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Industry Profile Company Profile Vision & Mission of the Organization Goals & Objectives of the Organization Products Profile
The prospects of the seed industry would require changes in Government policy, facilitating its development and removing controls and restrictions. In brief seed industry requires a simple policy and legislation. Historically, the importance of seed has been recognized sine the Vedic times for increasing food production and quality. However organized production and supply of quality seed at the national level stated in 1963 as a consequence of the introduction of hybrid technology during 1961-65. GROWTH : The release of high yield dwarf varieties of wheat and rice by the mid 1960s gave further impetus to the growth of seed industry. This period also saw the constitution of the seed review team, enactment of seeds act, 1996 for regulating the quality of seed and formation of the National Commission of Agriculture. This was the period in which the private sector took significant steps into the seed business. The 1980s, witnessed two more important developments viz., granting of permission to MRT? / FERA companies for investment in the seed sector in 1987 and the introduction of ―NEW POLICY‖ on seed development in 1983. The new policy on seed development while helping liberalize import of vegetable and flower seeds in general and seeds of other crops in a restricted manner encouraged global seeds companies to enter the seed business of India. CURRENT STATUS :
To supply the seeds necessary for the five hundred thousand Indian Villages is a big problem. Storage, transportation and tin rely distribution of pure seed form village to village calls for careful organization within the State Department of Agriculture and the willing cooperation of farmers. Indian‘s seed industry has grown in size and level of performance over the past four decades. It represents a blend of private and public sector companies / corporations. The private sector comprises approximately 140 seed companies, which includes national, global, regional and other seed producing and / or selling companies. The industry has made impressive strides from a modest beginning is 1962-63 to over f5 lakh hectares in seed production in 1995-96. The quantum of seed distributed also grew from 14 lakh to 70 lakh quintals during this period. On the inputs supply the certified quality seeds distribution touched a new high of one million tones during the year 2000-2001. It was 0.91 million tones the previous year. CHALLENGES: Implementing of new techniques requires dissemination and training for their beneficial use. To achieve these goal radical changes will be required in the existing extension systems. In many cases entirely new approaches for dissemination of knowledge will be required. These will have to be constant learning and up gradation of skills to enable transmission of knowledge to the user. To realization of the prospects of the industry will also changes in the government policy, which would facilitate the development of the Indian Agriculture and Seed Industry. The policy must aim at
governing greater self discipline and removing controls and restrictions which inhibit growth and development. ROLE OF THE GOVERNMENT : To achieve self- sufficiency in the production through planned programmes, the distribution of quality seed was rightly considered as a key factor by the government. The far-sighted and liberal policies of Government of India has always laid emphasis to build a sound seed industry in the country and has, supported both public and private sector organizations to develop and to meet the increasing seed demand and also to produce surplus stocks require for export. To support expanded activities the ―National Seed Programme‖ was launched with the financial assistance of the ―World Bank‖ (International Bank for Development). In order to make available the right quality of seed to the Indian farmers in adequate quantities and at reasonable price in time, the Government of India took various steps including promulgation of ―Seed Act‖ during 1996 which became operative throughout the country from October 1969. The main objective of the Act is to produce quality seed of different crop varieties under a system of seed certification and testing is voluntary but the farmers have recognized the importance of quality seed to get higher production with limited resources available at their end. High yielding varieties are being released for cultivation in quick succession by various Agricultural Universities and ICAR institutions through massive research project and screening of planting materials. Steps have been taken during early 1984 to bring seeds within the purview of the Essential Commodities Act to strengthen the regulation of seed quality and to economies production at derived levels.
PROBLEMS : Many problems are being faced by the seed industries and farmers from many years. A number of Multi National Corporations have stepped into our agricultural country to gain control over the seeds and their distribution. Recently, a new variety of seeds have entered the country. This created many new problems for the seed industry and farmers. Generally, a seed may be used either as a food material or as a seed for another crop. But now, the life in the seed is being taken out for making it to be used only as a food material and not as a seed for another crop. These types of seeds are called genetic change or genetic engineering seeds. For example. BT cotton seed. The farmers are made to purchase those seeds which are manufactured by the corporation for their crops. Once the farmers or industry have used these type of seeds, they face many problems. They have to use only those pesticides which are produced by those associations for protecting their crops from the pests, diseases etc. These types would used by the wide associations. The seed industries in India are facing a big problem with the entering the world wide organizations into the country. Also the production is down grading. In 1992, the experiments conducted by the Monsanto scientist if Perestroika show that these has been approximately 11.5 percent decrease in the production of cotton. SEED INDUSTRY IN GLOBAL PERSPECITIVE: The population has been growing at a faster rate in the country. To increase the production accordingly an ―All India Co-coordinated Organization has been established in 1951 with the assistance of
―Rockefeller Foundation‖ which belongs to America. As part of this project, it produced new seeds of maize in 1961 and cotton seeds in 1971. With a view that the State Governments are unable to meet the demand for seeds correctly, two associations have been established with the help of Rockefeller Foundation. They are ―National Seed Association‖ 1963 and ―State Farm Corporation of India‖, 1969. Due to the ―Development Programme‖ which came into existence in 1988, many multinational corporations have stepped into the seed industry. At present there are more than 700 multinational corporations in India organizing seed business directly or indirectly. 19 multinational companies have been made an agreement with the Indian seed industries and have been enjoying the leadership in the seed market. Monsanto, an American Multinational Corporation, has acquired onefourth part of the MICO seeds industry, one of the biggest seed industries in India. The acquisition value given by the Monsanto Corporation is more than 17 times the real value. SEED INDUSTRY IN INDIA: Indian Seeds Industry has grown in size and level of performance over the past four decades. India stands in the 8 th position all over the world in the production of different variety of corps. Again in each crop there are thousand of varieties. To coordinate the seeds research centers and private organizations in the country and to support the expanded activities, the ―National Seed Programme‖ was launched in 1967 with the financial assistance of the World Bank. In 1960 many private organizations have participated in the production of seeds. Many seed industries have laid a strong foundation in the country. Following are some of the major seed industries in India.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.
MICO Seeds Private Limited, Mumbai. Monsanto Holdings Private Limited, Bangalore. Namdhari Seeds Private Limited, Banglore. National Seeds Corporation Limited, New Delhi. Rallis India Limited, New Delhi. Sungros Seeds Limited, Delhi. Cargill Hybrids Private Limited, New Delhi. Pioneer Indian Limited, Kolkata. Proagro Sees Private Limited, Chennai. Sasys Seeds Private Limited, Bangalore. Sinjent India Limited, Pune. Nunhams Seeds Private Limited, Gurgaon.
SEED INUDSTRY IN ANDHRA PRADESH : In Andhra Pradesh the seed industries are many in number. Though Andhra Pradesh is one among the states in India who have been producing different varieties of crops. It does not have the major seed industries in it when compared to other states. Many seed industries have formed recently in the state. Also the state a growing industrially and there is sample scope and potential for the entry and success of new industries. The crop producing seasons are different for different states. In Andhra Pradesh the crop producing season starts from June and ends with the month of September. Generally the rain fed crop in situated in the state irrigated crop many not have better results when compared. The stock to be sold by the seed industries is kept ready during the starting of the year as the period during which the demand will be more fall between March and August. The industries in the state starts the crop again the month June itself. The send industry in
the state starts the crops which form the boundaries of it. The selling period for those states will vary. The following are some of the seed industries in Andhra Pradesh. Indo American Hybrid Seeds (India) Pvt. Ltd., Hyderabad. Seed works India Limited, Hyderabad. Mourya Agri-Tech., Hydrabad. Sriram Bioseed Genetics India Ltd., Hyderabad. Nath Seeds Limited, Hyderabad. JK Seeds Limited, Secunderabad. Nujiveedu Seeds Limited, Hyderabad. Tulasi Seeds Prviate Limited, Guntur. Venus Crane Seeds Pvt. Ltd., Guntur. Tammareddy Seeds, Vijayawada. Gopikrihna Seeds, Mahaboobnagar.
Tulasi seeds private limited was incorporated on 15th May, 1992 under the proprietorship of Sri Tulasi Rama Chandra Prabhu. There are other organizations which are under the same management. T.S.P.L is also one among them. Coastal packaging was the first industry started by them in the year 1977 later on Chaitanya packaging private limited and Chandra transport agencies were started in 1988. After that white gold chits & finance came into existence. This institution holds50% of total number of shares of Tulasi Seeds Private Limited. The company was started with an initial investment ofrs.2 lakhs. in the initial stage, there was no processing plant. In the year 1994 it has been set up a processing plant equipped with full machinery. Thirty acres of land being cultivated under the ownership of the company. This year the company equipped their own laboratory for r&d. The company proprietor, Sri Tulasi Rama Chandra Prabhu, had received best management award in 1994 from the hands of former Chief Minister, Mr Kotla Vijaya Bhaskar Reddy. Again this year he has received parisramika vijetha2002 award from the minister of industries, Mr. Kotagiri Vidyadhar. The company is being run under his efficient managementin such a way that it is not only to pave its way but also able to earn some surplus to meet the needs of groth and expansion.
OBJECTIVES OF TULASI SEEDS PRIVATE LTD The main objective of the company is to provide pure quality and certificated seeds to the farmers. The quality standard of the company is to provide perfect quality seeds. LOCATION OF THE COMPANY : The processing plant and research farm are at ameenabad. They are located in Dokiparru in Medikonduru Mandal of Guntur District in the State of Andhra Pradesh it is only 15 km from Guntur – Narasaraopeta high way. It is only 45km from Vijayawada which is industrially located. The registered office named TULASI HOUSE is located at 4th lane of Arundelpet Guntur. It is nearer to the rail way station. The jonal office is situated at Hyderabad. The branch office is situated at Nagpur in the statted of Maharastra. REGISTERED OFFICE : M/STULASI SEEDS PRIVATE LIMITED Tulasi house; 6-4-6: Arundalpet ;4/5, Guntur – 522 002 Ardhrapradesh ZONAL OFFICE: D.No: 16-2-705/5/8; Near Rice Mills; Malakpet; Hyderabad – 5000369(A.P.) BRANCH OFFICE: A-2 Phase Apartment; Tri Murthy Nagar; Nagpur -22; Maharastra
Ph: 0863 – 2224957
Ph: 040 – 4550348
FINANCIAL OBLIGATIONS :
No expenditure was incurred during the year in foreign currency.
2. 3. 4.
The contingent liabilities at the and of the year was nil. The amount due by company to is units as nil. The company has paid the interest and commissions regularly to the respective parties
FURUTE OUTLOOK : The company has introduced own branded seeds in the local market along with the partial introduction of them in the states of Maharastra, Madhya Pradesh and Karnataka. It has made good progress in the previous year from the own hybrids of cotton seeds and established its own good will in the market. The company is confident of achieving better results in the current financial year in the view of the improving marketing conditions and the companies strategically developed network in various areas. It has been taking all necessary steps for improving quality of the products and services. R&D AND TECHNOLOGY ABSORPTION: 1. Specific are in which r & d carried out by the company. - Development of own hybrid seed. 2. Benefits derived as a result of the above r & d. - Improved efficiencies. 3. Expenditure on R & D. - Rs. 3,49,108 spent under own research and development program during the year. 4. Technology absorption during the year under review is nil.
TSPL ACCOUNTING POLICITES: Accounting Convention : In Tulasi Seeds Pvt Ltd the financial statements are prepared on historical cost conventions and in accordance with generally accepted accounting principles and the provisions of the companies act, 1956. Fixed Assets In tspl, fixed assets are stated at cost of acquisition less accumulated depreciation. Awards: Government of Andhra Pradesh gave best small-scale industrialist award in 1994 APSFC awarded ―parisramika vijeta‖ consecutively for 3 years from 2001 Ministry of small-scale industries, Government of India given National A ward 2003 handed over the award by Dr. A.P.J. abdul Kalam, President of India on 28-10-2005 at New Delhi. Ministry of Small-scale industries, Government of India, given National Award 2005 for ‗Quality Products‘ issued by Sri Pranad Mukherjee Union Minister of defiance on 07-10-2006 at New Delhi. ―Best Mgt Award‖ under May Day Celebrations 2007 given by Dr. Y.S. Rajasekhar Reddy C.M of Andhra Pradesh on 01-05-2007 organized by Ministry of labor & Factories Government of Andhra Pradesh.
VISION AND MISSION
Vision : Tulasi seeds believes that the foundation of its business is to provide excellent in its products through high quality and reliability, at economical and competitive prices, efficient services to satisfy the costumers In order to achieve these goals and attain market leader ship , it shall be the objective of every employee to strive to best in the field Mission : Tulasi seeds will serve the global seed industry as suppliers of high quality cost ,effective time-bound services in manufacturing retailing and sourcing Tulasi seeds will continuously commit our resources to educate or equip our people with skills , expertise and attitudes by combat global competition secure our domestic markets and jobs and expand our global markets Tulasi seeds enable our people to realize economic self sufficiency , self esteem and success and build them as facilitators in the up lifting of our communities
GOALS & OBJECTIVES
The main objective of this study is to study the organization of various department the organizing growth and development of the industry and organization. And also provide present status of the industry and organization, future prospectus of the industry as well as organization. The study also include detailed picture of each departments of emphasizing on marketing, production, human resource, finance, personnel and management information system department. The study also include specific management problem and come out with possible solution and recommendation. To study the organization structure of Tulasi Seeds Pvt. Ltd., To know about its product & Activities. To study of different departments & its function To study the growth & achievement of each departments. To know about organization vision, mission and goals. To know the social economic conditions of work force. To study the labour welfare activities being practice
To make appropriate suggestions for the improvement of labour welfare. To develop the organization culture that attracts competent people to the industry. To suggest various measures to improve the standards of the employee and to improve the organization‘s social motive.
LIMITATIONS OF THE STUDY
6 weeks is too short for extensive study. All the details are not revealed as some matters are confidential. Information provided is mostly of secondary data. So accuracy of the study is limited. It measures only one side performance of the business it completely ignores human resources. It does not measure the qualitative aspects of the business.
Products Profiles :
Tulasi - 4 BG II (Sri Tulasi BG II)
Tulasi - 9 BG II (Bhaskar BG II) - 7g boll weight.
sympodia and erect type.
Tulasi - 118 BG II (Taakath BG II)
stages, reduces boll rotting during. ains.
Cotton leaf curl virus conditions.
Tulasi - 252 BG II (Vahini BG II) suited for High density planting (closure spacing of 3 x 1 feet in red soils and 3x1.5' in black soils ).
stance to sucking pests like jassids, mites and thrips.
Tulasi - 144 BG II (Prachanda Bhaskar BG II)
and rainfed conditions.
Tulasi - 333 BG II (H x B Hybrid) (Maha Tulasi BG II) Extra long staple length (38-40mm) with very good fibre strength (29-30 g/tex). Suitable for both light & heavy soils | Good bursting of bolls facilitate for easy picking.
Strong pedicel of flower which reduces dropping of the squares at flowering stage. Uniform arrangement of sympodia with semi-determinate type of flowering (suitable for early sigment also).
High yielder among inter specific hybrids (12-15 qtls/acre) with good fibre characters.
Tulasi – 4Bt / SRI TULASI Bt
S.N o. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Plant habit Plant height Leaf Flower Days to flowering Bool Adaptability Maturity Yield / Q / ha Ginning percentage Fibre length Fibre fineness Fibre strength Reaction to major pests/diseases Character Features Open. Vigorous, Monopodia 1-3 and 2025 sympodia Medium Broad, dark green, hairy, 3 lobed Petal cream, pollen yellow 55-65 Big. Round/oval to slightly elongated, 45 loculed Both (irrigated & rainfed) 150-170 days 35-40 rainfed, 45-55 irrigated 35-36 32-33 mm 3-8 micronaire 24.6 (g/t) Resistant against bollwork complex (cry IAC gene) to lerant to jassids 1. Leaf drak green 2. Petal cream 3. Pollen yellow 4. Big, round/oval to slightly elongated bolls 1. Having cry I Ac (BG) gene, which offers resistance to bollworm complet (spotted bollworm, pink bollworm & American bollworm). 2. Vigorous growing, profuse bearing, jassid to lerance with good reviving capacity, drought to learance.
Distrinct Uniform and Stable characters (DUS)
Tulasi – 117Bt / NAMASKAR Bt
Plant Characters Plant Habit Plant Height Monopodia Sympodia Stem Characters Stem Hairyness Stem Pigmentation Inter nodal length Thickness of main stem Leaf Characters Leaf Colour Hai yness Size Lobes Shape Cutting of lobes Leaf up Dayus to squaring Days to 1st flowering Days to 50% flowering Duration Flower Characters Petal colour Anther colour Bract Size Petal spot Boll shape Size Bea No. of locules Bolls opening Surface appearance Bearing habit Gossypol glands Average boll weight staple length Fibre strength Ginning percentage Distinct Uniform and stable characters (DUS) Leaf colour Petal Colour Petal Spot Anther colour Boll Special Features Semi Bhushy Medium to tall 3-4 25-30 Slightly hairy Pigmented Close Normal
Green Slightly hariy Medium to Big 3-5 Semi Cup Shallow Pointed 35-40 55-60 60-65 160-180 days Cream Yellow (Anther filaments pigmented) Medium Present Roundish Oval Big Pointed 4-5 Good Smooth Prolific bearing Present 5-6 Gms 33-34 mm 25.2 gm/tex 35-36 Green Cream Present Yellow (anther filaments pigmented) Big, Roundish oval Having cry I Ac (BG) gene, which offers resistance too bollworm complex
RESEARCH HYBRID COTTON TCHH-4 (SRI TULASI)
S.No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Plant habit Plant height Leaf Flower Days to flowering Boll Maturity Yield / Q / ha Ginning percentage Fibre length Fibre fineness Fibre strength Reaction to majoir pests / diseases Character Features Open. Vigorous. Monopodia 1-3 and 20-25 sympodia Medium Broad, dark green, hairy 3 lobed Petal cream, pollen yellow 55-65 Big, round/oval to slightly elongated, 4-5 loculed 160-180 days 25-30 rainfed, 30-45 irrigated 35-36 32-33 mm 4.0 micronaire 25.6 (g/t) Tolerant to jassids
14. Disticnt Uniform and stable characters (DUS)
Leaf dark green Petal cream Pollen yellow Big, round/oval to slightly elongated bools
2. 3. 4.
Vigorous growing, profuse bearing jassid tolerant with reviving capacity drought tolerance
RESEARCH HYBRID COTTON TCHH-9 (BHASKAR)
S.No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Plant habit Plant height Leaf Flower Days to flowering Boll Maturity Yield / Q / ha Ginning percentage Fibre length Fibre fineness Fibre strength Reaction to majoir pests / diseases Disticnt Uniform and stable characters (DUS) Special features Character Features Green, purple pigmentation, sparsely hairy Tall Dark green, semi cup shae, medium to broad leaf, light hairy, 3-5 lobes Medium to big, semi open flower, cream petal and pollen yellow. 55-60 days Obovate shape, big size with small beak smooth surface and dark green colour 160-180 days 24-28 rainfed, 32-36 irrigated 35-38 30-33 mm 4.0 micronaire 23.4 (g/t) Moderately tolerant to white files Cream colour petal, anther and pollen in yellow colour, petal spot absent, boll shape obovate Very good reviving capacity. Suitable for both rainfed and irrigated conditions. Tolerant to white files.
RESEARCH HYBRID MAIZE TCHH-324 (SUDHA)
S.No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Plant habit Plant pigmentation Leaf width Leaf colour Tassel Glume colour Anther colour Silk colour Shank colour Seed texture Seed colour Days to anthesis Days to 50% silking Character 230-240cm Green Broad Green Big and semi loose Green Purple Purple Red Semi flint Orange yellow 50-60 days 58-63 days Kharif : 100 – 105 days 14. Maturity Period Rabi 15. Yield potentiality : 110 – 115 days Features
RESEARCH HYBRID MAIZE TCHH-369 (NAGA)
S.No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Plant habit Plant pigmentation Leaf width Leaf colour Tassel Glume colour Anther colour Silk colour Shank colour Seed texture Seed colour Days to anthesis Days to 50% silking Character 200-215cm Green Broad Green Green Green Green Green White Semi flint Orangle yellow 50-60 days 60-65 days Kharif : 105 – 110 days 14. Maturity Period Rabi 15. Yield potentiality : 120 – 125 days Features
RESEARCH HYBRID SUNFLOWER TCHH-1212 (SURAJ)
S.No. 1. 2. 3. 4. 5. 6. 7. 8. 9. Plant habit Days to 50% flowering Days to maturity Head Head diameter 100 seed weight Oil content Yield Reaction to Diseases Character 160-180cm 45 days 95 to 105 days Well filled 20 to 22 cm 3 to 4 gms 42 to 44% 25 to 30 q/ha Tolerance to necrosis & Alternaria Very high yielding, drought tolerance, High quality grain Features
RESEARCH HYBRID BAJRA TBH - 414
S.No. 1. 2. 3. 4. 5. 6. 7. 8. 9. Plant habit Days to 50% flowering Days to maturity Panicle Length Princle Diameter 1000 Seed weight Dry fodder yield Yield Reaction to Diseases Character 171cm 50 days 80 to 85 days 20 cm 33 cm 12.7 gms 55-60 q/ha 40 to 45 q/ha Tolerance to Downy Mildew Features
RESEARCH HYBRID BAJRA TBH - 405
S.No. 1. 2. 3. 4. 5. 6. 7. 8. 9. Plant habit Days to 50% flowering Days to maturity Panicle Length Princle Diameter 1000 Seed weight Dry fodder yield Yield Reaction to Diseases Character 185cm 45-48 days 75 to 80days 25 to 30 cm 37cm 13.5ms 45-50 q/ha 45-50 q/ha Tolerance to Downy Mildew Features
RESEARCH HYBRID SORGHUM TBH – 216 (SURABHI)
S.No. 1. 2. 3. 4. 5. 6. 7. 8. 9. Plant type Days to 50% flowering Days to maturity Panicle Leaf type 1000 Seed weight Seed colour Yield Reaction to Diseases Character Dark Green 65-70 days 105 to 110 days Awanless, Pointed Broad Leaf 28 to 30 gms Pearly white 35 to 40 q/ha Tolerance to grain mould disease Very high yielding, Dual purpose type (high 10. Special Features folder & good quality grain) Drought tolerance, Non lodging Features
RESEARCH HYBRID BHENDI TBH – 522 (PAVANI)
S.No. 1. 2. 3. 4. 5. 6. Character Plant height Stem Leaves Days to flowering Fruit Yield 100 to 110 cm Light green reddish tingle in some area Dark green, serraled leaves 45 to 50 dyas Cylindrical fruit base is narrow 3 to 3.5 t/ha Features
7. Special features
Very high yielding hybrid Tender, dark green fruits &heavy beraing
25 to 30 pickings
IMPROVED CHILLI VARIETIES TCV – 335 (GOWTAMI)
S.No. 1. Character Plant height 110 – 135 cms Medium spreading branches with short internodes Light green with medium thickness White colour Light Bluish green 9.6 – 11 cms length, thick, 33-35% seed, 6. Fruit pungent, immature fruit light green from the beginning and red after ripening Irrigated : 60 – 70 qtl / ha 7. Yield Rainfed : 60 – 35 qtl/ha All chilli growing areas for rainfed and irrigated conditions Susceptible to virus and moderately tolerant to leaf spot diseases Features
3. 4. 5.
Leaves Flower Anther colour
IMPROVED CHILLI VARIETIES TCV – 002 (RAMYA)
S.No. 1. 2. 3. 4. 5. Character Plant height Branches Leaves Flower Anther colour 100 – 120 cm Short branches with short inter nodes Dark green thick leaf. White colour Blue 10.4cm (avg) length, thick, 50-555% seed, 6. Fruit pungent, immature fruit green from the very beginning and red on maturirty 7. 8. Yield Recommendation 45-50 qtl./ha All chilli growing areas Tolerant to virus and leaf diseases, suitable for rainfed & irrigated areas Features
Canteen : The canteen facility is provided. The canteen is run on contract basis. As per the terms of the contract, the term of contact period is over and at present there is no canteen. Crash : The company is provided this facility for the benefit of the female employees. As they need not worry about their kid. The company also provide food facility with other comforts. Transport Facility : As transport is most important criteria, the company provides its employees due which problem is like absenteeism, delay to work etc might be solved. Health : The premises of company are kept clean. The floor of shop is be cleaned. Provide Ventilation & Temperature Lighting Facilities Drinking water facilities.
Marketing Manager Regional
Finance Manager Executive
Human Resource Manager Executive
Production Manager Senior Officer
Assistant Manager Marketing Officer
Senior Assistant Junior Accountant Clerks
Wage Workers Field Assistants
Sales Representatives Sales Trainers
1. Finance Department 2. Human Resource Department 3. Marketing Department 4. Production Department 5. Quality Control Department 6. Administration Department
Finance is the study of funds management.The general areas of finance are business finance, personal finance (private finance), and public finance. Finance includes saving money and often includes lending money. The field of finance deals with the concepts of time, money, risk and how they are interrelated. It also deals with how money is spent and budgeted. One facet of finance is through individuals and business
organizations, which deposit money in a bank. The bank then lends the money out to other individuals or corporations for consumption or investment and charges interest on the loans.
Loans have become increasingly packaged for resale, meaning that an investor buys the loan (debt) from a bank or directly from a corporation. Bonds are debt instruments sold to investors for organizations such as companies, governments or charities. The investor can then hold the debt and collect the interest or sell the debt on a secondary market. Banks are the main facilitators of funding through the provision of credit, although private equity, mutual funds, hedge funds, and other organizations have become important as they invest in various forms of debt. Financial assets, known as investments, are financially managed with careful attention to financial risk management to control financial risk. Financial instruments allow many forms of securitized assets to be traded on securities exchanges such as stock exchanges, including debt such as bonds as well as equity in publicly traded corporations. Central banks, such as the Federal Reserve System banks in the United States and Bank of England in the United Kingdom, are strong players in public finance, acting as lenders of last resort as well as strong influences on monetary and credit conditions in the economy.
Overview of techniques and sectors of the financial industry Main article: Financial services An entity whose income exceeds its expenditure can lend or invest the excess income. On the other hand, an entity whose income is less than its expenditure can raise capital by borrowing or selling equity claims, decreasing its expenses, or increasing its income. The lender can find a borrower, a financial intermediary such as a bank, or buy notes or bonds in the bond market. The lender receives interest, the borrower pays a higher interest than the lender receives, and the financial intermediary earns the difference for arranging the loan. A bank aggregates the activities of many borrowers and lenders. A bank accepts deposits from lenders, on which it pays interest. The bank then lends these deposits to borrowers. Banks allow borrowers and lenders, of different sizes, to coordinate their activity. Finance is used by individuals (personal finance), by governments (public finance), by businesses (corporate finance) and by a wide variety of other organizations, including schools and non-profit organizations. In general, the goals of each of the above activities are
achieved through the use of appropriate financial instruments and methodologies, with consideration to their institutional setting. Finance is one of the most important aspects of business management and includes decisions related to the use and acquisition of funds for the enterprise. In corporate finance, a company's capital structure is the total mix of financing methods it uses to raise funds. One method is debt financing, which includes bank loans and bond sales. Another method is equity financing - the sale of stock by a company to investors, the original shareholders of a share. Ownership of a share gives the shareholder certain contractual rights and powers, which typically include the right to receive declared dividends and to vote the proxy on important matters (e.g., board elections). The owners of both bonds and stock, may be institutional investors - financial institutions such as investment banks and pension funds - or private individuals, called private investors or retail investors. Areas of finance Personal finance Main article: Personal finance Questions in personal finance revolve around
How much money will be needed by an individual (or by a family), and when?
How can people protect themselves against unforeseen personal events, as well as those in the external economy?
How can family assets best be transferred across generations (bequests and inheritance)?
How does tax policy (tax subsidies or penalties) affect personal financial decisions?
How does credit affect an individual's financial standing? How can one plan for a secure financial future in an environment of economic instability?
Personal financial decisions may involve paying for education, financing durable goods such as real estate and cars, buying insurance, e.g. health and property insurance, investing and saving for retirement. Personal financial decisions may also involve paying for a loan, or debt obligations.
Financial Risk Management
Main article: Financial risk management Financial risk management is the practice of creating and protecting economic value in a firm by using financial instruments to manage exposure to risk, particularly credit risk and market risk. (Other risk types include Foreign exchange, Shape, Volatility, Sector, Liquidity,
Inflation risks, etc.) It focuses on when and how to hedge using financial instruments; in this sense it overlaps with financial engineering. Similar to general risk management, financial risk management requires identifying its sources, measuring it (see: Risk measure: Well known risk measures), and formulating plans to address these, and can be qualitative and quantitative. In the banking sector worldwide, the Basel Accords are generally adopted by internationally active banks for tracking, reporting and exposing operational, credit and market risks. Tulasi seeds use both its own capital and debt to perform activities . the company aims at wealth maximization ,rather than earning more profits . it maintains proper record of every transaction showing full particulars when wanted . the company has adequate internal audit system commensurate with the size and nature of the business. while gold chits and finance , one of the units maintained by the same management it self holds 50% shares of the company having Rs 10/face value each the parties and the employees to whom loans and advances have been given by the company are repaying the principal amount stipulated
HUMAN RESOURCE DEPARTMENT
Origins : Fundamentally, human resource management is based on the assumption that employees are individuals with varying goals and needs. Human resources should not be categorized with basic business resources (trucks, filing cabinets, etc.). Practicing good human resource management (HRM) enables managers of an enterprise to express their goals with specificity, increasing worker comprehension of goals, and provide the necessary resources to promote successfully accomplishment of said goals. When HRM is properly employed members of the workforce are expressive of the goals and operating practices of the firm. HRM is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating
practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organisations. Academic theory : Research in the area of HRM has much to contribute to the organizational practice of HRM. For the last 20 years, empirical work has paid particular attention to the link between the practice of HRM and organizational performance, evident in improved employee commitment, lower levels of absenteeism and turnover, higher levels of skills and therefore higher productivity, enhanced quality and efficiency. This area of work is sometimes referred to as 'Strategic HRM' or SHRM Within SHRM three strands of work can be observed Best practice, Best Fit and the Resource Based View (RBV). The notion of best practice - sometimes called 'high commitment' HRM - proposes that the adoption of certain best practices in HRM will result in better organizational performance. Perhaps the most popular work in this area is that of Pfeffer ho argued that there were seven best practices for achieving competitive advantage through people and 'building profits by putting people first'. These practices
included: providing employment security, selective hiring, extensive training, sharing information, self-managed teams, high pay based on company performance and the reduction of status differentials. However, there is a huge number of studies which provide evidence of best practices, usually implemented in coherent bundles, and therefore it is difficult to draw generalized conclusions about which is the 'best' way (For a comparison of different sets of best practices see Becker and Gerhart, 1996  Best fit, or the contingency approach to HRM, argues that HRM improves performance where there is a close vertical fit between the HRM practices and the company's strategy. This link ensures close coherence between the HR people processes and policies and the external market or business strategy. There are a range of theories about the nature of this vertical integration. For example, a set of 'life cycle' models argue that HR policies and practices can be mapped onto the stage of an organization's development or life cycle. Competitive advantage models take Porter's (1985) ideas about strategic choice and map a range of HR practices onto the organization's choice of competitive strategy. Finally 'configuration models'  provide a more sophisticated approach which advocates a close examination of the
organisation's strategy in order to determine the appropriate HR policies and practices. However, this approach assumes that the strategy of the organisation can be identified - many organisations exist in a state of flux and development. The Resource Based View (RBV), argued by some to be at the foundation of modern HRM, focusses on the internal resources of the organisation and how they contribute to competitive advantage. The uniqueness of these resources is preferred to homogeneity and HRM has a central role in developing human resources that are valuable, rare, difficult to copy or substitute and that are effectively organized. Overall, the theory of HRM argues that the goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an organization's employees, and the overall strategic direction of the company (Miller, 1989). The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to have an interdisciplinary
examination of people in the workplace. Fields such as psychology, industrial relations, industrial engineering, sociology, economics, and critical theories: postmodernism, post-structuralism play a major role. Many colleges and universities offer bachelor and master degrees in Human Resources Management or in Human Resources and Industrial Relations. One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4 fields for the HRM function:
Strategic business partner Change Agent Employee champion Administration Expert Business Management. Procurement Management.
Business practice Human resources management involves several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other
departments. When effectively integrated they provide significant economic benefit to the company.
Workforce planning Recruitment (sometimes separated into attraction and selection) Induction, Orientation and Onboarding Skills management Training and development Personnel administration Compensation in wage or salary Time management Travel management (sometimes assigned to accounting rather than HRM)
Payroll (sometimes assigned to accounting rather than HRM) Employee benefits administration Personnel cost planning Performance appraisal Labor relations
HRM strategy : An HRM strategy pertains to the means as to how to implement the specific functions of Human Resource Management. An organization's HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies, however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas. An HRM strategy typically consists of the following factors:
"Best fit" and "best practice" - meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organizational goals, an organization's HRM strategy seeks to accomplish such management by applying a firm's personnel needs with the goals/objectives of the organisation. As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year
period. Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition, an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives.
Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organization's corporate objectives are devised. This is so, since it is a firm's personnel who actually construct a good, or provide a service. The personnel's proper management is vital in the firm being successful, or even existing as a going concern. Thus, HR can be seen as one of the critical departments within the functional area of an organization.
Continual monitoring of the strategy, via employee feedback, surveys, etc.
The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the
organizational culture within the firm or the industry that the firm operates in and also the people in the firm. An HRM strategy can be divided, in general, into two facets - the people strategy and the HR functional strategy. The people strategy pertains to the point listed in the first paragraph, namely the careful correlation of HRM policies/actions to attain the goals laid down in the corporate strategy. The HR functional strategy relates to the policies employed within the HR functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met. Functions : The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding the staffing needs of an organization and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation,
employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have—and are aware of— personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, e.g., career development, training, organization development, etc. There is a long-standing argument about where HR-related functions should be organized into large organizations, e.g., "should HR be in the Organization Development department or the other way around?" The HRM function and HRD profession have undergone major changes over the past 20–30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to
manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing an important role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner. RECRUITMENT PROCEDURE Estimating the number of employees. Depending upon the company‘s vacancy, the candidates are selected according to the company‘s requirements. Requisition for employees. When ever manpower required the requisition is send to the top management for the selection and posting suitable candidate for the respective work by concerned authority. Requisitions consist of the details like the nature of job to he filled, the number of men required class of employment. After receiving requisition for man power requirements from the respective authority, it is duty of the top management to take further action. Recruitment policy and sources. Here the source is to select suitable people for an organization. It is done to attain organization goals.
1. To plan the man power recruit and select the man power of the required qualification, skill and attitude. 2. To attract and retain the best of the personnel in the industry. 3. To ensure the placement of employees in jobs is in accordance with their physical and mental requirements. 4. To see that there is no discrimination between men and women at time of recruitment. 5. To take care of entire physical development of employees. 6. Depending on the nature of job, the numbers of people need to be employed cost and government regulation is estimated. The usual sources used by the GPL are: 1. SOURCES OF RECRUITMENT : Internal Recruitment : Promotions: It is the development of an employee to do a better job, for achieving greater responsibility, prestige, status and higher rate of wages or salary. Here an employee occupies position immediately above his original position. It is done to built loyalty, moral and sense of belongingness in the employees, to full the higher vacancy from with in organization, to recognize and reward the efficiency of an
employee, to attract and retain the services qualified and competent people, to motivate employees to higher efficiencies. In GPPL both lower and higher position are filled up by promotion within. But not all the employees are promoted, but only those who are suitable for promotion he may be junior employee also, Promotion done on the bases of merit. Here promotion is given by job performance and also employee‘s potentiality. Transfer It involves change in the ob of employees without change in responsibility or remunerations. It is the change in the job where the new job is substantially equal to the old in terms of pay. start and responsibility the following are the reasons for transfer in GPPL. Where there is shortage of employees in one branch due to heavy work. Sometimes in this organization workers are transferred from the surplus branch to another branch where there is shortage of staff. Transfer done: To remove incompatibility between the workers and his boss and between one worker to another worker.
Correction of fault in initial placement of an employee. Sometimes in GPPL, it may urgently need to workers who may be transferred from one department to another or from one unit to another as GPPL has got 2-3 branches in India. This is done to avoid overstaffing and understaffing. 2. EXTERNAL Open advertisements: For filling up the vacant post newspaper advertisements are used in GPPL. There are issued in details like nature of the job. skill, experience and qualification required and date by which a candidate should apply. Personal contacts: Present employees may refer some candidates whenever vacancies to be filled up. These candidates may be friends with the same type of work in another company or own. SELECTION ADOPTED V GPPL The following are the steps included in the selection process of GPPL.
Receipt and scrutinizing application: Here it starts after the receipt of application from perspective employees. Application received must be scrutinized and those who are qualified or suitable for the job will be selected and the rest will he rejected. The selected candidate again will be called for preliminary interview. Preliminary interview. Here the company tries to find out whether the candidate is physically, mentally fit for the job. Here the candidates are asked about their qualification, interest, experience, residence and age. Interview: It is a face to face conversation through which potentiality of a person for job is judged. There will be panel of interviewer interviewing the candidate. In GPPL there will be 2 or 3 types of interview, depending upon the job. Here it is the oral interview where the question related to the job is asked. This is conducted to the candidates who have applied for the office staff. This helps the interviewer to know the qualities and abilities of the candidates and compared with the requirements of the job. The second type of interview is conducted for the candidates who have applied for the
medical representatives. The company wants to know about the communication skills, education and presentation of a topic because these are the persons if selected will deal with outside customers. Placement: If the candidates who are interviewed are found fit by the company for the particular job, the candidate is selected for the position based on the qualifications his capability. Induction: It is where the introduction is given to the employees. During this period of orientation he is interviewed about the company and also its rules, policy and procedures to be followed by him and he is informed about his authority, salary, responsibility, superiors and his subordinates.
Marketing is the process used to determine what products or services may be of interest to customers, and the strategy to use in sales, communications and business development. It generates the strategy that underlies sales techniques, business communication, and business developments. It is an integrated process through which companies build strong customer relationships and create value for their customers and for themselves. Marketing is used to identify the customer, satisfy the customer, and keep the customer. With the customer as the focus of its activities, marketing management is one of the major components of business management. Marketing evolved to meet the stasis in developing new markets caused by mature markets and overcapacities in the last 2-3 centuries. The adoption of marketing strategies requires businesses to shift their focus from production to the perceived needs and wants of their customers as the means of staying profitable. The term marketing concept holds that achieving organizational goals depends on knowing the needs and wants of target markets and delivering the desired satisfactions. It proposes that in order to satisfy
its organizational objectives, an organization should anticipate the needs and wants of consumers and satisfy these more effectively than competitors.
Customer orientation :
Constructive criticism helps marketers adapt offerings to meet changing customer needs. A firm in the market economy survives by producing goods that persons are willing and able to buy. Consequently, ascertaining consumer demand is vital for a firm's future viability and even existence as a going concern. Many companies today have a customer focus (or market orientation). This implies that the company focuses its activities and products on consumer demands. Generally, there are three ways of doing this: the customer-driven approach, the market change identification approach and the product innovation
approach. In the consumer-driven approach, consumer wants are the drivers of all strategic marketing decisions. No strategy is pursued until it passes the test of consumer research. Every aspect of a market offering, including the nature of the product itself, is driven by the needs of
potential consumers. The starting point is always the consumer. The rationale for this approach is that there is no reason to spend R&D funds developing products that people will not buy. History attests to many products that were commercial failures in spite of being technological breakthroughs. A formal approach to this customer-focused marketing is known as SIVA (Solution, Information, Value, Access). This system is basically the four Ps renamed and reworded to provide a customer focus. The SIVA Model provides a demand/customer-centric alternative to the well-known 4Ps supply side model (product, price, placement, promotion) of marketing management. Product → Solution
Promotion → Information Price Place → Value → Access
If any of the 4Ps were problematic or were not in the marketing factor of the business, the business could be in trouble and so other companies may appear in the surroundings of the company, so the consumer demand on its products will decrease.
Some qualifications or caveats for customer focus exist. They do not invalidate or contradict the principle of customer focus; rather, they simply add extra dimensions of awareness and caution to it. The work of Christensen and colleagues on disruptive technology has produced a theoretical framework that explains the failure of firms not because they were technologically inept (often quite the opposite), but because the value networks in which they profitably operated included customers who could not value a disruptive innovation at the time and capability state of its emergence and thus actively dissuaded the firms from developing it. The lessons drawn from this work include:
Taking customer focus with a grain of salt, treating it as only a subset of one's corporate strategy rather than the sole driving factor. This means looking beyond current-state customer focus to predict what customers will be demanding some years in the future, even if they themselves discount the prediction.
Pursuing new markets (thus new value networks) when they are still in a commercially inferior or unattractive state, simply because their potential to grow and intersect with established
markets and value networks looks like a likely bet. This may involve buying stakes in the stock of smaller firms, acquiring them outright, or incubating small, financially distinct units within one's organization to compete against them.
The role of the marketing manager :
For the small business, there are several different organisational approaches to marketing. The duty may lie with a single member of the team, or it could be a group responsibility. The great thing about a small team is the ability to quickly instill a marketing led ethos which can become the operational soul of your business. Depending on budget availability and the skills of the team, you may chose to outsource certain elements of the marketing process (such as market research) or decide to do these jobs in-house. Key responsibilities of the marketing manager / director vary according to the business but can include:
Instilling a marketing led ethos throughout the business Researching and reporting on external opportunities Understanding current and potential customers
Managing the customer journey (customer relationship management)
Developing the marketing strategy and plan Management of the marketing mix Managing agencies Measuring success Managing budgets Ensuring timely delivery Writing copy Approving images Developing guidelines Making customer focused decisions
The marketing role can be diverse or focused but now we'll elaborate further on some key aspects which should be at the heart of the job. Market Research : Marketing managers need to have a good knowledge of the customer. This means building up an accurate picture using the resources that are available. It is important to take personal opinion out of as many decisions as possible – you probably don't think in the same way as a
typical customer. Information can be gathered from questionnaires, focus groups, the internet, interviews, buying habits and many more sources, but it's important that the information is examined in a scientific way using proper statistical methods. Gut feel can only take your business so far.
Development of marketing strategy and plan :
Marketing planning should be at the core to any business and is usually presented in the form of a written marketing plan. A consultant called Paul Smith first developed a process known as SOSTAC® which is a useful model used to structure a marketing plan. SOSTAC is an acronym for the following elements of the plan: Situation Analysis – where are we now? Objectives – what do you want to achieve? Strategy – how are you going to get there? Tactics - what are the details of the strategy? Actions – who is going to do what, and by when? Controls – how are you going to measure success? The marketing plan should provide direction for all relevant members of the organization and should be referred to and updated throughout
the year. The main reason for the marketing plan is that it provides a structured approach that forces the marketing manager to consider all the relevant elements of the planning process which might be missed if a more rushed approach is adopted.
Customer relationship management (CRM) :
Customer relationship management is the process of communicating with customers throughout the various stages of the purchasing process, and this includes people who have already bought from you. It is significantly easier to hold on to an existing customer than it is to find new ones, but doing this requires all elements of the marketing mix to be run well. For example, it's no use sending out a beautifully produced customer magazine if your customer service is dreadful or the product breaks easily.
Measuring success :
An important element of the marketing manager's role which is often neglected is the process of collecting and analysing data on success. This can take the form of website hits, sales figures, market share data, customer satisfaction or many other metrics and it's important to record and track these as a core part of the marketing process.
Final words :
Marketing managers have a diverse and varied job, and promotion should just be one element of the scope. Championing a marketing focussed business structure will provide a greater chance of success in today's challenging business environment and will lead to a more sustainable future.
OBJECTIVES : The production department is the functional area and is responsible for turning inputs into finished outputs through a series of production processes. The production processes are the various stages of production that turn raw materials into finished goods. Although businesses such as bank, insurance companies and internet service providers do not supply physical goods that can be seen or held, they do have to organize their resources to meet customers demands as completely as possible. The production departments objective is to consistently produce goods to the quality that the customer expects, on time and in the numbers the business requires. The production departments produce goods and takes care that they are producing the right amounts of goods and their production is good for the sale. They also check the quality of the products. They arrange things and they buy the raw materials for the products. They also take care that the equipments and the machine are in right order.
AIMS OF PRODUCTION : In a manufacturing company the production function may be split into five sub-functions : The production and planning department will set standards and targets for each section of the production process. The quantity and quality of products coming off a production line will be closely monitored. In businesses focusing on lean production, quality will be monitored by all employees at every stage of production, rather than at the end as is the case for businesses using a quality control approach. The purchasing department will be responsible for providing the materials, components and equipment required to keep the production process running smoothly. A vital aspect of this role is ensuring stocks arrive on time and to the right quality. The stores department will be responsible for stocking all the necessary tools, spares, raw materials and equipment required to service the manufacturing process. Where sourcing is unreliable, buffer stocks will need to be kept and the use of computerised stock control systems helps keep stcoks at a minimal but necessary level for production to continue unhindered.
The design and technical support department will be responsible for researching new products or modifications to existing ones, estimating costs for producing in different quantities and by using different methods. It will also be responsible for the design and testing of new product processes and product types, together with the development of prototypes through to the final product. The technical support department may also be responsible for work study and suggestions as to how working practices can be improved. The works department will be concerned with the manufacture of products. This will include the maintenance of the production line and other necessary repairs. The works department may also have responsibility for quality control and inspection.
FUNCTIONS OF PRODUCTION MANAGER :
With the Planning & Production Manager, develop, direct the implementation of production business strategies and activities to enable the production to achieve output and quality objectives.
Manage and Control the logistics function to ensure supplies of raw materials, finished goods, parts and accessories are available within required time frames and budgets. With the R&D Engineering Manager, develop, direct the the research & development/ engineering activities to ensure products and techniques achieve business needs within the standards set by the market and the regulatory standards bodies. With the Warehouse and Distribution Manager, develop, direct and control the warehouse and distribution activities to ensure the efficient and economical utilisation of facilities for storing and distributing the finished goods. With the Manufacturing Services Manager, develop, direct the implementation of manufacturing sustainability strategies/ actions plans the and continuous improvement programs. are
Planning/Production Manager, R & D Engineering Manager, Manufacturing Services Manager, Factory Services Manager, Warehousing/ Distribution Manager, & Demand Planning Manager.
Production Manager :
Responsibilities : Provide overall Management of the ongoing Production operations including Inventory Control, Scheduling,
Documentation, Equipment Maintenance, Calibration, Shipping, and Quality Control/Inspection. Assist in creation of efficient processes through hands-on development and training. Track quality of all processes through analysis of recorded data and formation of additional test-points. Correlate results with requirements/specifications.
Experience with quality improvement tools and techniques for a manufacturing environment. tive preventive measures and corrective actions to assure continuous product improvement Thorough knowledge of quantitative methods to acquire and analyze a quality systems effectiveness
Thorough knowledge of production equipment and methods from concept to initial pilot runs to high yield production Expertise in developing control experiments leading to process improvements that improves the overall quality of the product Demonstrated ability in creating manufacturing methods that are well-developed, characterized, bounded and repeatable Ability to clearly communicate/document test methods, protocols, reports and conclusions to evaluate components, processes and assemblies Creation of documentation, manufacturing process Instructions, and travelers Experience with packaging of optical components preferred Strong verbal and written communication skills Experience with MS Office applications
QUALITY CONTROL DEPARTMENT
QUALITY CONTROL : Quality control is a process by which entities review the quality of all factors involved in production. This approach places an emphasis on three aspects: Elements such as controls, job management, defined and well managed processes, performance and integrity criteria, and identification of records Competence, such as knowledge, skills, experience, and qualifications Soft elements, such as personnel integrity, confidence,
organizational culture, motivation, team spirit, and quality relationships. The quality of the outputs is at risk if any of these three aspects is deficient in any way. Quality control emphasizes testing of products to uncover defects, and reporting to management who make the decision to allow or deny the release, whereas quality assurance attempts to improve and stabilize
production, and associated processes, to avoid, or at least minimize, issues that led to the defects in the first place. For contract work, particularly work awarded by government agencies, quality control issues are among the top reasons for not renewing a contract.
Total quality control :
"Total quality control", also called total quality management, is an approach that extends beyond ordinary statistical quality control techniques and quality improvement methods. It implies a complete overview and re-evaluation of the specification of a product, rather than just considering a more limited set of changeable features within an existing product. If the original specification does not reflect the correct quality requirements, quality cannot be inspected or manufactured into the product. For instance, the design of a pressure vessel should include not only the material and dimensions, but also operating, environmental, safety, reliability and maintainability requirements, requirements. and documentation of findings about these
Quality assurance :
Quality assurance, or QA (in use from 1973) for short, is the
systematic monitoring and evaluation of the various aspects of a project, service or facility to maximize the probability that minimum standards of quality are being attained by the production process. QA cannot absolutely guarantee the production of quality products. Two principles included in QA are: "Fit for purpose", the product should be suitable for the intended purpose; and "Right first time", mistakes should be eliminated. QA includes regulation of the quality of raw materials, assemblies, products and components, services related to production, and management, production and inspection processes. Quality is determined by the product users, clients or customers, not by society in general. It is not the same as 'expensive' or 'high quality'. Low priced products can be considered as having high quality if the product users determine them as such.
The administration of a business consists of the performance or management of business operations and thus the making or implementing of a major decision. Administration can be defined as the universal process of organizing people and resources efficiently so as to direct activities toward common goals and objectives. The word is derived from the Middle English word administration, which is in turn derived from the French administration, itself derived from the Latin administratio — a compounding of ad ("to") and ministratio ("give service"). Administrator can serve as the title of the general manager or company secretary who reports to a corporate board of directors. This title is archaic, but, in many enterprises, this function, together with its associated Finance, Personnel and management information systems services, is what is intended when the term "the administration" is used. In some organizational analyses, management is viewed as a subset of administration, specifically associated with the technical and mundane
elements within an organization's operation. It stands distinct from executive or strategic work. In other organizational analyses, administration can refer to the bureaucratic or operational performance of mundane office tasks, usually internally oriented and reactive rather than proactive. The world's first business school, the Ecole Supérieure de Commerce de Paris, France, was established in 1819. The first business school in the United States, the Wharton School of the University of Pennsylvania, was founded in 1881. Anecdotically, top French business school HEC was also created in 1881, while Harvard Business School, founded in 1908, was born just one year after France's prestigious ESSEC Business School.
Administrative functions :
Administrators, broadly speaking, engage in a common set of functions to meet the organization's goals. These "functions" of the administrator were described by Henri Fayol as "the 5 elements of administration" (in bold below).
Planning is deciding in advance what to do, how to do it, when to do it, and who should do it. It maps the path from where the organization is to where it wants to be. The planning function involves establishing goals and arranging them in a logical order. Administrators engage in both short-range and longrange planning.
Organizing involves identifying responsibilities to be performed, grouping responsibilities into departments or divisions, and specifying organizational relationships. The purpose is to achieve coordinated effort among all the elements in the organization (Coordinating). Organizing must take into account delegation of authority and responsibility and span of control within supervisory units.
Staffing means filling job positions with the right people at the right time. It involves determining staffing needs, writing job descriptions, recruiting and screening people to fill the positions.
Directing (Commanding) is leading people in a manner that achieves the goals of the organization. This involves proper allocation of resources and providing an effective support system. Directing requires exceptional interpersonal skills and
the ability to motivate people. One of the crucial issues in directing is to find the correct balance between emphasis on staff needs and emphasis on economic production.
Controlling is a function that evaluates quality in all areas and detects potential or actual deviations from the organization's plan. This ensures high-quality performance and satisfactory results while maintaining an orderly and problem-free
environment. Controlling includes information management, measurement of performance, and institution of corrective actions.
Budgeting, exempted from the list above, incorporates most of the administrative functions, beginning with the implementation of a budget plan through the application of budget controls.
Key duties/responsibilities of Administrative manager :
switchboard, mailroom, and kitchen; establishing policies, procedures, and work schedules.
evaluating options; maintaining equipment; approving invoices.
Maintains administrative staff by recruiting, selecting, orienting, and training employees; maintaining a safe and secure work environment; developing personal growth opportunities.
Accomplishes staff results by communicating job expectations; planning, monitoring, and appraising job results; coaching, counseling, and disciplining employees; initiating, coordinating, and enforcing systems, policies, and procedures.
requirements; negotiating price, quality, and delivery; approving invoices.
Completes special projects by organizing and coordinating information and requirements; planning, arranging, and meeting schedules; monitoring results.
Provides historical reference by developing and utilizing filing and retrieval systems.
Maintains continuity among corporate, division, and local work teams by documenting and communicating actions,
irregularities, and continuing needs.
Maintains professional and technical knowledge by attending educational workshops; benchmarking professional standards;
Contributes to team effort by accomplishing related results as needed.
Improves program and service quality by devising new applications; updating procedures; evaluating system results with users.
Achieves financial objectives by anticipating requirements; submitting information for budget preparation; scheduling expenditures; monitoring costs; analyzing variances.
RESEARCH AND DEVELOPMENT DEPARTMENT
The Research and Development team provide friendly expert advice and support on all elements of research including registration, ethics, funding, governance, protocol design, statistics and lots more!
The Research and Development department and the Research and Development Support Unit is responsible for the strategy, infrastructure, management and governance relating to research an development activity at the industries and the associated Research and Development Support Funding.
What Does a Research and Development Department Do?
A research and development department is responsible for innovations in design, products, and style. This department is responsible for creating innovative new products to keep companies a step ahead of the competition. Many companies also rely on the research and development department, or R&D
Department, to improve existing consumer products, and to explore new ways of producing them.
Companies thrive and succeed by creating innovative products, as well as by increasing company profit and utilizing costefficient methods. A research and development department is primarily responsible for ensuring that these goals are met. This is an especially important function in the fields of manufacturing and pharmaceuticals, but can be applied to virtually any industry.
Often, a Research and Development Department works closely with the Marketing Department. The Marketing Department studies consumer trends by surveying and researching
consumer demands, purchasing methods, product sales, and the existence and development of technology across the relevant market. The marketing department gathers all the data, and makes this information available to the R&D department, which will take action in response to the findings and proceed to keep the company on top of current market needs.
Consumer demands often change very quickly, and the research and development department must be alert and adapt to these
market fluctuations accordingly. Companies often allocate millions of dollars to research and development department so that they can continually modify and update their products to preserve a brand's position within the market. Leading products - whether a drug, or a laundry detergent, or anything else usually will not remain in the number one market position forever without some type of improvement and advancement.
A R&D Department may also be tasked with ensuring that products are manufactured within an appropriate time frame, and that they meet specific quality and cost requirements requirements. For example, a particular ingredient or
component of a product suddenly may become too expensive or outdated, and the research and development department will need to explore other means to replace the missing pieces. Therefore, R&D departments often maintain close ties with engineers, chemists, and other product specialists.
advancements in products that range from simple updates of features to dramatic discoveries of new cures for diseases, depending on the field and the company's needs. The aim, in
most cases, is to ensure that each product meets all regulations, legal requirements, and the highest standards in quality control. The research and development department works in
conjunctions with other departments to achieve these aims.
Main Responsibilities (Key responsibilities of the job)
Specific Duties for Manager :
Contribute to the project. Responsible, under the general guidance of the investigators, for undertaking the programme of work.
Prepare reports of appropriate research results for public presentation through seminars and conferences. Contribute to writing papers summarising research
findings for publication in peer-reviewed journals (of high international standing where possible). Contribute to other reports where possible.
Develop, in collaboration with the investigators, such new techniques as may be necessary to achieve the objectives of the research.
Any other relevant activities related to the project as appropriate Comply with any requirements of the awarding authority
Undertake such other duties as may be reasonably expected by the line manager or Head of Department.
General Duties :
Conduct empirical research. Assist in the supervision of student projects as necessary. Collect data and undertake any appropriate analysis of data as requested.
To coordinate the provision of consumable items for the facility (auditing stock,
liaising with suppliers, preparing regular orders of commonly used items).
Where appropriate to assist the supervision, training, expert advice and / or assistance to new members of the team, research students.
Maintain appropriate databases, keeping accurate written and computerized records and to ensure that these records are stored in a secure place, and to maintain confidentiality of all electronically stored personal data in line with the provisions of the Data Protection Act.
7. Make research initiatives and original contributions to the research programme wherever possible, and to contribute freely to the team research environment in a manner conducive to the success of the research project as a whole.
Attend regular meetings with the research team and investigators as required.
To attend and participate in the Department academic activities. Undertake literature searches for the research project, and to be able to
interpret and present the findings of the literature searches and advise the research teams appropriately regarding potential projects as required by the line manager/supervisor/PI.
To keep up to date with subject related and professional issues, in particular, developments in the specific subject area.
CHAPTER - 4
7-S FRAME WORK
THE SEVEN ELEMENTS
The McKinsey 7S model involves seven interdependent factors which are categorized as either "hard" or "soft" elements:
Hard Elements Strategy Structure Systems
Soft Elements Shared Values Skills Style Staff
"Hard" elements are easier to define or identify and management can directly influence them: These are strategy statements; organization charts and reporting lines; and formal processes and IT systems. "Soft" elements, on the other hand, can be more difficult to describe, and are less tangible and more influenced by culture. However, these soft elements are as important as the hard elements if the organization is going to be successful.
The way the model is presented in Figure 1 below depicts the interdependency of the elements and indicates how a change in one affects all the others.
Let's look at each of the elements specifically:
Structure : the way the organization is structured and who reports to whom. Director
T.YOGESH CHANDRA Finance Manager MANJULA
Basis for specialization and coordination influenced primarily by strategy and by organization size and diversity. Structure describes the hierarchy or authority and accountability in the organization charts. A structure is the formalizing of relationships, roles and responsibilities in order to organize and perform work.
Style : The style of leadership adopted. Style of leadership refers to the manner in which an individuals uses his or her talents, values, knowledge, to lead and relate to others.
Style in Tulasi Seeds :
The style in the organization is democratic. Daily meetings are scheduled between production officer and supervisors of all section of problems if any. The production officer and supervisors jointly set the target to be achieved in a day. Weekly meetings are scheduled where in the BOD and managers and officers of all the departments discuss the target to be set and achieved in a week and month and all decisions are taken jointly in consultation with other section heads. The culture of the organization consists of two components.
Organizational culture :
The dominant values and beliefs and norms which develop over time and become relatively enduring features of organizational life.
Management Style :
This is more a matter of what managers do than what they say, how the company‘s managers spend their time? What are they focusing on ? Symbolism the creation and maintenance of meaning is a fundamental responsibility of managers. Thus Tulasi Seeds falls on balance of style that is authoritarian and participative. Under this style each department is given power and responsibilities to operate and take decisions in respect to their departments and sections.
The actual skills and competencies of the employees working for the company. A skill is the ability, knowledge, and understanding to accomplish a task. Skills may be defined as what the company
doest best that distinctive capacities and competencies that reside in the organization.
Skills in Tulasi Seeds :
Tualsi Seeds Pvt. Ltd., is a highly people oriented organization and the company believes in having the right people at the right places. Here formal or informal style is adopted for handling customers depending upon the business opportunity. They have employed 400 people across various skills levels and believe that their people is their main asset. The endorses them by providing continuous training and education to enable them to achieve higher performance. This has helped the company to provide long term employment to the workers and has created an environment that facilitates individual productivity and mutual trust.
Staffing is practice of finding, evaluating and establishing a working relationship with future colleagues on a project. Staffing
states the functions required by each and every employee working in the organization to fulfill and reach the goals of the organization.
Shared Values :
Shared values are trust and link an organization together. Shared values of Tulasi Seeds.
Value Statements :
The action and behavior that guides each of us is our value statements. Our value influences the way we work and interact with clients and all our share holders.
A system is defined as process those links and orders activities to enable work to be done and achieved. System maintained in Tulasi Seeds.
PERFORMANCE MANAGEMENT SYSTEM : Objectives of Performance management system
To integrate company & individuals goals/targets through a process of performance assessment linked to achievement of company objectives. To ensure a more objective assessment of performance & Potentials To identify the development action to be taken to enhance the performance of employees to prepare them for higher jobs.
Performance targets :
These performance targets may be qualitative or quantitative, but should be time bound &should specify level of acceptable performance for getting high performance.
The training needs should specify the skills to be developed so that employee can improve his performance on the current job developed for the future roles. The tools for training are.
On the Job Coaching Efforts by the Employee
Strategy is a plan that an organization formulated to gain sustainable advantage over the competition. Strategy is act of devising &
employing a system of activities that mobilizes all resources towards the goals. Strategy of Tulasi Seeds : To be player in seeds industry The main strategy is gaining a sustainable advantage over competition through quality of service. To maintain good relationship with customers & buying agents.
CHAPTER - 5
Young & energetic workers Total commitment from top management to bottom management. Doing reputed brands for almost 19 years Dedicated people and less skilled operators Co-operative workers union and achieve with stated goal. Produce good quality products. Effective Management
Not able to adopt new technology. High labour turn over. Low skilled operators Lack of space & not able to put in more machines. High targets, which can not be achieved. Employees not satisfied with pay, so labour turnover is high. Competition with other companies.
Expend its domestic market by doing job work for other seeds industry. Do more of company procured and exports.
No latest technology available. They can analyze the maximum output and not able to produce beyond. The space constraint can be a threat of overcrowding and lead to bad health. The agents can move to different company for better output. Work atmosphere is not spacious.
Related to general views : It is the great experience for me for the entire four weeks in the Tulasi seeds Pvt Limited. The practical experience gained by me during my organization study in a lot. It is entirely different from the theory what one learns in the classroom. The situations read and explained theoretically are fully different when it comes to the practical. The practical situations are broad in nature and they are entirely different from one situation to another. On the first day when I reported to the organization, the management allotted a project guide to help me in the course of organizational study. My project guide gave me a brief description about the garment industry, and Tulasi Seeds is an organization under seeds industry. Then she further explained about the company in brief like number of departments and their respective heads. Within the period of one month itself I felt Tulasi Seeds is considering its employees as an assets of the company‘s growth. As the employees are provided with transportation facility, crèches etc, it becomes a motivating factor to employee to work better.
There is a revision of salary every month based on employee performance. It motivates the employees to perform well in their work, but as the target to be achieved is high and it leads to increase in attrition rate. Tulasi seeds organizes family day, celebrates festivals in the employees concern. I felt all motivating the employees. In Tulasi Seeds Pvt. Ltd. Women employees are provided with necessary requirements and maternity benefit is given. The operators are highly skilled and talented but education back ground is only SSLC and PU level. In general, I felt that Tulasi Seeds Pvt. Ltd provides a homely atmosphere to the employees those who are working. When the employees are being treated as resources of the organization, the employees will be dedicated to work and sincere to the organization. I didn‘t find any barrier for communication between the supervisors with doubts and problems. The employees are being provided with full support. The secret of Tulasi family enterprise is efficiency, delegation of responsibilities and effective supervision. The commitment to complete any work taken up by any person with sincerity and honesty is an important factor to succeed in life. these measures are the part of
CHAPTER - 6
FINDINGS & SUGGESTIONS
Tulasi Seeds Pvt. Ltd company has spread its operations world wide. It is find that 40% of the employees fulfill their expectations to a greater extent regarding a training program. Most of the employees are experienced, loyal and co-operative. The company is having best working facilities. The company is providing the training program to enhance employee skills. The company is providing accommodation and medical facilities to their employees. The company is providing awards and other benefits to their employees who are performing their responsibilities well. Employees are treated as humans and not as commodities. The management is excellent. The relationship between employers and employee is excellent and appreciative. Promotion is based on performance. The management wants their employees to update the skills and become competent.
It is suggested that this formal training introduction program in organization is to be addressed on priority basis for the employees. It is suggested that before each training program the consult superiors to brief trained regarding the training this may help in getting the best out of that trained employees. The company should provide complaints and suggestion boxes towards the continuous improvement of organizational
objectives as well as quick response for employees problems. Its better to conduct training programs to enhance employee skills. It is better to get feedback the employees about the facilities provided by the company. It is better to appoint the welfare inspectors for checking the welfare facilities to their employees. It is better to provide post retirement under awards and other benefits to their employees.
CHAPTER - 7
SI. NO 1 2 3 4. AUTHOR Ashwatappa C B Memoria TITLE Human Resources Management Personal management EDITION 4th 5th 6th
Edwin B Flippo Human resources & Personal management Websites accessed : www.google.com www.tulasiseeds.com
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