Topic

PREFACE

2 ACKNOWLEDGEMENT 3 DECLARATION

INTRODUCTION TO PHARMA INDUSTRY

5 CHALLENGES

7 COMPANY PROFILE
8

INTRODUCTION OF THE TOPIC OBJECTIVES

10 PROCESS OF MANPOWER PLANNING

11 MANPOWER INVENTORIES 12 LIMITATION OF THE CASTING 13 DIFFICULTIES

14 OBJECTIVE AND SCOPE 15 RESEARCH MATHODOLOGY 16 ANALYSIS AND DATE INTERPRETATION 17 QUESTIONNAIRE 18 SUGGESTIONS 19 CONCLUSION 20 BIBLIOGRAPHY PREFACE

For the fulfillment of the M.B.A. program, summer training has been incorporated in the curriculum. Whatever the management student receives in the first year, he utilizes that in his project with all his efforts enriched with theoretical knowledge. In brief, you can say that we get findings practically by using all our theoretical knowledge.

Our classroom teaching and text books give us through theoretical background of the different functional areas devoid of practical experience on how these areas administrated and managed respectively. This project assignment gives me an opportunity to understand the applications of classroom learning. This training helps me to develop various aptnesses for problem analysis and the decision-making. I have taken the study

MANPOWER MEDICARE".

PLANNING

WITH

REFERENCE

TO

WIN

INDIAN PHARMACEUTICAL INDUSTRY The Indian Pharmaceutical Industry today is in the front rank of Indias science-based industries with wide ranging

capabilities in the complex field of drug manufacture and technology. It ranks very high in the third world, in terms of technology, quality and range of medicines manufactured. From simple headache pills to sophisticated antibiotics and complex cardiac compounds, almost every type of medicine is now made indigenously. Playing a key role in promoting and sustaining development in the vital field of medicines, Indian Pharma Industry boasts of quality producers and many units approved by regulatory authorities in USA and UK. International companies

associated with this sector have stimulated, assisted and spearheaded this dynamic development in the past 53 years and helped to put India on the pharmaceutical map of the world. GROWTH SCENARIO IN 2010 India's pharmaceutical industry is now the third largest in the world in terms of volume. Its rank is 14th in terms of value. Between September 2008 and September 2009, the total turnover of India's pharmaceuticals industry was US$ 21.04 billion. The domestic market was worth US$ 12.26 billion. This was reported by the Department of Pharmaceuticals, Ministry of Chemicals and Fertilizers. As per a report by IMS Health India, the Indian pharmaceutical market reached US$ 10.04 billion in size in July 2010. A highly organized sector, the Indian Pharma Industry is estimated to be worth $ 4.5 billion, growing at about 8 to 9 percent annually.

FUTURE PROSPECTS The Indian pharmaceuticals market is expected to reach US$ 55 billion in 2020 from US$ 12.6 billion in 2009. This was stated in a report title "India Pharma 2020: Propelling access and acceptance, realizing true potential" by McKinsey & Company. In the same report, it was also mentioned that in an aggressive growth scenario, the Pharma market has the further potential to reach US$ 70 billion by 2020 Due to increase in the population of high income group, there is every likelihood that they will open a potential US$ 8 billion market for multinational companies selling costly drugs by 2015. This was estimated in a report by Ernst & Young. The domestic Pharma market is estimated to touch US$ 20 billion by 2015. The healthcare market in India to reach US$ 31.59 billion by 2020. The sale of all types of pharmaceutical

drugs and medicines in the country stands at US$ 9.61 billion, which is expected to reach around US$ 19.22 billion by 2012. Thus India would really become a lucrative destination for clinical trials for global giants. CHARACTERISTICS OF INDIAN INDUSTRY The Indian Pharmaceutical sector is highly fragmented with more than 20,000 registered units. It has expanded drastically in the last two decades. The leading 250 pharmaceutical companies control 70% of the market with market leader holding nearly 7% of the market share. It is an extremely fragmented market with severe price competition and PHARMACEUTICAL

government price control. The pharmaceutical industry in India meets around 70% of the country's demand for bulk drugs, drug intermediates,

pharmaceutical

formulations, chemicals, tablets, capsules,

orals and injectibles. There are about 250 large units and about 8000 Small Scale Units, which form the core of the

pharmaceutical industry in India (including 5 Central Public Sector Units). These units produce the complete range of pharmaceutical formulations, i.e., medicines ready for

consumption by patients and about 350 bulk drugs, i.e., chemicals having therapeutic value and used for production of pharmaceutical formulations. Following the de-licensing of the pharmaceutical industry, industrial licensing for most of the drugs and pharmaceutical products has been done away with. Manufacturers are free to produce any drug duly approved by the Drug Control

Authority. Technologically strong and totally self-reliant, the pharmaceutical industry in India has low costs of production, low R&D costs, innovative scientific manpower, strength of national laboratories and an increasing balance of trade. The Pharmaceutical Industry, with its rich scientific talents and

research

capabilities,

supported

by

Intellectual

Property

Protection regime is well set to take on the international market.

CHALLENGES
All of these changes are ultimately good for the Indian pharmaceutical industry, which suffered in the past from inadequate regulation and large quantities of spurious drugs. They force the industry to reach a level necessary for global competitiveness. However, they have also exposed some of the inadequacies in the industry today. Its main weakness is an underdeveloped new molecule discovery program. Even after the increased investment, market leaders such as Ranbaxy and Dr. Reddys Laboratories spent only 5-10% of their revenues on R&D, lagging behind Western pharmaceuticals like Pfizer, whose research budget last year was greater than the combined revenues of the entire Indian pharmaceutical industry. This disparity is too great to be explained by cost differentials, and it comes when advances in genomics have made research equipment

more expensive than ever. The drug discovery process is further hindered by a dearth of qualified molecular biologists. Due to the disconnect between curriculum and industry, pharmas in India also lack the academic collaboration that is crucial to drug development in the West.

Win-Medicare Pvt. Ltd.

In the early 80s, Mr. Umesh K. Modi felt the need to expand his business beyond the existing strata. Healthcare was a viable option, for beyond business, was his noble intention to serve the health needs of India. Thus was formed Win-Medicare in the early 1980s. In Collaboration with Sterling Drug of USA. In 1989, the relationship with Eastman Kodak came to an end. In 1990 Win-Medicare became a licensee of Mundipharma for Betadine. In 1990 J.V. of Modi-Mundipharma was established and Win-Medicare was acquired by Modi-Mundipharma. What began as an early vision of healthcare business, is today amongst the fastest growing pharmaceutical companies in India. In the countrys highly fragmented pharmaceuticals market, Win-Medicare enjoys a respectable share and is considered the undisputed leader in select segment. It has made its brand Betadine into Indias 14th largest

pharmaceutical brand. In 75 countries Betadine is trusted for its uncompromising antiseptic efficacy. Win-Medicare has a manufacturing plant in Modipuram (for tablets, capsules & injections) and another Manufacturing plant at GSP Behror, Rajasthan dedicated to Betadine. Its distribution reach is to more than 2,00,000 chemists pan India.

About Umesh Modi Group

Umesh Modi group, one of the largest industrial conglomerate in India, has made its mark in the pharmaceuticals and cosmetics business. The groups interests are also spread across diverse business ventures, the principal being:

Pharma & Healthcare Cosmetics Iron and steel Sugar

Distillery & Alcohol Power & Bio Energy Writing Instruments Engineering Travel and Tour

Umesh Modi Group has 25 branch offices all over India, 8000 skilled and professionally qualified executives, 18 production units spread across India, Sri Lanka and Bangladesh, two R&D centres and collaboration with 15 multinational companies thus having distinction of having one of the largest numbers of foreign collaborations among leading business houses in India. Among many international brands introduced in India by the group few key ones are: Betadine, Hepa Merz, Revlon, Morgardshammar, Senator, Silence, Bodysol and Mederma. The group has its corporate head quarter in New Delhi and is headed by the Group Chairman, President, and CEO, Mr. Umesh K. Modi.

Flying high, the group continues to work hard and keep its eyes fixed on the goal to deliver the range of quality products. The mantra of Umesh Modi Group is achieve the benchmarked, then set your own standards and surpass them too.

About Mr. Umesh K. Modi

Mr. Umesh K. Modi is the Group Chairman, President and CEO of the Umesh Modi Group. He is the youngest son of Late Raibahadur Gujar Mal Modi. A name to reckon with in the Indian Industry firmament, Mr. Umesh K. Modi has been instrumental in bringing the largest number of internationally renowned collaborators to India. Under the tutelage of his father, he started his career in 1972 at the Modi Steel Sugar in Modinagar. He was 23-years-old then and had just passed out from the Banaras Hindu University with a gold medal in Chemical engineering. A man of vision, he quickly learnt to grow beyond his area of expertise. Constantly looking for growth opportunities, he expanded

the Modi Group from the humble sugar-mill beginning to its current conglomerate avatar. And while on the path, he was instrumental in changing the face of the domestic industrial scenario. Particularly creditworthy is his role in introducing innovative technologies to India, thereby fuelling the countrys industrial development. He took the bold step of initiating joint ventures and alliances with European and American companies in the 1980s when it was not as common as it is today. His mantra: in order to build modern plants, have world-class partners via alliances and obtain a technology edge to succeed. A foresight like this earned him the Man of the Year award for the year 1984 from the Ministry of Industries. A man of strict ethics, Mr. Umesh K. Modi puts the organisation before himself. He humbly prefers to see himself as a trustee of the organisation rather than the master. A quick decision maker, he spends his time personally strategising and expects this to be followed by strong execution. Mr. Umesh K. Modi has held the prestigious Chairmanship of

the various organisations such as Steel Furnace Association of India, Western U.P. Sugar Mills Association, Steel Wire Manufacturers Association of India, Sponge Iron Association of India as well as the Presidentship of the Institute of Economic Studies. He continues to be an active member and office bearer of many international organisations such as the Young Presidents Organisation, Industrial Council of

Development, among others. Besides this, he also heads a number of corporations set up with international collaborators.

Group History
The Modi Group of Companies, a family business, was founded in 1933 by late Raibahadur G.M Modi. Ever since Mr. Umesh K. Modi stepped in, the business has been growing at an increasing pace. With his hard work and determination to succeed, he has developed many successful industries till date.

His children, Ms. Meghna Modi, Mrs. Himani Modi Agarwal, Mr. Abhishek Modi and Mr. Jayesh Modi are now actively involved in the business and its expansion.

Vision And Mission

Vision: To deliver the best in class products and brands to the Indian consumer by collaborating with leading International Organizations in the field of Manufacturing, Technology, Research & Development and Marketing. Mission: Umesh Modi Group to achieve a turnover of $ 1 billion by 2015.

OBJECTIVE OF THE STUDY

1. The objective is to understand the Manpower Planning Strategies used in EPI. 2. To know the satisfaction level of workers and employees. 3. Achieving the organizational goals. 4. Determining training needs. 5. Correct forecasting of Manpower requirements. 6. Improving the motivation and morale of the employees. 7. Recruiting Manpower according to the need of the organization keeping in view the present technological changes.

SCOPE OF THE STUDY

Scope

covers

only

Win

Medicare

Employees.

Their

preferences are on basis of various factors related to proper Manpower Planning.

RESEARCH METHODOLOGY & SAMPLING

Define research as a scientific and systematic search for pertaining information of specific topic. It is the pursuit of truth with the help of studies, observation and

experimentation. Research in common parlance refers to research for knowledge. One can also The following are the seven steps of a research: 1. Preparing a list of the needed information.

2. 3. 4. 5.

Designing the data - collecting project. Selecting & determining sample type. Organizing and carrying out of the fieldwork. Analyzing and collective data and reporting the findings.

The research plan that was designed to enable me in collecting the required information is shown below. 1. 2. 3. Data source: Secondary data, Primary data Research Instruments: Questionnaire Contact Method: Direct Interview & Telephone

RESEARCH DESIGN
A research design is a specification of method and procedures or acquiring the information needed. It is the overall

observational pattern or framework of the projects that stipulates what information is to be collected, from which sources, by what procedure. Step 1 Planning of Questionnaire Step 2 Questionnaires Step 3 Collect the primary data from it & secondary data from records RESEARCH PROBLEM In research the first and foremost step happens to be that of selecting and properly defining a research problem. A researcher must find the problem and formulate it so that it becomes susceptible to research.A research problem, in general refers to some difficulty which a researcher

experiences in the context of either a theoretical or practical situation and wants to obtains solution for the same. Sample Size

100 Respondent

Sample Unit

Supervisor and Managers

DATA COLLECTION METHOD

Questionnaire Method

RESEARCH TOOL

% method represented by pie charts.

SAMPLE METHOD

Random sampling

FIELD OF WORK

Human Resource Department

Questionnaire - A questionnaire has been devised suitably to cover the vital factors of manpower planning which include forecasting, sources of recruitment, method of recruitment, etc. These have been discussed elsewhere in the earlier chapters. The author choose; a close ended pattern of questionnaire rather than an open ended questionnaire. The reasons for such a pattern are: i) As the top and middle level managers are apparently busy

people it would be easy for them to check the various possible answers supplied in close ended questionnaire. ii) A close ended questionnaire safeguards against indulging in

vague and desultory expressions. Therefore, for the purpose of

analysis and to ensure correct evaluation, the author decided on administering close ended questionnaire. Adequate care has been taken in arranging the questions in a logical order, avoiding any confusion of misgivings. A specimen of the questionnaire is attached as Annex.

PROBLEMS ENCOUNTERED IN DATA COLLECTION:

The author faced the normal problems in data collection, i.e. certain employees at various levels are not that sincere which type of casual approach which exists in our culture, normally creates problems of updating records and information at the time of survey. However there has been no extra ordinary problem or hurdle faced in data collection except a few here and there which may even be there in quite a perfect system.

MANPOWER PLANNING

Manpower Planning which is also called as Human Resource Planning consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. Human Resource Planning has got an important place in the arena of industrialization. Human Resource Planning has to be a systems approach and is carried out in a set procedure. The procedure is as follows: 1. 2. 3. 4. Analyzing the current manpower inventory Making future manpower forecasts Developing employment programmes Design training programmes

ANALYZING THE CURRENT MANPOWER INVENTORY Before a manager makes forecast of future manpower, the current manpower status has to be analyzed. For this the following things have to be notedType of organization Number of departments Number and quantity of such departments Employees in these work units Once these factors are registered by a manager, he goes for the future forecasting.

MAKING FUTURE MANPOWER FORECASTS Once the factors affecting the future manpower forecasts are known, planning can be done for the future manpower requirements in several work units. The Manpower forecasting techniques commonly employed by the organizations are as follows: Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi technique. Trend Analysis: Manpower needs can be projected through

extrapolation (projecting past trends), indexation (using base year as basis), and statistical analysis (central tendency measure). Work Load Analysis: It is dependent upon the nature of work load in a department, in a branch or in a division. Work Force Analysis: Whenever production and time period has to be analyzed, due allowances have to be made for getting net manpower requirements.

Other methods: Several Mathematical models, with the aid of computers are used to forecast manpower needs, like budget and planning analysis, regression, new venture analysis. DEVELOPING EMPLOYMENT PROGRAMMES Once the current inventory is compared with future forecasts, the employment programmes can be framed and developed accordingly, which will include recruitment, selection procedures and placement plans.

IMPORTANCE OF MANPOWER PLANNING 1. Key to managerial functions- The four managerial functions, i.e., planning, organizing, directing and controlling are based upon the manpower. Human resources help in the

implementation of all these managerial activities. Therefore, staffing becomes a key to all managerial functions.

2.

Efficient utilization- Efficient management of personnels becomes an important function in the industrialization world of today. Setting of large scale enterprises require

management of large scale manpower. It can be effectively done through staffing function. 3. Motivation- Staffing function not only includes putting right men on right job, but it also comprises of motivational programmes, i.e., incentive plans to be framed for further participation and employment of employees in a concern. Therefore, all types of incentive plans become an integral part of staffing function. 4. Better human relations- A concern can stabilize itself if human relations develop and are strong. Human relations become strong trough effective control, clear communication, effective supervision and leadership in a concern. Staffing function also looks after training and development of the work force which leads to co-operation and better human relations.

5.

Higher resources

productivityare utilized

Productivity in best

level

increases manner.

when higher

possible

productivity is a result of minimum wastage of time, money, efforts and energies. This is possible through the staffing and its related activities ( Performance appraisal, training and development, remuneration)

NEED OF MANPOWER PLANNING Manpower Planning is a two-phased process because

manpower planning not only analyses the current human resources but also makes manpower forecasts and thereby draw employment programmes. Manpower Planning is advantageous to firm in following manner: 1. Shortages and surpluses can be identified so that quick action can be taken wherever required. 2. All the recruitment and selection programmes are based on manpower planning.

3.

It also helps to reduce the labour cost as excess staff can be identified and thereby overstaffing can be avoided.

4.

It also helps to identify the available talents in a concern and accordingly training programmes can be chalked out to develop those talents.

5.

It helps in growth and diversification of business. Through manpower planning, human resources can be readily available and they can be utilized in best manner.

6.

It

helps

the

organization

to

realize

the

importance

of

manpower management which ultimately helps in the stability of a concern.

MANPOWER PLANNING AT DIFFERENT LEVELS There are various levels of manpower planning in an industrial enterprise, but each has its own objectives and techniques. It may broadly be carried out at corporate, divisional and plant levels. The

purpose of carrying out manpower planning at various levels is the systematic projection of manpower requirements for the future. Its done to determine the effects of anticipated changes in technology, markets and products on manpower requirements--and training requirements. Its better for manpower planning to start at the lowest organizational level and then move upward. There is no doubt that a corporate plan is developed by the body of top executives with the help of corporate staff planners. However, if personnel lower down in the organization start the planning process I the organization shall reap the benefits of thinking of persons who are more familiar with the day-to-day problems and will be more interested in fulfilling the plans if they have had a hand in formulating them. Therefore manpower level planning be should at begin at the lower higher

organization

and

reviewed

successively

organizational echelons. Manpower planning at the plant level can be conducted by an operating committee on the basis of past data and future projection.

The committee would formulate a manpower plan for the next five year. including the number of employees required and the sources which could be utilized to meet these requirements . It would also determine the number of promotable employees for the annual manpower plan. Finally the committee will evaluate these plans in the light of expected changes of all kinds within the next five years with the help of manpower planning experts. In line with the principles of functional and administrative supervision, this plan would in turn be submitted to the next organizational level which would be the departmental level. Each division or department of the organization will have the divisional committee which would review the manpower plans submitted by ail the plants in the division. At the highest level, a committee of top executives will review all the plans submitted by the divisional committees and will develop similar plans for the headquarter staff .It will make projections of manpower requirements of various kinds during the next five years. At this level adequate emphasis will be given to the

executive manpower planning because it takes a long time before a person is developed into a better executive. The committee will have at its disposal all the records and statistics regarding employees turnover during the previous year, employees going to retire in future and so on. OBJECTIVES FOLLOWS:1. Determining recruitment needs: An essential prerequisite to the process of recruitment is to avoid problems of unexpected shortage, wastage, blockages in the promotion flow and needless redundancies. 2. Determining training needs: this is fundamentally important to planning training programs, for which its necessary to OF MANPOWER PLANNING ARE AS

assess not only quantity but also quality in terms of the skills required by the organization. 3. Management development: A succession of trained and experienced managers is essential to the effectiveness of the

organization, and this depends on accurate information about present and future requirements in all management posts. 4. Balancing the cost between the utilization of plant and workforce: This involves comparing costs of these two resources in different costing projects. 5. Industrial relation: The business plan will, of necessity, make assumption about productivity of the human resource. It will have an impact on the organization's industrial relations strategies. PROCESS OF MANPOWER PLANNING:The process of Manpower Planning involves the following steps as shown in : Objectives of Manpower Planning

Inventory of Manpower Skills

Demand and Supply Forecasting

Determine Net Manpower Requirements

Appraisal of Human Resource Planning

Training and Development Program

Employment Program

Redeployment and Redundancy Plan Manpower planning is a continuous process. It involves the following steps: 1. 2. 3. Determination of objectives of manpower Preparation of current manpower inventory. Demand forecasting. planning.

4. 5. 6. 7. 8.

Supply forecasting. Estimating the net manpower requirements. Action plan for redeployment and redundancy. Employment plan Training and development program.

PROCESS OF MANPOWER PLANNING: 1. Objective of Manpower Planning:

The ultimate purpose of the manpower planning is the to relate future human resources to future enterprise needs so as to maximize the future return on investment in human resources. "Therefore manpower planning should be more concerned with filling future vacancies with right type of people rather than with matching existing personnel with existing jobs. 2. Current Manpower Inventory:

Analysis of current manpower supply may be undertaken by department, by function, by occupation, or by level of skill or qualifications. Systematic steps must be taken in order to ensure that a reservoir of talent is available when vacancies occur. To be sure that available talent has been included the inventory of various skills in the enterprise should be indexed. This record will provide the foundations for a program of individual development. 3. Demand forecasting: The factors relevant for manpower

forecasting are as follows:

(a)

Employment trends : The manpower planning committee at the corporate level should make an examination of number of the employees on the payroll during the past five years to know the trend within each group. With help of this it would be possible to determine whether a particular group has been stable or unstable whether it has been expanding or

contracting. (b) Replacement needs : The need for replacement arises due to death, retirement, resignation and termination of employees. (c) Productivity : An important area to which the manpower planning is related is the improvement in the productivity, Gains in productivity will influence the requirements of manpower. (d) Growth and expansion : Another aspect relevant for

manpower planning is personnel requirement for growth and expansion of the organization. The expansion plans of various plants and division should be carefully reviewed to assess

their probable effects on the number of employees required in each group. (e) Absenteeism : It means a situation when a person fails to come for work when he is scheduled to work. (f) Work study: Work study technique can be used when its possible to apply work measurement to know how long operations should take and the amount labour required. 4. Supply Forecasting: Along with the demand forecasting its

equally important to forecast the supply of different types of personnel with organization at the cutoff date of human resources planning. There are two sources of supply of manpower internal and external. But internal supply is more important for manpower planning. It comprises of the employees working in the organization who can be promoted or transferred to fill up various jobs as and when they fall vacant. This would required evaluation of the present personnel abilities, their strengthen and weakness, so as to gauge their

suitability for different jobs. In order to estimate internal supply of personnel, its necessary to conduct human resources audit and prepare replacement charts in advance. (a) Human resources audit: it gives a through idea of potential and capabilities of persons working in the organization. (b) Replacement charts are meant for listing each key position and indicating time when its likely to be vacated, They also list the most likely candidates working in the organization suitable to fill vacancies and also the time when they would be ready for promotion. 5. Estimating the net human resources requirements: The

human resources planner must compare the demand forecast for human resources with the projected internal supply of human resources before coming to any conclusion. This exercise should be carried out department and skill wise to know the deficiencies or surplus of various types of personnel in future. The possibilities of transfer of personnel from one department to another and promotion

of personnel to higher jobs must also be considered to determine net human resources requirements in the organization as a whole. Besides determining the number of personnel required, its also required. 6. Action plan for redeployment or Redundancy: The essential to determine the qualification of personnel

management has to plan for redeployment and redundancy in case of surplus staff position. If surplus is estimated in some department, employees can be redeployed in other departments, where the deficit of employees is estimated. The management should also plan for training or reorientation before redeployment of employees. Redundancy if the surplus employees cant be redeployed.

plan has to be made 7.

Employment plans: This phase deals with planning how the

organization can obtain the required number and right type of personnel. In other words there is a need to prepare programs of

recruitment, selection. Transfer and promotion so that personnel needs of various departments of the organization are met timely. 8. Training and Development programs: The preparation of

human resources inventory helps in the identifying the training and development needs of the organization. Training is necessary not only for the new employees, but also for the existing employees. All types of job require some sort of training for their efficient performance. The talent Of employees are not fully productive without a systematic program of training. Evaluation of Effectiveness of Manpower planning: After the employment and training programs have been implemented, an appraisal must be made of the effectiveness of manpower planning. Deficiencies in the program should be pointed out and the catalogue of manpower inventory should be updated periodically. An appraisal of the existing manpower plans will also serve as a guide in the future manpower planning. MANPOWER FORECASTING

In a dynamic world, it is seldom possible to validate a projection and this makes people hesitant to spend time and money in attempting manpower forecasting for the companies. But before discarding forecasting as impracticable, one could correctly

understand the purpose of manpower forecasting in a firm and its implications. The Company, after examining past trends and current

developments, sets forth a working model of the system of data. It is then, a series of assumptions stated about how the important variables are likely to behave in the future and these assumptions are used to modify past trends of the variables. The accuracy of these projections depends 'on the realism of the assumptions and the identification of all the relevant variables. In case of manpower projection which are made for policy purposes, it may not even be appropriate to consider validation, since the purpose of projection may be to warn avoidance of the crisis, and therefore, invalidate the projection. In any case, the projection cannot be more correct than the assumptions. One of the most

important uses of projection is, therefore, to read the situation as it is, or as it emerges, evaluate the assumptions, make further refinements and revisions and thus to be able to maintain proper control in course of time. It should be clearly understood that projection do not provide a blue print of the future. They can point the direction and signal the warnings for policy changes policies. Forecasting provides the basic premises on which the manpower planning is built. Forecasting is necessary for various reasons such as: 1. The eventualities and contingencies of general economic business cycles (such as inflation, wages, prices, costs and raw material supplies) have an influence on the short-range and long run plans of all organization. 2. An expansion following enlargement and growth in business involves the use of additional machinery and personnel, and reallocation of facilities. 3. Changes in management philosophies and leadership styles.

4.

the use of mechanical technology necessitate changes in skills of workers, as well as change in the number of employees needed.

5.

Very often a change in the quantity or quality of products or services require a change in the organization structure.

After estimating what the future organization structure should be the next step is to draw up the requirements of human resources, both for the existing departments and for new vacancies. For this purpose a forecast of labour force is needed.

MANPOWER INVENTORIES AND COMPUTERS The application of new technology to record keeping enables management to make more effective use of employee records in this regard. In addition to personal biographical information, such as age, education and training, work experience and perhaps some

psychological factors, such records contain a job history of the employees within the company. When records are computerized, it becomes possible to answer quickly questions like the following: 1. How many employees in what jobs will be retiring in each future year? 2. How many employees with appropriate backgrounds will be available for promotion?

LIMITATION OF FORECASTING
Forecasting is still far from an exact science. While advance planning is useful in seeking to anticipate personnel changes which are just beginning to show themselves, management needs to remember that such forecasts depend upon the continuation of trends, which may easily change. A decline in the economy can change drastically both the need for manpower and even the number of voluntary resignations. The results can be predicted shortage in certain jobs becomes a difficult surplus.

TECHNIQUE OF FORECASTING
There are two types of technique of forecasting 1. 2. Forecasting the demand for labor. The internal supply of labor.

Demand categories:

forecasting

methods

can

be

divided

into

two

JUDGMENTAL AND MATHEMATICAL :

Judgmental methods: These methods may be used by small organizations or by those new to HR forecasting. Judgmental may be also preferred when an organization or an environment in a state

of transition or turmoil, at such times, past trends and correlation cannot be used to make accurate prediction about the future. Perhaps the simplest judgmental method is bottom up, or unit, forecasting: Each unit, branch, or department estimates its own

future need for employees. Idealiy managers receive some guidance and information, which they combine with their own perspectives to reach the estimates. The sum of the estimated unit needs is the demand forecast for the whole organization. Another judgmental method involves top down forecasting by experienced top managers and executives. These experts meet to discuss how trends, business plans, the economy, and other factors will affect the need for human resources at various levels of the organization. Besides predicting the most likely future demand, these experts also may make separate forecasts based on best and worst scenarios. After completing such exercises, the expert can be fairly certain that the actual demand for labor will fall somewhere between their best worst case predictions.

Delphi technique: In using this technique, the expert do not meet face to face. This method is more economical. The first step in the Delphi process is to develop an anonymous questionnaire that asks the experts for an opinion and reasons that they hold that opinion. The results of this questionnaire are compiled and returned to the experts, along with a second anonymous questionnaire. In this way the expert can learn from one another and modify or elaborate their position in the second questionnaire. The process continues through several more rounds until the expert agree on a judgment. Simple Mathematical methods: The simplest mathematical methods of forecasting use only one factor to predict demand. For example, to predict the need for labor, one could examine staffing levels during the last few years, note the trend, and extend the trend to the upcoming year's sales, production, or another business factor related to the need for labor. This information would then be combined with productivity ratios to predict the number of direct labor employees needed.

The productivity ratio is the average number of units produced per direct tabor employees per year. Direct to indirect labor staffing ratios are used to calculate the number of individuals required in other jobs. Productivity and staffing ratios based on historical data may be modified judgmentally if the ratios are expected to change. Complex mathematical methods: Large organizations with a long history of HR planning are likely to employ these methods. One such method, multiple regressions, uses several factors that correlate with tabor demand to forecast future demand. Examples of such factors include sales, profits, capital investment, and gross national product. Historical data are used to derive an equation describing the relationships of these factors to employment levels; then current or predicted values of the factors are inserted into the equation predict future demand. A second forecasting method employs linear, or goal,

programming to determine optimal staffing levels given a set of constraints. Constraint might include compensation budgets,

minimum and maximum ratios between various kinds of jobs, or minimum and maximum output figures.

THE INTERNAL SUPPLY OF LABOR :

Once the demand for labor is predicted, it is necessary to forecast the supply of labor that the organization will already have available to meet the demand. The internal supply of labor consists of all the individuals currently employed by an organization. These employ can help to fill future demands by remaining employed in their current positions or by being promoted or transferred to fill vacancies elsewhere in the organization. The internal supply of labor is constantly changing as new people enter and others resign, retire, or are discharged. Predicting the internal supply of labor: Markov analysis is a fairly simple method of predicting the internal supply of labor at some future time. The heart of Markov analysis is the transition probability matrix, which describes the probabilities of an

incumbent's staying in his or her present job for the forecast time period, moving to another job in the organization, or leaving the

organization. When this matrix is multiplied by the number of people beginning the year in each job, the result show how many people are expected to be in each job by the end of the year.

DIFFICULTIES IN MANPOWER PLANNING:

Manpower planning is not always effective. Some of the major problems are described below: 1. Lack of Understanding of Rationale of planning: There is generally identity crisis and many Managers as well as human resources specialist do not fully understand the rationale or purpose human resource planning. 2. Insufficient Top Manager's support: In the long run, human resource. Planning must have the full support of top management.I otherwise its going to be ineffective.

3.

Insufficient initial Efforts: Manpower planning might fail because of lack of sufficient initial efforts. To be successful J manpower planning should start slowly and expand gradually.

4.

Lack of Coordination with other Function: To be effective, manpower planning must be coordinated with other

management functions. 5. Lack of Integration with Organizational plans: Manpower planning must be based on organizational objectives and plans. This requires development of good communication channels between organizational planners and the human resources planners. 6. Non-cooperation of Operating Managers: Manpower

planning may fail because of non-cooperation between the personnel and other functional managers. In order to ensure effective manpower planning, its essential to take necessary action to bridge the gap between the present

resources and the estimated future needs. Future action should be planned for both short term and long term to include: {1} Better job descriptions and human profiles. {2} A hard look at the recruitment and selection policy. {3} A scheme for assessing performance and potential of

individuals.

{4} An examination of the current training and

training schemes for all employees. {5} An examination of the conditions of employment which would include pay structure I shift work, working hours, etc.

INTERPRETATION
1> Do you understand the meaning of Manpower Planning? a. Yes b. No

CRITERIA YES NO

RESPONDENT 78 22

PERCENTAGE 78 22

78% resondent is understand the meaning of Manpower Planning Q2. Does it important to have proper Manpower Planning? a. Yes b. No

CRITERIA YES NO

RESPONDENT 60 40

PERCENTAGE 60 40

1 is yes and 2 is no Q3. Does manpower planning helps the companies in improving the a. Yes working quality of the b. No company ?

Q4. Which is the most important element of Manpower Planning ? a. c. Manpower Inventory Assessment b. Performance App.

Q5. Does the company needs to improve the Planning a. Yes Methods? b. No

Manpower

Q6. Do you want a separate division solely for the purpose of manpower planning? a. Yes b. No

Q7. Does the manpower planning division helps in the regular and consistent growth of the company? a. Yes b. 8 No

Q8. Does the importance of Manpower planning needs to be explained to the employees of the company also? a. Yes b. No

Q9. Are you satisfied with the Manpower Planning used by the company ? a. Yes b. No

Q10. What number and types of employee are present in the company ? a. c. Low Skilled High Skilled b. Moderate Skilled

Q11. Do you considered Manpower Planning as a Strength of your company ? a. Yes b. No

Q12. Suggest your suggestion for improvement: ............................................................

Findings
The modern pharmaceutical industry is a highly competitive nonassembled global industry. Its origins can be traced back to the nascent chemical industry of the late nineteenth century in the Upper Rhine Valley near

Basel, Switzerland when dyestuffs were found to have antiseptic properties. A host of modern pharmaceutical companies all started out as Rhine-based family dyestuff and chemical companies e.g. Hoffman-La Roche, Sandoz, Ciba-Geigy (the product of a merger between Ciba and Geigy), Novartis etc. Most are still going strong today. Over time many of these chemical companies moved into the production of pharmaceuticals and other synthetic chemicals and they gradually evolved into global players. The introduction and success of penicillin and other innovative drugs in the early forties institutionalized research and development (R&D) efforts in the industry. The industry expanded rapidly in the sixties, benefiting from new discoveries and a lax regulatory environment. During this period healthcare spending boomed as global economies prospered. The industry witnessed major developments in the seventies with the introduction of tighter regulatory controls, especially with the introduction of regulations governing the manufacture of generics. The new regulations revoked permanent patents and established fixed periods on patent protection for branded products, a result of which the market for branded generics emerged.

Suggestion and Recommendations Complex mathematical methods: Large organizations with a long history of HR planning are likely to employ these methods. One such method, multiple regressions, uses several factors that correlate with tabor demand to forecast future demand. Examples of

such factors include sales, profits, capital investment, and gross national product. Historical data are used to derive an equation describing the relationships of these factors to employment levels; then current or predicted values of the factors are inserted into the equation predict future demand.

Conclusion Industrial licensing has been abolished for all drugs, formulations and drug intermediates except for the five drugs which are reserved for public sector. Moreover, price controls have been waived for a period of five years for drugs which have been developed indigenously there is a price controls under DPCO, still a majority of drugs in the market are not regulated and the price rise during this period is still considered to be minimal. In short, while the DPCO has evolved in a step-by-step ad hoc fashion, it has managed to strike a rough balance between regulating prices to ensure adequate access to essential medicines for the rural and urban poor, while allowing the emergence of a globally competitive Indian domestic drug industry. The new research environment has added important new elements to the risk environment of pharmaceutical research as a by-product of the dramatic exploration of entirely new areas of application. Manufacturers that venture into new territory are less certain of what they will find and less confident of what it will be worth when they find itthey face new uncertainties over both supply and demand.

BIBLIOGRAPHY

Human Resource Management

by T.N. Chhabra

Personnel Management

by Arun Monappa Mirza Saiyadai

Human Resource Development and Training

by Dr. K. S. Anandaram

Management of human resource

by Ghosh P

Notes by

Mr. Krishna Murthy

Appendix

List of Indian Companies having Type-II (Active) DMF filing

Table : 25 List of Indian Companies having Type-II (Active) DMF filing
LOCATION TAMIL NADU, INDIA. NO. OF DMF 1

DMF HOLDER ALCHYMARS ICM SM PRIVATE LTD

ALCON BIOSCIENCES PVT LTD ALEMBIC LIMITED (API DIVISION) ALKALI METALS LTD ALKALOIDS CORP ALKEM LABORATORIES LTD ALPEX INTERNATIONAL PVT LTD AMOLI ORGANICS PVT LTD ANDHRA SUGARS LTD ANJAN DRUG PVT LTD ANTIBIOTICOS SPA ANUH PHARMA LTD APICORE LLC APOTEX PHARMACHEM INC APOTEX PHARMACHEM INC APOTEX PHARMACHEM INC ARCH PHARMALABS LTD ARCH PHARMALABS LTD ARTEMIS BIOTECH ASENCE PHARMA PVT LTD ASIAN HERBEX LTD AURO LABORATORIES LTD AUROBINDO PHARMA LTD AVENTIS PHARMA DEUTSCHLAND GMBH AVON ORGANICS LTD BASIC PHARMA LIFE SCIENCE PVT LTD BELCHER PHARMACEUTICALS INC BENZOCHEM LIFESCIENCES PVT LTD BIOCON LTD CADILA HEALTHCARDE LIMITED CADILA PHARMACEUTICALS LTD CALYX CHEMICALS & PHARMACEUTICALS LIMITED CENTAUR CHEMICALS PVT LTD CIPLA LTD

GUJARAT, INDIA. GUJARAT, INDIA HYDERABAD, INDIA. ANDHRA PRADESH, INDIA. GUJARAT STATE, INDIA ANDHRA PRADESH, INDIA. GUJARAT, INDIA ANDHRA PRADESH, INDIA. TAMIL NADU INDIA CHENNAI, INDIA. MAHARASHTRA, INDIA GUJARAT, INDIA FOR APICORE LLC ANDHRA PRADESH INDIA GUJARAT, INDIA. BANGALORE, INDIA MAHARASHTRA, INDIA. HYDERABAD, INDIA. HYDERABAD, INDIA. GUJARAT, INDIA ANDHRA PRADESH, INDIA MAHARASHTRA INDIA ANDHRA PRADESH, INDIA. GUJARAT, INDIA MAHARASHTRA, INDIA. GUJARAT, INDIA. MAHARASHTRA, INDIA. BOISAR, INDIA BANGALORE, INDIA. PADRA (GUJARAT), INDIA GUJARAT, INDIA. MAHARASHTRA INDIA MAHARASHTRA, INDIA. MAHARASHTRA, INDIA

1 22 1 1 1 3 2 2 1 1 2 1 3 2 5 1 4 1 1 1 1 119 1 3 3 1 6 16 61 28 6 2 115

CIPLA LTD CIPLA LTD CIPLA LTD

CIPLA LTD CIPLA LTD

BANGALORE, INDIA. BOMBAY, INDIA. MAHARASHTRA, BANGALORE, MUMBAI AND VERNA GOA, INDIA. KURKUMBH, INDIA. KURKUMBH, BANGALORE, PATALGANGA, VIKHROLI, INDIA RAIGAD, INDIA. AHMEDABAD, INDIA. ANDHRA PRADESH, INDIA GUJARAT, INDIA NADIA WEST BENGAL INDIA AHMEDABAD, INDIA. ANDHRA PRADESH INDIA

CIPLA LTD CONCORD BIOTECH LIMITED COVALENT LABORATORIES PRIVATE LTD CTX LIFE SCIENCES PVT LTD DABUR INDIA LTD DISHMAN PHARMACEUTICALS AND CHEMICAL PVT LTD DIVIS LABORATORIES LIMITED

5 1 3 9 4 33

QUESTIONNAIRE

Name: .. Age/Sex........................................................................................ ...... Address/Mob................................................................................. ......

Q1. Do you understand the meaning of Manpower Planning? a. Yes b. No

Q2. Does it important to have proper Manpower Planning? a. Yes b. No

Q3. Does manpower planning helps the companies in improving the a. Yes working quality of the b. No company ?

Q4. Which is the most important element of Manpower Planning ? a. c. Manpower Inventory Assessment Manpower b. Performance App.

Q5. Does the company needs to improve the Planning a. Yes Methods? b. No

Q6. Do you want a separate division solely for the purpose of manpower planning? a. Yes b. No

Q7. Does the manpower planning division helps in the regular and consistent growth of the company? a. Yes b. 8 No

Q8. Does the importance of Manpower planning needs to be explained to the employees of the company also? a. Yes b. No

Q9. Are you satisfied with the Manpower Planning used by the company ? a. Yes b. No

Q10. What number and types of employee are present in the company ? a. c. Low Skilled High Skilled b. Moderate Skilled

Q11. Do you considered Manpower Planning as a Strength of your company ? a. Yes b. No

Q12. Suggest your suggestion for improvement: ............................................................