 47 52 47 4? 44 44 . / A"senteeism 5.?5 ?.@< *.@5 *.4' ?.>? 2.<* 2.'4 (ept A"sentee *2< *22 *2* *24 *25 *2? *27 <5 ' 7 4 ' @ 7 2 / A"senteeism <4.22 <>.<5 <<.54 <<.<7 <>.<> <4.*? <7.<? (ept A"sentee *2< *22 *2* *24 *25 *2? *27 <5 4' <> <2 *7 *' 4'

Week ; -2 Working days Total staff 4? 47 52 47 4? 47 4' Total 'an;days 2*' 2*5 2?' 2*5 2*' 2*5 2'' Week ; -4 Working days Total staff 5< 47 52 47 4? 47 4> Total 'an;days 255 2*5 2?' 2*5 2*' 2*5 245 Week ; -0 Working days (ept A"sentee Total staff Total 'an;days *55 2*5 2?' 2*5 2*' 22' 22' Week ; 23 Working days (ept A"sentee Total staff Total 'an;days 3 / A"senteeism . / A"senteeism >.@? '.'' ?.<5 7.2* '.'' <'.45 5.'' . / A"senteeism 5.@@ '.'' 2.?> <.7' '.'' *.4' 2.@? . / A"senteeism ?.52 <7.'2 7.*< 5.<< <?.'> <2.77 2'.''

D #hen you are not practicing, remember, someone somewhere is practicing, and when you meet him he will win D
17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

5 8d 2acauley

,>

Week ; 26 Working days (ept A"sentee *2< *22 *2* *24 *25 *2? *27 Week ; 2Working days (ept A"sentee *2< *22 *2* *24 *25 *2? *27 ?@ ' *4 7* ' ?< ?* Total staff 7< 47 52 47 4? 47 47 Total 'an;days *55 2*5 2?' 2*5 2*' 2*5 2*5 Week ; 2. Working days (ept A"sentee *2< *22 *2* *24 *25 *2? *27 2< ' << 22 ' 2' 2' Total staff 7< 47 52 47 4? 47 47 Total 'an;days *55 2*5 2?' 2*5 2*' 2*5 2*5 Week ; 25 Working days (ept A"sentee *2< *22 *2* *24 *25 *2? *27 <7 ' <* <2 ' *< 24 Total staff 4? 47 52 47 4? 47 4@ Total 'an;days 2*' 2*5 2?' 2*5 2*' 2*5 24' . / A"senteeism 7.*> '.'' 5.'' 5.<< '.'' <*.<> <'.'' *2< *22 *2* *24 *25 *2? *27 2* ' << 22 ' 27 24 7< 47 52 4* 4? 4* 47 . / A"senteeism 5.>2 '.'' 4.2* >.*? '.'' @.5< @.5< *2< *22 *2* *24 *25 *2? *27 <5 ' 5 <* ' 2* << 7< 47 52 47 4? 47 4@ . / A"senteeism <>.<5 '.'' <*.'@ *<.'? '.'' 25.>? 2?.@< *2< *22 *2* *24 *25 *2? *27 2< ' <5 2@ ' <@ *2 ?? 47 52 47 4? 47 47 4 L Total staff Total 'an;days 3 / A"senteeism *2< *22 *2* *24 *25 *2? *27 27 ' <@ 42 ' 25 25 7< 47 52 47 4? 47 47

Week ; 2: Working days (ept A"sentee Total staff Total 'an;days *55 2*5 2?' 2*5 2*' 2*5 2*5 Week ; 22 Working days (ept A"sentee Total staff Total 'an;days **' 2*5 2?' 2*5 2*' 2*5 2*5 Week ; 24 Working days (ept A"sentee Total staff Total 'an;days *55 2*5 2?' 2*5 2*' 2*5 24' Week ; 20 Working days (ept A"sentee Total staff Total 'an;days *55 2*5 2?' 2<5 2*' 2<5 2*5 . / A"senteeism ?.4@ '.'' 4.2* <'.2* '.'' <2.5? <'.2< . / A"senteeism 4.2* '.'' <.>2 5.5* '.'' >.7> 4.5@ . / A"senteeism ?.*? '.'' 5.77 <<.>< '.'' 7.?? <*.?2 . / A"senteeism 7.?< '.'' ?.>2 <7.@7 '.'' <'.?4 <'.?4

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

,?

" % cynic is a man who value of nothing. "

nows the $rice of everything but the

Week ; 21 Working days (ept A"sentee Total staff *2< *22 *2* *24 *25 *2? *27 <7 ' 2* <? ' 2? <? ?? 47 52 47 4? 47 4? Total 'an;days **' 2*5 2?' 2*5 2*' 2*5 2*' Week ; .6 Working days (ept A"sentee Total staff *2< *22 *2* *24 *25 *2? *27 << ' <@ <2 ' <? <' ?? 47 52 47 4? 47 4? Total 'an;days **' 2*5 2?' 2*5 2*' 2*5 2*' . / A"senteeism *.** '.'' ?.>2 5.<< '.'' ?.@< 4.*5 *2< *22 *2* *24 *25 *2? *27 <2 ' 2< <> ' <7 << ?? 47 52 47 4? 4* 4? . / A"senteeism 5.<5 '.'' @.@5 ?.@< '.'' <<.'? ?.>? *2< *22 *2* *24 *25 *2? *27 @5 ' 7< 5@ ' 7< ?? 7< 47 52 47 4? 47 4? Week ; .3

'scar /ilde

Working days (ept A"sentee Total staff Total 'an;days 2@4 <@@ 2'@ <@@ <@4 <@@ <@4 Week ; .: Working days (ept A"sentee Total staff Total 'an;days **' 2*5 2?' 2*5 2*' 2<5 2*'

2 / A"senteeism 2>.>* '.'' *4.<* *'.@5 '.'' *7.77 *5.@7

. / A"senteeism *.?4 '.'' @.'@ @.'> '.'' 7.>< 4.7@

A"senteeism data Summary :334 G (ept -:6 to -:5 H Weeks 6 : 2 . 4 5 0 1 63 66 6: 662 6. 64 (epartments -:-:2 4.?2 @.4? <.>2 <*.>4 4.** <*.@5 >.2* ?.<5 @.'@ 4.2* 22.*< <'.*@ @.'@ 7.*< ?.54 @.4? 5.>? >.*? 7.?? @.5< 7.>@ <4.47 ?.@< 7.?? >.7> <*.<> 2'.'' 7.2* 7.?? @.'> 5.>? @.5<

-:6 7.45 ?.*? <'.2' <7.<? @.@2 <4.5< <2.<? ?.27 7.@4 ?.?7 <7.4? 4.7> 5.'7 5.'7 5.>2 5.*5

-:: 2.55 <'.?4 *.@* 7.45 <'.?4 <4.47 <'.2< 7.2* @.'> 2.<* 2?.*@ 5.5* 7.?? 5.>? @.'> 5.<<

-:. '.'' '.'' '.'' '.'' '.'' '.'' '.'' <?.'> <?.52 <?.>? 24.*5 <*.'4 <<.74 <2.?< <4.7@ <2.<7

-:4 >.*? <2.*4 ?.*@ <2.77 <2.2* <7.'2 <2.*4 <<.>< <'.?4 @.5< <>.<5 >.7> <'.2< <<.>< ?.@< ?.*@

-:5 4.44 <<.>4 @.** <7.>* >.7@ <?.52 <5.>2 @.57 <<.'2 ?.5* *'.?< 7.*5 7.@< <<.@2 <<.52 <2.@?

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

,@

65 60 61 :3 :6 :: ::2 :. :4 :5 :0 :1 -3 -6 -: --2 -. -4 -5 -0 -1 23 26 2: 222 2. 24 25 20 21 .3 .6 .:

5.?* 7.*2 >.@? 5.7< 4.'@ 4 <*.2* @.7< @.>@ <'.?< <*.4@ <<.4* 2.54 ?.>4 @.<? ?.5* <4.22 ?.52 5.?5 5.@@ 7.@* >.@? 5.?* 4 4 7.?< <>.<5 ?.*? 5.>2 4.2* 7.*> ?.4@ 5.<5 2>.>* *.** *.?4

7.>@ <*.<> 7.?? 2.>@ 2.<* 2*.@* <4.@> <*.<> @.>4 @.'> @.>4 7.>< 5.5* 5.>? <4.@> <>.<5 <7.'2 ?.@< '.'' '.'' '.'' '.''

'.'' '.'' '.'' '.'' '.'' '.'' '.'' '.'' '.'' '.'' '.''

5.2> <2.*< @.@5 ?.<5 *.'@ <@.@5 <'.*@ 5.'' 5.77 @.4? ?.>2 ?.<5 2.*< <'.77 <<.54 <<.54 7.*< *.@5 2.?> <.54 ?.<5 *.*7 ?.>2 <*.'@ 5.77 4.2* <.>2 5.'' 4.2* @.@5 *4.<* ?.>2 @.'@

>.57 <'.2< 5.5* ?.*@ *.@* 27.?? <*.?2 <<.'? 5.>? @.5< >.*? 4.?@ 2.<* 5.<< ?.@< <<.<7 5.<< *.4' <.7' 2.55 7.2* *.<>

<7.*> <@.7' <2.<7 5.?5 >.57 <?.52 <5.22 <'.'' <<.74 <*.>< <<.74 <'.@7 <'.'' <<.74 <5.?5 <>.<> <?.'> ?.>? '.'' '.'' '.'' '.''

>.57 <2.77 7.?? <?.?' @.>4 22.55 24.?@ <?.<7 <*.?2 7.2* 5.>? ?.@< >.*? @.>4 <5.*2 <4.*? <2.77 2.<* *.4' 2.>@ <'.45 @.5<

<7.@7 *<.'? <<.>< >.*? 5.5* 5.<< <'.2* ?.@< *'.@5 5.<< @.'>

'.'' '.'' '.'' '.'' '.'' '.'' '.'' '.'' '.'' '.'' '.''

<'.?4 25.>? 7.?? @.5< >.7> <*.<> <2.5? <<.'? *7.77 ?.@< 7.><

5.7< @.'' <*.47 <'.'' >.@' L *2.?5 <>.5> >.*> 7.@@ <'.4* <*.4@ <<.*' @.>@ >.*> <<.5? <7.<? 2'.'' 2.'4 2.@? 5.'> 5.'' *.4< L L <'.?4 2?.@< <*.?2 @.5< 4.5@ <'.'' <'.2< ?.>? *5.@7 4.*5 4.7@

A"senteeism (ept& ; -:6

/ A"senteeism 4'.'' *'.'' 2'.'' <'.'' '.'' < 4 7 <' <* <? <> 22 25 2@ *< *4 *7 4' 4* 4? 4> 52 Weeks

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

,<

A"senteeism (ept& ; -::

*'.'' 25.'' 2'.'' <5.'' <'.'' 5.'' '.'' < 4 7 <' <* <? <> 22 25 2@ *< *4 *7 4' 4* 4? 4> 52 Weeks

/ A"senteeism

A"senteeism (ept& ; -:/ A"senteeism 4'.'' *'.'' 2'.'' <'.'' '.'' < 4 7 <' <* <? <> 22 25 2@ *< *4 *7 4' 4* 4? 4> 52 Weeks

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

,0

A"senteeism (ept& ; -:2

/ A"senteeism 4'.'' *'.'' 2'.'' <'.'' '.'' < 4 7 <' <* <? <> 22 25 2@ *< *4 *7 4' 4* 4? 4> 52 Weeks

" /e may have to fight a battle more than once to win it. " Margaret Thatcher

A"senteeism (ept& ; -:.

*'.'' 25.'' 2'.'' <5.'' <'.'' 5.'' '.'' < 4 7 <' <* <? <> 22 25 2@ *< *4 *7 4' 4* 4? 4> 52 Weeks / A"senteeism

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

,,

A"senteeism (ept& ; -:4

/ A"senteeism 4'.'' *'.'' 2'.'' <'.'' '.'' < 4 7 <' <* <? <> 22 25 2@ *< *4 *7 4' 4* 4? 4> 52 Weeks

A"senteeism (ept& ; -:5

/ A"senteeism 4'.'' *'.'' 2'.'' <'.'' '.'' < 4 7 <' <* <? <> 22 25 2@ *< *4 *7 4' 4* 4? 4> 52 Weeks

" Fantasy is a necessary ingredient in living, it*s a way of loo ing at life through the wrong end of a telesco$e, which enables you to laugh at life*s realities. " 6in ey !angi

In5depth analysis of department wise absenteeism data and graphs suggests hidden information and their reasons, which can be of utmost

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

,/

importance in organisational planning and decision5ma$ing. -learly e%ident suggestions include9 <. 4ll departments show an increase or decrease in absenteeism in the same time periods. It can be thus be said that the factors leading to absenteeism affect most people and most departments e(ually. 0hus, indi%idual problems go out of the picture. 2. 4bsenteeism tends to be higher up to alarming le%els !abo%e 2'Q" * to 4 times in a year. In 2''?, all departments showed a steep rise in absenteeism during <<th wee$, 2*rd wee$, 4*rd wee$, and 5'th wee$. *. It should be specially noted that wee$s following holidays !4- L" showed high rate of absenteeism. 0his 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 2''?, wee$s no. 2< st, 2>th, *5th, 44th, and 5<st showed tremendous decline in absenteeism !less than 5Q" in all the departments. 0he interesting fact here is that the difference between these lowest tips is more or less e(ual !in the %icinity of ? to 7 wee$s". Here we ha%e tried to find out a few possible reasons for the employees practice or habit of staying away from his scheduled wor$9
" The only way of discovering the limits of the $ossible is to venture a little way $ast them into the im$ossible "

- %rthur & &lar e

<. 2alad3ustment with colleagues coming from different religions and tastes spea$ing different languages belonging to different socio economic status.
17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

/.

2. /ocial and religious ceremonies. *. /ic$ness, accidents and maternity. 4. Jor those staying far from their homes, fre(uent %isits to their %illage are a ma3or cause of absenteeism. 5. Industrial fatigue. ?. #or$ing conditions, heat, moisture, noise, %ibrations, dust, fumes, o%ercrowding etc. 7. Inade(uacy to meet the performance standards. @. Indebtedness. >. 4lcoholism. <'. Lac$ of commitment towards industrial growth. <<. +%er identification with family affairs. <2. 7issatisfied with the status, importance or authority and responsibility in%ol%ed in his 3ob. /pecifically the problem of absenteeism in Bata India Ltd, Batanagar plant is a mere combination of all these factors. +ut of these points 2, *, ?, @, <' seem to be more effecti%e and deeper causes for high rate of absenteeism than the others. 4 few remedies or measures for control of absenteeism ha%e also been listed below9
" The $ast is li e a river flowing out of sight: the future is an ocean filled with o$$ortunity and delight " %nna 8o+ie

<. 4 well defined recruitment procedure that stresses on the employees adaptability or the ability to change. 2. /tudy the le%el of moti%ation of wor$ers and push them to thri%e for more.
17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

/;

*. Impro%ed communication within %arious le%els of organisation and prompt redressal of grie%ances. 4. 8ducation programs for personal de%elopments of indi%idual employees. 5. /pread awareness of employees rights and obligations. ?. 0rained the employees in group dynamics along with interpersonal s$ills. 7. 0a$e measures to impro%e employees loyalty and de%otion towards his wor$ and wor$ place. @. Iegularity in attendance can be transformed in to monetary rewards and other pecuniary inducements. >. ro%ision for e%er5de%eloping wor$ing conditions. 4bo%e 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.

D Being happy doesnCt mean e%erythingCs perfect. It means that you ha%e decided to see beyond the imperfections D 5 Jran$ :aiser

RESEAR*8 'ET8O(O%O)C
Iesearch refers to, the systematiAed approach to gain new $nowledge, concerning generaliAation and formulation of a theory. Iesearch wor$ carried out for this pro3ect is basically what is $nown as library research, which includes analysis of historical records and documents, statistical
17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

/+

compilations and manipulations. 0his is a scientific method of sol%ing the research problem as it, Is committed only to ob3ecti%e considerations. resumes neutrality and aims at nothing but ma$ing only ade(uate and correct statements about population ob3ects. Iesults into probabilistic predictions. IealiAe on factual empirical e%idence.

48)8A417 64*BL82
0he ob3ecti%e of this particular research wor$, by collecting data !secondary in nature" related to performance achie%ements, by %arious departments is to relate them with another %ariable, i.e. time. It can then be utiliAed to draw the learning cur%e, which shall again be analyAed with respect to the effect of appraisals or training programs on them.

48)8A417 D8)I3N
0he research design appropriate for this particular research problem in%ol%es the following considerations9 5
" Motivation determines what you do, attitude determines how well you do it. %non

'eans of o"taining the information <; Bata India Ltd, !Batanagar plant", where this research wor$ was based, has a uni(ue system of maintaining production details in their record boo$ , Saldo 1 and re5entered to the

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

/>

salary controlling statements in order to calculate the production incenti%es. 4ll data were to be collected from these documents. Time a#aila"le for o"taining the information <; 0he sampling design as described below made it possible to e)tract ade(uate data in the stipulated time period of : wee$s.

)A26LIN3 D8)I3N
0he items under consideration in this field of en(uiry or the uni%erse !also $nown as population" stretched o%er the production details of 5 departments, :52 employees and -- months ! 62- wee$s ". 0he %olume of data re(uired the use of a sampling design, which must result in a truly representati%e sample, must result in a small sampling error and systematic bias can be controlled in a better way. 0he most practical way of sampling in this specific case is the systematic cluster sampling , where groups of 4 consecuti#e months were considered as the sample. 0he sample siAe happened to be .3&-. / of the total population.

DATA 1*LL81TI*N
0he rele%ant data were collected from the Salary *ontrolling Statement G ?olume ; -$ H of the respecti%e wee$s listed below, all data
There are two inds of failures; Those who thought and never

did, and those who did and never thought. " Laurence 6eter

belonged to the general shift. 0he payroll departments record room pro%ided the said documents. 7ata were also collected from the /aldo, pro%ided by the rubber factory. 7ata were collected for the durations of9 I. +ctober 2''4 to 2arch 2''5 ! ? months "
17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

/?

II. ;anuary 2''? to ;une 2''? ! ? months " III. ;anuary 2''7 to ;une 2''7 ! ? months " ! 0otal 5 60 months "

2ANI6%LATI*N AND ANALA)I) *# DATA

#ee$ly data obtained for the research purpose, was con%erted into a monthly a%erage, so as to reduce the amount of data for analysis purpose. 0he wee$s containing less than 5 wor$ing days were e)trapolated to a 5 wor$ing days per wee$ standard. 0he monthly a%erage basically constituted of the first 4 wee$s of that particular month. 0he e)ternal factors effecting production, were considered to be stable during the period in (uestion or di%ersity !if any" being negligible. Indi%idual departments ability to cope up with changing production targets, periodical appraisals and training G de%elopment programs is to be determined by comparing these data with other e%ents, informations and factual e%idences. lease refer to the segment , 7ata and &raphs 1 for further information.
" % great attitude does much more than turn on the lights in our worlds: it seems to magically connect us to all sorts of serendi$itous o$$ortunities that were somehow absent before we changed. " 2arl 5ightingale

Data and Graphs :

2''4
Weeks

7ept 9 *2<
/ Achie#ement

7ept 9 *22
/ Achie#ement

7ept 9 *2*
/ Achie#ement

7ept 9 *24
/ Achie#ement

7ept 9 *25
/ Achie#ement

7ept 9 *2?
/ Achie#ement

7ept 9 *27
/ Achie#ement

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

/@

4<

<2@ <*? <4@ <** <45 <2' <22

42 4* 44 45 4? 47 4@ 4> 5' 5< 52

<<'

<<2

<22 <'' <*4 <2< <<2 <2<

<<' <'' <25 <25 <<7 <<5 <<7

<*' <<' <2' <*@ <2' <<? <24 <25

<*2 <'< <*? <4? <44 <25 <4* <25 <27

<4' <<'

<22 <'5 <25 <27

<*< <2< <*? <*'

<25 <<* <<@ <27

<*'

<<2

2''5
Weeks

7ept 9 *2<
/ Achie#ement

7ept 9 *22
/ Achie#ement

7ept 9 *2*
/ Achie#ement

7ept 9 *24
/ Achie#ement

7ept 9 *25
/ Achie#ement

7ept 9 *2?
/ Achie#ement

7ept 9 *27
/ Achie#ement

< 2 * 4

<<5 <2>

<'5 <27

<<7 <*5

<*5

<2' <45

<2@ <**

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

/<

<25 <2' <2? <*4 <*4 <'@ <<5 <27 <25 <22 <*4 <*4 <<* <24 <*4 <4' <4* <2> <*4 <*4 <'? <45 <*4 <4' <** <4< <5' <5' <5' <5' <5' <*4 <45 <4' <4' <4' <47 <47 <4' <4* <5' <47 <2' <'' <2* <*5 <2< <*5 <47 <47 <42 <5' <42 <<>

? 7 @ > <' << <2 <> 2' 2< 22 2* 24

<*' <5' <25 <2? <24 <*? <?' <*2 <?' <5'

<<5

<5' <5'

<2@ <27

<2@ <2*

<5' <5'

<4' <4'

2''?
Weeks

7ept 9 *2<
/ Achie#ement

7ept 9 *22
/ Achie#ement

7ept 9 *2*
/ Achie#ement

7ept 9 *24
/ Achie#ement

7ept 9 *25
/ Achie#emen t

7ept 9 *2?
/ Achie#ement

7ept 9 *27
/ Achie#ement

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

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<

<?'

<*' <2* <44 <<5 <'7 <*7 <*> <*4 <2* <4' <2< <2? <<7 <2' <<? <*2 <<> <<4 <*4 <*4 <<5

<4' <25 <*4 <'7 <<7 <45 <2* <*4 <2' <*4 >? <<' <2< <<2 <25 <4* <'' <2' <*4 <*4 <<5

<*7 <*' <*> <<' <<@ <4@ <5' <4@ <47 <42 <*? <4' <<2 <2* <*' <5' <2' <4' <47 <4' <*4 <<? <'> <22 >< <2' <*7 <4' <2' <*4 <2@ <*4 <2* <*?

<4' <4' <47 <<? <<@ <47 <4< <5' <5' <5' <45 <5' <4' <*4 <47 <44 <'< <*4 <5' <*4 <*4

<44 <7' <?' <'< <'4 <*4 <4' <5' <5' <5'

2 * 4 5 ? 7 @ > <' << <2 <* <4 <5 <? <7 <@ <> 2' 2<

<72 <72 <<< <2' <72 <7< <@' <75 <@5 <@' <>' <>5 <>' <7' <@' <*5 <5' <@' <5' <<@

<4' <2' <2> <@@ 2'' <?' 2'' 2'' <>' <?'

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

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22

2* 24

<*5 <7'

<2@ <24

<*4 <2@

<*4 <42

<25 <*4

<>' 2'5

2''7
Weeks

7ept 9 *2<
/ Achie#ement

7ept 9 *22
/ Achie#ement

7ept 9 *2*
/ Achie#ement

7ept 9 *24
/ Achie#ement

7ept 9 *25
/ Achie#ement

7ept 9 *2?
/ Achie#ement

7ept 9 *27
/ Achie#ement

< 2 * 4 5 ? 7 @ > <' << <2 <* <4 <5

<7' 2'' <>' <4@ <'< <@' <>5 <>* <@2 <27 <72 <55 <>5 <?< <*' <<' <''

<55 <5' <5' <<@ >' <47 <5' <52 <52 <47 <4* <5' <*' <?? <*>

<5' <47 <4' <'@ >* <5' <5' <54 <5' <5' <5' <47 <>5 <77 <47

<5' <5' <47 <'< <4< <5' <55 <47 <5' <54 <22 <5' <5' <5' <47

<54 <55 <5' <2' >' 2'4 2<5 2<5 2<5 <77 <7' <55 <5@ <?? <4*

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

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<?

<52 <?? <?* <4> <'@ <*4 <42 <<@ <7> <4< <4' <*4 <47 <*4 <?> <4' <4' <4' <<* <'?

<7 <@ <> 2' 2< 22 2* 24

<*? <4* <55 <@' <?'

<*' <2' <<7 <*4 <2'

<?5 <75

<2? <*? <*4

<27 <47

<<5 <*4

0here are two prisoners shac$led to the wall of a deep dar$ dungeon. /pread5eagled, they are securely lashed by manacles and chains and actually hanging suspended, side by side, a few feet abo%e the damp floor of the dungeon. 0here is only one small window high abo%e their heads, maybe thirty or forty feet up. 0hey are immobile and alone, pinned ine)orably to the wall. +ne prisoner turns to the other and whispers, , Heres my plan E 1

'onthly Performance Summary G Oct :332 to Dun :335 H

(epartments 'onth -:6 -:: -:-:2 -:. -:4 -:5

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Oct;32 +o#;32 (ec;32 Dan;3. Ae";3. 'ar;3. 'ay;3. Dun;3. Dan;34 Ae";34 'ar;34 Apr;34 'ay;34 Dun;34 Dan;35 Ae";35 'ar;35 Apr;35 'ay;35 Dun;35

<<>.'' <<>.25 <2<.'' <22.'' <*2.5' <*?.5' <4?.'' <5'.'' <5*.75 <?'.75 <@2.5' <@*.75 <5*.75 <4<.'' <77.'' <?7.25 <5>.'' <5>.5' <5*.5' <??.??

<24.'' <<5.'' <<5.25 <<?.'' <<4.** <22.*' <*4.'' <22.'' <2@.'' <2>.25 <27.5' <2<.25 <25.<@ <22.** <''.5' 5 5 5 5 5

5 <24.5' <2<.25 <2?.'' <2>.5' <*?.5' <*4.'' <<>.'' <2?.5' <2>.75 <<5.'' <25.25 <22.'' <25.?? <4*.25 <*4.75 <4@.'' <5'.25 <25.25 <27.**

<4'.5' <2@.75 <*7.** <*5.'' <*@.'' <47.75 <5'.'' <44.?? <2>.'' <4<.'' <4<.25 <2@.75 <*?.75 <*?.?? <*?.'' <*?.@* <4>.25 <7'.5' <**.'' <2?.''

5 <2?.'' 5 5 5 5 5 5 5 <*4.'' <*'.25 <<5.?? <22.'' <2'.'' 5 5 5 5 5 5

<*2.5' <25.'' <2>.5? <*2.5' <4<.25 <44.25 <4@.5' <**.** <*5.75 <*>.'' <4@.75 <4<.25 <2>.75 <*<.'' <*7.<? <4@.25 <44.'' <5?.5' <4'.5' <*?.''

<2<.?? <<>.75 <2'.75 <*'.5' <<>.75 <42.75 <4?.'' <<>.'' <4*.75 <*2.'' <4?.?? <5>.'' <@7.5' <@5.'' <44.75 <@<.'' <7>.'' <5>.'' <**.25 <<@.**

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/ Performance

/ Performance
<''.'' 5'.''
+ ct

/ Performance '.'' <?'.'' <4'.'' <2'.'' <''.'' @'.'' ?'.'' 4'.'' 2'.'' '.''
7 5' 4 + ct

<5'.''

2''.''

<?'.'' <4'.'' <2'.'' <''.'' @'.'' ?'.'' 4'.'' 2'.'' '.''

7

'onths

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&
'onths

'onthly Performance (ept& ; -:6

'onthly Performance (ept& ; -::

'onthly Performance (ept& ; -:-

'onths

+ ct 5' 7e 4 c5 ' Je 4 b5 ' 4p 5 r5 ' 5 ;u n5 ' 4u 5 g5 ' + 5 ct 5' 7e 5 c5 ' Je 5 b5 ' 4p ? r5 ' ;u ? n5 ' 4u ? g5 ' + ? ct 5' 7e ? c5 ' Je ? b5 ' 4p 7 r5 ' 7 ;u n5 '7
5' 4 ec 5' 4 Je b5 '5 4p r5' 5 ;u n5 '5 4u g5 '5 + ct 5' 7 5 ec 5' 5 Je b5 '? 4p r5' ? ;u n5 '? 4u g5 '? + ct 5' 7 ? ec 5' ? Je b5 '7 4p r5' 7 ;u n5 '7 ec 5' 4 Je b5 '5 4p r5' 5 ;u n5 '5 4u g5 '5 + ct 5' 7 5 ec 5' 5 Je b5 '? 4p r5' ? ;u n5 '? 4u g5 '? + ct 5' 7 ? ec 5' ? Je b5 '7 4p r5' 7 ;u n5 '7

;.+

/ Performance

/ Performance
<?'.'' <4'.'' <2'.'' <''.'' @'.'' ?'.'' 4'.'' 2'.'' '.''

/ Performance

<@'.'' <?'.'' <4'.'' <2'.'' <''.'' @'.'' ?'.'' 4'.'' 2'.'' '.''

<''.''
+ ct

<5'.''

2''.''

5'.''
7

'.''
'onths

17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&
'onths

'onthly Performance (ept& ; -:2

'onthly Performance (ept& ; -:.

'onthly Performance (ept& ; -:4

'onths

+ ct 5' 7e 4 c5 ' Je 4 b5 ' 4p 5 r5 ' 5 ;u n5 ' 4u 5 g5 ' + 5 ct 5' 7e 5 c5 ' Je 5 b5 ' 4p ? r5 ' ;u ? n5 ' 4u ? g5 ' + ? ct 5' 7e ? c5 ' Je ? b5 ' 4p 7 r5 ' 7 ;u n5 '7
5' 4 ec 5' 4 Je b5 '5 4p r5' 5 ;u n5 '5 4u g5 '5 + ct 5' 7 5 ec 5' 5 Je b5 '? 4p r5' ? ;u n5 '? 4u g5 '? + ct 5' 7 ? ec 5' ? Je b5 '7 4p r5' 7 ;u n5 '7

+ ct 5' 7 4 ec 5' 4 Je b5 '5 4p r5' 5 ;u n5 ' 4u 5 g5 '5 + ct 5' 7 5 ec 5' 5 Je b5 '? 4p r5' ? ;u n5 '? 4u g5 '? + ct 5' 7 ? ec 5' ? Je b5 '7 4p r5' 7 ;u n5 '7

;.>

'onthly Performance (ept& ; -:5

2''.'' / Performance <5'.'' <''.'' 5'.'' '.''
ec 5' 4 Je b5 '5 4p r5' 5 ;u n5 '5 4u g5 '5 + ct 5' 7 5 ec 5' 5 Je b5 '? 4p r5' ? ;u n5 '? 4u g5 '? + ct 5' 7 ? ec 5' ? Je b5 '7 4p r5' 7 ;u n5 '7 + ct 5' 4

'onths

0hese graphs shown here with percentage performance on one a)es and time duration ! in months " on another is also $nown as the , Learning -ur%e 1 as it represents the effect of learning through training programs or by sheer e)perience on the performance !producti%ity" of indi%iduals, groups, departments and e%en organiAations. 4nalysis of the following graphs suggests that9 <. 7epartments fail to stic$ to their performance standards due to many e)ternal factors such as absenteeism, fre(uent change in articles to be produced etc. 2. Jre(uent ups and downs in the cur%e are %isible which indicates %ariable le%els of efforts from the employees. *. ointed pea$s and Ls means that increase in le%el of performance or decreased are short5li%ed. 0his indicates the in%ol%ement of a sense of self5satisfaction at times and moti%ation from failure.
17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

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4. Fnstable producti%ity le%els tend to indicate the absence of training and moti%ation programs, which constantly tries to impro%e performance of its employees. 5. -ur%es of all the departments show a more or less similar trend, more efficient production scheduling is possible when appro)imate impro%ement or decrease in departments performance is predictable. STORC OA A $,TTERA%C W8O +E?ER WAS 4 man found a cocoon of a butterfly. +ne day a small opening appeared. He sat and watched the butterfly for se%eral hours as it struggled to force its body through that little hole. 0hen it seemed to stop ma$ing any progress. It appeared as if it had gotten as far as it could, and it could go no further. /o the man decided to help the butterfly. He too$ a pair of scissors and snipped off the remaining bit of the cocoon. 0he butterfly then emerged easily. But it had a swollen body and small, shri%eled wings. 0he man continued to watch the butterfly because he e)pected that, at any moment, the wings would enlarge and e)pand to be able to support the body, which would contract in time. 6either happenedE In fact, the butterfly spent the rest of its life crawling around with a swollen body and shri%eled wings. It ne%er was able to fly. #hat the man, in his $indness and haste, did not understand was that the restricting cocoon and the struggle re(uired for the butterfly to get through the tiny opening were &odCs way of forcing fluid from the body of the butterfly into its wings so that it would be ready for flight once it achie%ed its freedom from the cocoon.
17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

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1A)8 )T%DI8) AND 8D684I8N18) IN B.I.L.

1. Case of Absenteeism :
2r. 6I/ ! actual name not disclosed " is an ,accord1 employee of B404 I67I4 L07. Batanagar. He is directly in%ol%ed in the shoe manufacturing con%eyor. He was $nown to be a regular absentee, but at the same time a multi5s$illed wor$er with lots of e)perience. 0he organisations personnel department loo$ed at the possible options to sol%e this problem. 7uring the first half of 2''7, 6I/ surpassed his casual and medical lea%es a%ailable by more than <25 !days", as per organisations /+I !/tanding +rders and Iules, as in agreement with Bata 2aAdoor Fnion". /how5-ause notices were issued under section <5!h", re(uiring him to e)plain in writing, the reasons for his continuous absence from wor$. 6I/ replied within the stipulated time along with a 2edical -ertificate pro%ing his illness. 4n in depth scrutiny of the 2edical -ertificate pro%ed that the documents were fa$e under the pro%ision of <>!4" of the /+I. 0he guilty can be terminated from his present 3ob. Howe%er the management decided to gi%e him one last chance to mend his ways !and not to lose a s$illed employee" and handed him three days suspension without pay. 0he personnel manager planned the process to regulariAe his unauthoriAed absence and fraudulent means by creating an atmosphere where 6I/ should fully recogniAe

D /uccess does not consist in ne%er ma$ing blunders, but in ne%er ma$ing the same one a second time. D 5 ;osh Billings
17ALL8N38 99)&ILL991*22IT28NT99T8A2:*4&

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what is e)pected of him in the future. He was scolded by one manager and was comforted by another as was planned before to ma$e him aware of this last golden opportunity, pro%ided to him. 4s of date 6I/ is still an employee in B404 I67I4 L07. 4nd his problem has relati%ely minimiAed to a great deal. 0his incidence pro%es that human resource planning is not only to follow the ruleboo$ but also to in%ent complimentary ways to sol%e such type of problems in long run interest of the organisation.

2.

Case of Misconduct :

4 permanent line cutter of a production department in B404 I67I4 L07, Batanagar plant, 2r. /:I !actual identity not disclosed" was in%ol%ed in a particular 3ob for sometime. He was trailing behind his colleagues wor$ing in the same con%eyor, hampering the rate of production, and thus was allotted a new 3ob by his immediate boss !4sst. officer" 2r. 7:B !actual identity not disclosed for ob%ious reasons". Fnable to mentally adapt to this decision to shift him to another 3ob, 2r. /:I started abusing his superior 2r. 7:B and also attempted to physically assault him. He also threatened to cause him harm outside the factory. 0he case was reported to the personnel department the %ery same day and a show cause notice issued to the defaulter 2r. /:I, to be answered within 4@ hours as per clauses 7 and : under section 2< !a" of the
D It is the mar$ of an educated mind to be able to entertain a thought without accepting it D 5 4ristotle

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standing orders and rules !/+I" of Bata India Ltd. and clause <4 of the model standing orders applicable to all industrial establishments of India. 0he said employee pleaded guilty and was ashamed of his act and promised not to repeat the same. 0he serious nature of the offence demanded disciplinary action but considering it as his first minor offence was let of with a warning and written underta$ing. 0his case is another fine e)ample that the organisation pro%ides ample opportunity to rectify their improper acts and e%ery opportunity pro%ided to him to put forward his %ersion of the unwanted e%ent. 0hus the disciplinary policy is pre%enti%e, correcti%e, reformati%e rather than puniti%e. 4lthough, one important information missing here is that whether the 4sst. officer 2r. 7:B was ad%ised to , forgi%e and forget 1, which would ha%e been the perfect way to conclude this natural 3usticeT

3. Case of Termination : (Rise of Absenteeism to an abnormal level)

2r. :2 !actual identity not re%ealed" was an employee of Bata India Ltd. Batanagar plant for more than <> years. He was terminated for prolonged unauthoriAed absence in <>>*, but reinstated in <>>5 through a special re(uest by the Bata 2aAdoor Fnion ! B.2.F. ". 0his opportunity pro%ided to him by the organisation was not fully utiliAed as his unauthoriAed, une)plained, a%oidable
D /ome succeed as they are destined to, but most succeed because they are determined to. D 5 4nonymous

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K willful absence from wor$ continued there after. 4ccording to his lea%e and absence card 2''4 and 2''5 9
S +o& Arom < 2 * 4 5 ? 7 <G<G2''4 >G2G2''4 2*G'4G2''4 <2G5G2''4 2@G'7G2''4 *<G'@G2''4 <G<<G2''4 %EA?E A+( A$SE+*E *AR( > :332 To 2'G'<G2''4 7G4G2''4 *'G'4G2''4 25G'?G2''4 *G@G2''4 2>G'>G2''4 *<G<2G2''4 *F% 55 55 55 55 55 55 55 Ordinary lea#e 5 ?2 @ 4' ? *' ?< Sick %ea#e <5 55 55 55 55 55 55

%EA?E A+( A$SE+*E *AR( > :33. S +o& Arom < 2 * 4 <G<G2''5 *'G'5G2''5 25G<'G2''5 7G<<G2''5 To <@G'5G2''5 2*G'>G2''5 2?G<'G2''5 *<G<2G2''5 *F% 55 55 2 55 Ordinary lea#e <2* <<? 55 4< Sick %ea#e <5 55 55 55

2r.

:2 once again remained absent without notice from

7G<<G2''5 to <7G*G2''? and was issued registered show cause notices under clause <5!h" of the /tanding +rder and Iules !/+I". He was as$ed to report within 2 wee$s, his case was forwarded to the chief medical officer !-.2.+.",
" /e are what we re$eatedly do. 2+cellence, therefore, is not an act but a habit "

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%ristotle

who declared him fit to 3oin his duties, but he did not. Jurther, show causes were not replied. Jinally the management decided to terminate him with effect from <4G'4G2''?. 0his highlights the peculiar and abnormal magnitude of absenteeism pre%ailing in Indian industries. 0hus, the importance of ta$ing 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 organisations tolerance has a limit. 4s such serious problems regarding absenteeism in%ol%es hea%y e)penses, including o%erhead costs of reser%es as well as of the idle e(uipments.

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. #e got ample e)posure to the %ersatility of the managers role as a figurehead meeting the routine, obligatory, social K legal duties, as a leader, maintaining, de%eloping and moti%ating the human resources, as a disseminator distributing selected information to others outside the unit, as an entrepreneur de%eloping the unit, to ta$e ad%antage of e)isting opportunities and anticipated threats, as a resource5allocator integrating the acti%ities and resources utiliAation, as a negotiator, bridging the gap between
" 'ur lives begin to end the day we become silent about things that matter "
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Martin Luther King Jr.

the management and employee unions and as a spo$es person to us, distributing selected information and con%eying the appropriate image of the unit. 4sst. 2anager ! ersonnel" who guided me throughout this pro3ect was instrumental in pro%iding opportunities to directly get in%ol%ed in the day to day functioning of the department. He said , boo$s ma$e a manager, but practical e)periences ma$e them successful 1. I wor$ed on absenteeism, late5 coming, early5going, union demands on ma3or organisational issues etc. where the manager acts as disturbance handler and has to ta$e many aggressi%e, unwanted decisions at times along with initiating some creating ideas, $eeping in %iew the long term interest of the organisation. I was in%ited at one of Bata India Ltd. retirement G farewell party, to get me ac(uainted with the organisational culture and managements perspecti%e towards its human resources. In a simply organiAed program in the seminar hall of the personnel department, the organisation bid adieu to three of its employees after a long and dedicated ser%ice period in the %icinity of *'5*5 years. 4 soul touching speech was gi%en by one of their long5time colleague, which touched the soul of e%eryone present on the occasion. He said,1 0his is not only to recogniAe their contribution o%er the years, but also to learn from their e)periences 1. 2ementos and gifts were gi%en to the departing employees and refreshments ser%ed to the gathering. 0he e%ent was significant in specifying the importance of a formal and planned separation of employees from the organisation.
D If people ne%er did silly things, nothing intelligent would e%er get done. D 5 Ludwig #ittgenstein
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I cherish the time spend in the leather factory, actually seeing for the %ery first time, the step by step e%olution of the %arious discrete parts transformed into the final product, a shoe. 8%ery shoe has to pass through many hands, machines setup as a chain $nown as Iin$ con%eyors. 8)perienced hands along with creati%e brains ha%e ele%ated shoe manufacturing up to the le%el of art. Its for sure now, that I shall %alue, each and e%ery shoe that I am going to buy in the future. 0he finished goods after passing the (uality chec$s are tagged with (uality M symbols which Bata people call the ornament of the shoes. 0hey are then pac$ed and tra%el hundreds and thousands of miles to reach your feet. 4nother e)perience worth sharing is %isiting the Batanagar estate. /tretching o%er *'* acres on the ban$s of the ri%er &anges, the area is <@ $ilometers from :ol$ata. 7e%eloped during the <>*'s under the British colonial powers it has its own ferry5ghat, cinema5hall, sports5stadium, mar$et, hospital, residential colonies, community halls, auditorium, schools, children5 par$s etc.. 0his self5sufficient estate is well connected with public con%eyance facilities to nearby towns. 2aintenance of such a huge fi)ed asset infrastructure for pro%iding e%ery possible facility to its employees is worth appreciating K admittingly rarer these days. ;ust as a fact, Batanagar once owned a 0erritorial 4rmy for security purposes, which adds a sense of nostalgia to the name of , Batanagar 1.

" %ll that we are is the result of what we have thought. The mind is everything. /hat we thin we become. " 0uddha

STORC < The Windo=

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0wo men, both seriously ill, occupied the same hospital room. +ne man was allowed to sit up in his bed for an hour a day to drain the fluids from his lungs. His bed was ne)t to the roomCs only window. 0he other man had to spend all his time flat on his bac$. 0he men tal$ed for hours on end. 0hey spo$e of their families, their homes, their 3obs, their in%ol%ement in the military ser%ice, where they had been on %acation. 4nd e%ery afternoon when the man in the bed ne)t to the window could sit up, he would pass the time by describing to his roommate all the things he could see outside the window. 0he man in the other bed would li%e for those one5hour periods where his world would be broadened and enli%ened by all the acti%ity and color of the outside world. 0he window o%erloo$ed a par$ with a lo%ely la$e, the man had said. 7uc$s and swans played on the water while children sailed their model boats. Lo%ers wal$ed arm in arm amid flowers of e%ery color of the rainbow. &rand old trees graced the landscape, and a fine %iew of the city s$yline could be seen in the distance. 4s the man by the window described all this in e)(uisite detail, the man on the other side of the room would close his eyes and imagine the pictures(ue scene. +ne warm afternoon the man by the window described a parade passing by. 4lthough the other man could not hear the band, he could see it in his mindCs eye as the gentleman by the window portrayed it with descripti%e words. Fne)pectedly, an alien thought entered his head9 #hy should he ha%e all the pleasure of seeing e%erything while I ne%er get to see anythingT It didnCt seem fair. 4s the thought fermented, the man felt

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ashamed at first. But as the days passed and he missed seeing more sights, his en%y 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 cho$ing on the fluid in his lungs. 0he other man watched in the dimly lit room as the struggling man by the window groped for the button to call for help. Listening from across the room, he ne%er mo%ed, ne%er pushed his own button, which would ha%e brought the nurse running. In less than fi%e minutes, the coughing and cho$ing stopped, along with the sound of breathing. 6ow, there was only silence deathly silence. 0he following morning, the day nurse arri%ed to bring water for their baths. #hen she found the lifeless body of the man by the window, she was saddened and called the hospital attendant to ta$e it away55no words, no fuss. 4s soon as it seemed appropriate, the man as$ed if he could be mo%ed ne)t to the window. 0he nurse was happy to ma$e the switch and after he was comfortable, she left him alone. /lowly, painfully, he propped himself up on one elbow to ta$e his first loo$. Jinally, he would ha%e the 3oy of seeing it all himself. He strained to slowly turn to loo$ out the window beside the bed. It faced a blan$ wall.
" 5o one can read your mind, so what they see, hear 1 feel from you is what they will %nonymous now you for. "

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$i"liography
$ooks <
<. :othari -.I., Research methodology methods and techniques, 6ew age international publishers, 6ew 7elhi, 2''7. 2. 2amoria -.B., &an$ar /.L., Personnel management text and cases, Himalaya publishing house, 2umbai, 2''<. *. Blanchard .6.,0hac$er ;.#., ffective training systems strategies and practices, earson education, 7elhi. 2''7. 4. /i$ula 4.J., Personnel administration and human resource management , ;ohn #iley and sons, 6ew Ror$, <>7?.

We"sites <
<.

www.en.wi$ipedia.orgGwi$iGBataV/ hoes

2. www.ggits.org *. www.google.org 4. www.rduni3bpin.org 5. www.bata.com ?. www.bata.org 7. www.bata.in

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