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CHAPTER - 1 INTRODUCTION 1.1 Introduction of the Study:2 3 4 Study Of Marketing Mix Is One Of The Important Activities In Marketing .So For This Project Researcher Selected The Title The Study Of Marketing Mix Of Barshi Textile Mill . The Project Report On The Study Of Marketing Mix Of Barshi Textile Mill Is Selected For Research As A Practical Fulfillment Of Mba Programme In Solapur Sinhgad Business School of Management . The Marketing Mix Is A Broad Concept Which Includes Several Aspect Of Marketing Which All Inquire To Obtain A Similar Goal Of Creating Awareness And Customer Loyalty . The Marketing Mix Is Not Only An Important Concept ,But A Guideline To References Back To When Implementing The Price ,Promotion ,Product And Distribution . Those Are The Four Main Ingredients Of The Marketing Mix . As Far As Btm S Marketing Mix Is Concerned Promotional Mix Has Less Important As The Mill Manufactures Industrial Product So Promotional Activities Does Not Affect Much On Maintaining Customer Relation Management . As The Competition In The Yarn Sector Is Very High Hence It Is Important For Every Company To Have Smooth Distribution Of Product .

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1.2 Objectives of the Study:1. To Make A Detail Study Of Marketing Mix Pattern Of Barshi Textile Mill, Barshi. 2. To Study Different Product Variation In Btms Product Portfolio 3. To Study Place (Physical Distribution) Mix Of Btm, Barshi 4. To Study The Pricing Policy Of Btm Products

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1.3 Significance of study:1. In View Of The Fact That There Is An Increase Of Nearly 10% In The Potential Cotton And Polyester Yarn Usage In Textile Industries In India Due To The New Innovations In Fashion Industry ,Its Increase In Usage ,And Rise In Textile Industries , The Use Of Cotton And Polyester Yarn Has Becomes Absolutely Essential .Hence The Textile Industry In India Has Vital Role In The Country . 2. The Study Will Be Useful To Upgrade Their Business .Hence The
Organization Will Actively Work To Build A Strong Favorable Image In The Mind Of Their Public And The Business Organization Plans To Improve The Companys Image To Compete Successfully .

1.4 Research Methodology:


1.4.1 Methodology Details:

1. Primary Data
The First Hand Information Which Has Been Collected By Researcher Is Colled Primary Data. These Are The Original Observation.This Is Done With The Concerned Authority In The Organization As Well As Survey . It Is Collected By Conducting Survey Of Authorized Distributors .

Data Collection Method


A Questioner Containing Multiple Choice Questions Were Made To Collect The Data . It Was Given To The Distributors.

2.Secondary Data
The Data Already Collected And Presented Earlier By Any Agencies Which May Be Used For The Purpose Of The Investigations Are Called Secondary Data.

It Is Collected Trough Following Sources


1.Offical Records 2. Annual Report Of The Organization 3.Reference Book 4.Internet

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1.4.3 Sampling Procedure a) Sample size: - 100 The sample sizes taken by the researcher for the study were 100 employees, which consists of trainees from all level of the organizations. b) Sampling technique:- Random Sampling c) Sampling Area: - Pune.

1.4.3 Sampling Procedure a) Sample size: - 100 The sample sizes taken by the researcher for the study were 100 employees, which consists of trainees from all level of the organizations. b) Sampling technique:- Random Sampling c) Sampling Area: - Pune.

1.4.4 Methods & Instruments of Data Gathering: There are various types of tools of primary data collection some of them are which researcher has used for the study are as bellow. Questionnaire:Researcher has made 14 questions for the study on officers according to those questions researcher has collected the data. Observation method:Data are collected by observing the organization in 50 days. 1.4.5 Statistical tool of analysis: Researcher has used tools for the analysis are1. Excel work sheets. 2. Table. 3. Percent analysis etc.

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1.5 Scope & Limitations of the study:Scope of the study

The Study Is Only Regarding The Existing Marketing Mix Activity Of Barshi Textile Mill .This Give Me Satisfaction And Considerable Knowledge About Marketing ,Marketing Mix ,And Production Process .

Geographical Sope The Data Is Collected From Barshi,Ichalkaraji,Solapur And Mumbai So The
Scope Is To These Cities And Total 10 Distributers Only Limitations: The study is carried out in Pune region only because of limited time duration. Due to large population, our sample size is only 1oo, which is not very large. All the respondents could not fill their questionnaire on their own due to language problem and also problem of time and lack of positive behaviour. Respondent may give biased answer due to some lack of information about training method. Findings of the study are based on the assumption that the respondents have given correct information.

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CHAPTER -II ORGANIZATIONAL PROFILE

2.1 About the Organization


Establishment Year Firm Type Nature of Business Level to Expand Address Web-site : : : : : : 1987 Proprietorship Manufacturer International P.O. Bag No.22, Pimpri, Pune-411018. www. ThyssenKrupp.com

About the company


ThyssenKrupp Industries India in the last four decades has grown to become one of the most trusted names in the fields of Sugar Plant & Machinery, Open Cast Mining & Bulk Material Handling Systems, Cement Plants & Machinery and Steam Generating Plants. Today with strong foundations and access to world class technology ThyssenKrupp Industries India's plantmaking capabilities are helping the industry become competitive world over. ThyssenKrupp Industries India's strategic vision as an EPC Contractor to execute turnkey projects is derived from its core strength of integrated engineering expertise & automation in manufacturing backed by an excellent team of project executives. The company firmly believes in delivering total customer satisfaction spanning from concept to commissioning to after sales service.

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ThyssenKrupp Industries India's highly competent project management capabilities are a result of its tradition of anticipating and fulfilling specific customer requirements. A highly qualified team of engineers and technicians, supported by the most modern IT infrastructure ensures the brand of quality, ThyssenKrupp is known for worldwide. The emergence of a true market leader speaks volumes about the world class technology inherent in the company's products. The company's nationwide branch network along with the support of ThyssenKrupps global establishments enables it to meet the needs of customers on time.

2.2 Vision and Mission


Vision:We are committed to engineer, manufacture, supply and install technologically advanced solutions for the sugar plants, mining and bulk materials handling, cement plants and industrial boilers & power plants. Through our countrywide locations, we provide value added products and services that generate sustainable value for our clients. With a unique blend of skills, experience, teamwork and focus, we strive to become the customers Partner of Choice. Mission:Our mission is to provide the most effective & innovative solutions that customers needs. We will achieve this goal by providing services over & above the normal level of performance.

2.3Different Department Of Organization:


ThyssenKrupp Industries India Pvt Ltd is a very big company in Pune district. It is having various functional departments for smooth and systematic working those department are HR and Safety Department. Accountant Department. Production Department. Inventory Management. Engineering
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2.4 Products Profile of Organization


PRODUCTS

Sugar and plant Machinery

Cement Power plant

Material Handling Systems

Boiler and Power plant

1. Refineries 2. Fiberiser 3. Shredder 4. Rotary screen 5. 3roller mill 6. 4roller mill 7. 5roller mill 8. 6roller mill

1. Sampling Systems 2. Expert Systems 3. Kiln temp. Scanner 4. Master process and Control System

1. Spreaders 2. Bucket Wheel Excavators 3. Tripper Cars 4. Transport Crawlers 5. Crushing Plants 6. Stackers 7. Pipe Conyers

1.CFBC 2.Gas/oil fired Boilers

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2.5Organization Structure:

Managing Director

Factory Manager

Marketing Manager

Finance Manager

Production Manager

Human Resource Manager

Asst. Manager Sales Executive

Asst. Manager Finance Executive

Asst. Manager Foreman

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Fitter

2.6 Facilities of Organization:Accident Insurance:The accident insurance of Employees and Labour has been insured to the United India Insurance Company Ltd, Branch-Aurangabad. Roads & Site Development:All roads from main gate to company warehouse and other internal roads have been developing. Computerization:For getting technical efficiency, the office is totally computerized. For making bills of payments as well as keep daily reports of production, company has internet facility. Employee Welfare:If any Employee dies in accident while performing his job, then Organization will be given an accident insurance of Rs.6, 00,000 to 8, 00,000 as per the workman composition. Management & Employee Relationship:All employees including Officers, Staff members and Labours are responsible for the growth of the company to maintain good relationship between Management and Other Employees. Health and safety:Sinhgad Institute of Business Management, Kamlapur

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There is certain health and safety provided by organisation. They provided safe drinking water, canteen, and good working condition.

2.7 Future Plan of Organization:


To increase production capacity. Providing best quality products and services Minimizing losses during production. Promoting and ensuring safe working environment. To generate sustainable value for our clients

2.8 Milestones at A Glance:20072008 2006 2004 1994 1990 1988 1986 1981 1978 1976 1975 Golden Jubilee of ThyssenKrupp Industries India Expansion in Pimpri & Hyderabad works Bagged DVC & Harduaganj Orders worth US $150 Million. Two orders each for 50 MW Power Plant EPC AdityaBirla Group Cement plant export order: Gulf Cement Ras Al Khaimah & Al Salam, Sudan Machinery and equipment for edible oil plant Licence Agreement with Deutsche Babcock for CFBC Boliers Upto 200 TPH Establishment of second manufacturing facility at Hyderabad Machinery and equipment for sponge iron plant First order from Coromandel Cement in collaboration with Polysius AG Development of In-house technology for boilers up to 60 TPH Bagged first order open cast mining spreader Neyveli Lignite Corp. First major export order for complete sugar plant refinery to Malaysia

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1974 1970 1968 1962

Machinery & equipment for Compost plant for house refuse Machinery & equipment for Brewery Machinery & equipment for Calciner plant Machinery & equipment for complete sugar plant

CHAPTER -III THEROTICAL BACKGROUND 3.1 Introduction, Meaning & Definition


Introduction:Training is an organized procedure which brings about a semi-permanent change in behaviour, for a definite purpose. The three main areas involved are skill, knowledge and attitudes but always with definite purpose in mind. Every organization needs to have well-trained and experienced people to perform the activities that have to be done. If current or potential job occupants can meet this requirement, training is not important. When this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. Training makes the employees versatile in operations. All rounders can be transferred to any job. Training programme is important as it lends stability and flexibility to an organization, besides contributing to its capacity to grow. Accidents scrape, and damage to machinery and equipment can be avoided or minimized through training. Furthermore, future needs of employees will be taken care by training. As jobs have become more complex, the importance of employee training has increased. When jobs were simple, easy to learn, and influenced to only small degree by

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technological changes, there was little need for employees to upgrade or alter their skills. But the rapid changes taking place during the last quarter-century in our highly sophisticated and complex society have created increased pressures for organizations to readapt the products and services produced, the manner in which products and services are produced and offered, the types of jobs required, and the types of skills necessary to complete there jobs. In a rapid changing society, employee training is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable work force.

Definition of Training: Training is a learning experience in that it seeks a relatively permanent change in an individual that will improve his or her ability to perform on the job. We typically say training can involve the changing of skills, knowledge, attitudes, or social behaviour. It may mean changing what employees know, how they work, their attitudes towards their work, or their interactions with their co-workers or their supervisor. Need and Importance: Effective training enables employees to learn to do their jobs better and perform more proficiently with increasingly advanced technology; continuous training of personnel has become essential to the success of the organization. Companies increasingly need to provide opportunities for the continuous development of employees not only in their present job, but also to develop their capabilities for jobs with which they may be entrusted in the future. Training is the systematic process of enhancing the job-related skills, attitudes and knowledge of personnel for the purpose of improving individual and organizational performance. It is fundamentally important for the continued growth and development of both the individual employee and the organization. From the point of view of the
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individual, learning and absorption go on continuously throughout life. Training provides the direction and guidance for this perpetual learning process. Security and confidence are additional attributes that a well-trained employee acquires. Training contributes to employees stability in at least two ways. Employees become efficient after undergoing training. Efficient employees contribute to the growth of the organization. From the organizational view point, training shortens the time required for employees to reach peak efficiency levels. The cost of training is considerably less than the cost of gaining experience particularly in the context of advanced technology and expensive equipment. Essentially, training contributes significantly in increasing the quality and quantity of work processed, and reducing waste and idle time. It is now widely acknowledged that the collective influence of a group of well-trained employees can largely determine the success of the firm. An effectively planned and well managed training program is the key to higher productivity, cost control, lower employee turnover and better human relations with the firm.

3.2Methods and Techniques of Training:


Training methods are categorized into two groups:1 2 On-the-job Off-the-job (1) On-the-job On-the-job methods refer to methods that are applied in the workplace, while the employee is actually working. Often, it is informal, as when an experienced worker shows a trainee how to perform the job tasks. It is the most effective method as the trainee learns by experience, making him or her highly competent. Further the method is least expensive since no formal training is organized. The trainee is highly motivated to learn since he or she is aware of the fact that his or her success on the job depends on the training received. Finally the training is free from an artificial situation of classroom. This contributes to the effectiveness of the program. Following are the On-the-job training methods: Orientation training Used for orienting New Employees, introducing innovations in products and services. Job-instruction training Special Skills Training. - 14 -

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Apprentice

training

Orienting

New

Employees,

introducing

innovations in products and services, Special Skills Training. Internships and assistantship Used for creative, technical and professional education and also used for sales, administrative supervisory and managerial education. Job rotation - Used for sales, administrative supervisory and managerial education and orienting New Employees, introducing innovations in products and services. Coaching Safety education, Special Skills Training, Creative, technical and professional education and also used for sales, administrative supervisory and managerial education. (2) Off-the-job Off-the-job methods are used away from the workplaces. Following are the off-the-job methods: Vestibule - Used for orienting New Employees, Introducing Innovations in Products and Services and Special Skills Training. Lecture - Used for Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education. Special study Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education. Films - Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education. Television - Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education.
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Conference or Discussion - Orienting New Employees, Introducing Innovations in Products and Services, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education.

Case study - Sales, Administrative Supervisory and Managerial Education. Role Playing - Creative, Technical and Professional Education. Simulation - Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education.

Programmed instruction - Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education

Laboratory training Safety Education and Creative Technical and Professional Education.

Techniques of training: Training techniques represent the medium of imparting skills and knowledge to employees. Training techniques are the means employed in the training methods. Following are the most commonly used techniques: Lectures Film Audio cassettes Case studies, Role playing, Video-tapes, Simulations

3.3 Steps in Training:


Identifying your training need is the first step in a large training process that takes you from your initial inquires all the way to deliver and evaluation of the final training package. This training process is called High Impact Training model. It has six phases process that focuses on providing effective targeted training.

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Identifying Training Need

Track ongoing follow through

Map the approach

Calculate Measurable Result

Produce Learning Tools

Appling Training Technique

The following table will illustrate the activities in each phase and the product that will be produced. Phase 1. Identify Training need Action Gather and analyze appropriate information Product A description of the specific training needed to improve job performance. 2.Map the approach Define what needs to be learned to improve job performance. Choose the appropriate training 3. Produce learning tools. approach. Create the actual training materials. Detail objective of the program. A design plan for the training program. Training manuals, facilitators guide , audio visual aid job aids etc. 4. Apply training technique Deliver the training as designed to ensure successful results. Instructor led training computer based training one on-one coaching, etc.

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5. Calculate Measurable Result.

Assess whether your training/coaching accomplished actual performance improvement; Communicate the

An evaluation report.

A redesign course, if needed. Ongoing suggestions and ideas that support the training.

6. Track Ongoing Follow-Through.

results and redesign(if needed) Ensure that the impact of training does not diminish.

3.4Training Need Assessment:


Need assessment diagnoses present problems and future challenges to be meet through training. Organizations spent vast sum of money (usually as a percentage on turnover) on training. Before committing such huge resources, organizations would do well to assess the training needs of their employees. Organizations that implement training programmes without conducting needs assessment may be making errors. For example, a needs assessment exercise might reveal that less costly interventions (e.g. selection, compensation package, job redesign) could be used in lieu of training. Needs assessment occurs at two levels- group and individual . An individual obviously needs training when his or her performance falls short of standards, that is, when there is performance deficiency. Inadequate in performance may be due to lack of skill or knowledge or any other problem. The problem of performance deficiency caused by absence of skills or knowledge can be remedied by training. Faulty selection, poor job design, uninspiring supervisor or some personal problem may also result in poor performance. Transfer, job redesign, improving quality of supervision, or discharge will solve the problem. Assessment of training needs must also focus on anticipated skills of an employee. Technology changes fast and new technology demands new skills. It is necessary that the
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employee be trained to acquire new skills. This will help him/her to career path. Training is essential to prepare the employee to handle more challenging tasks. Individual may also require new skills because of possible job transfer. Although job transfers are common as organizational personnel demands vary, they do not necessarily require elaborate training efforts. Employees commonly require only an orientation to new facilities and jobs. Assessment of training needs occurs at the group level too. Any change in the organizations strategy necessitates training of groups of employees. For example, when the organization decides to introduce a new line of products, sales personnel and production workers have to be trained to produce, sell and service the new products. Training can also be used when high scrap or accident rates, low morale and motivation, or other problems are diagnosed.

3.5 Evaluation:
Evaluation literally means the assessment of value or worth. It would simply mean the act of judging whether or not the activity to be evaluated is worthwhile in terms of set Criteria. According to Hamblin (1970) defined evaluation of training as: Any attempt to obtain information (feedback) on the effects of training program and to assess the value of training in the light of that information for improving further training. Evaluation is of crucial importance in ascertaining whether or not the training program is proving to be effective and its objectives are being achieved. This is a most critical phase that assesses not only the quality of training imparted but also the training plan in order to see whether future changes can make it more result-oriented. As with any activity, evaluation is important since in evaluating, one tries to judge the value or worth of the activity, using the available information. An attempt is made to obtain information and feedback on the effects of a training program and to assess the value of the training in the light of that information. Evaluation also enables the effectiveness of an investment in training to be appraised. Given the quantum of time and money that is put into training programmes, managements require knowing about the methods of instruction being

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employed, whether training inputs are having an impact on improved productivity and how efficiently and usefully training courses are being conducted. Evaluation helps management to weigh up and take a view on the following questions: a) How relevant are the programmes to the organizations needs and objectives? b)What changes are necessary in the existing programmes in order to realign them to the organizational goals? c) Which are the areas where training is of real and lasting value? d)What are the opportunity costs? Could money have been better spent on any other activity that would have yielded better results in terms of organizational effectiveness?

CHAPTER - IV DATA ANALYSIS


Table 4.1 Title: - Demographic detail. Option

No. of employees Sex

Percentage

Male Female Total

88 12 100 Age

88 12 100

Below 25 years Between 25 to 35 Between 35 to 50 Above 50 Total Married

50 30 10 10 100 Marital Status 83 - 20 -

50 30 10 10 10 83

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Unmarried Total

17 100 Monthly Income

17 100

Below 10,000 10, 000-15, 000 15, 000-20, 000 Above 20, 000 Total

59 21 11 9 100

59 21 11 9 100

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Graph No. 4.1

Demographic Details:-

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Interpretation From the table it seems that 88 percent employees were male candidate, 12 percent were female candidate. In case of age group table shows that 50 percent employees were below the age of 25 years, 30 percent were between 25 to 35 years and remaining were the above 50 years. Also table shows that 83 percent employees were married and remaining 17 percent employees were unmarried. In case of income table shows that 59 percent of the respondents earned below 10000, 21 percent of the respondents were earned in between 10000-15000, 11 percent of the respondents earned 15000-20000, and remaining 9 percent of the respondents were eared above 20000.

Table 4.2 Table Name: - Training program attended in last 5 years No. of Programmes 0 to 5 6 to 10 10 to15 More than 15 Total Graph 4.2 No. of Respondents 40 24 20 16 100 Percent 40 24 20 16 100

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(Source:- Survey) INTERPRETATION:From above table it seems that 44 percent of the respondents have attended 6-15 training programmes in the last 5 years, which is an indication of an effective training policy of the organization. However, 40 percent of the respondents have attended only 0-5 training programmes.

Table 4.3 Table Name: - Purpose of training programme Particulars Fundamental knowledge Skill development Operational proficiency All the above Total Graph 4.3 No. of Respondents 13 22 20 45 100 Percent 13 22 20 45 100

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(Source: - Survey) INTERPRETATION From above table it seems that the 45 percent of the respondents felt that the training was increasing the fundamental knowledge with developing skill with the increased operational efficiency on the job, while 20 percent of respondents opined that training increase the operational efficiency, 22 percent of respondents opined that training was for skill development, 13 percent of respondents opined that training was for increase the fundamental knowledge.

Table 4.4 Table Name: - Programme objectives were known before attending Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total Graph 4.4 No. of Respondents 24 40 12 4 20 100 Percent 24 40 12 4 20 100

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(Source: - Survey) INTERPRETATION From above table it seems that 40 percent of the respondents moderately agree to the fact of knowing the training objectives before, in addition to 24 percent who strongly agree. But a small population disagrees as 20 percent strongly disagree to this notion.

Table 4.5 Table Name: - Training programme relevant to developmental needs Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total Graph 4.5 No. of Respondents 30 40 14 10 6 100 Percent 30 40 14 10 6 100

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(Source: - Survey) INTERPRETATION From above table it seems that 70 percent of the respondents feel that the training programmes were in accordance to their developmental needs. 14 percent respondents could not comment on the question and 6 percent think that the programmes are irrelevant to their developmental needs.

Table 4.6 Table Name: - Period of training session Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total Graph 4.6 No. of Respondents 30 20 20 18 12 100 Percent 30 20 20 18 12 100

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(Source: - Survey) INTERPRETATION From above table it seems that 50 percent respondents feel that the time limit of the training programme was adequate but 30 percent feel that it was insufficient. Also, 20 percent could not comment on the question.

Table 4.7 Table Name: - Training methods were effective Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total Graph 4.7 No. of Respondents 20 40 16 14 10 100 Percent 20 40 16 14 10 100

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(Source: - Survey) INTERPRETATION From above table it seems that 60 percent of the respondents believe that the training methods used during the programmes were helpful in understanding the subject, yet 24 percent disagree to this notion.

Table 4.8 Table Name:-Training sessions were exciting and a good learning experience Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total Graph 4.8 No. of Respondents 24 40 10 16 10 100 Percent 24 40 10 16 10 100

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(Source: - Survey) INTERPRETATION From above table it seems that 64 percent respondents believe that the training sessions were exciting and a good learning experience. 10 percent respondents could not comment on this while 26 percent differ in opinion

Table 4.9 Table Name: - Training aids used were helpful in improving overall effectiveness Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total Graph 4.9 No. of Respondents 20 24 36 14 6 100 Percent 20 24 36 14 6 100

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(Source: - Survey) INTERPRETATION From above table it seems that 44 percent of the respondents believe that the training aids used were helpful in improving the overall effectiveness, yet 20 percent disagree to this notion. 36 percent respondents did not comment on the issue.

Table 4.10 Table Name: - Improving on- the- job efficiency Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total Graph 4.10 No. of Respondents 16 30 20 20 14 100 Percent 16 30 20 20 14 100

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(Source: - Survey) INTERPRETATION From above table it seems that 46 percent respondents believe that the training programmes increase their job efficiency but 34 percent disagree to this, 20 percent respondents couldnt comments.

Table 4.11 Table Name: - The numbers of training programmes organized during the year were sufficient Options Strongly agree Moderately agree Cant Say 10% Strongly Disagree Total Graph 4.11 No. of Respondents 10 14 26 10 40 100 Percent 10 14 26 10 40 100

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(Source: - Survey) INTERPRETATION From above table it seems that 24 percent respondents have the opinion that the frequency of the training programmes is sufficient but 50 percent of the respondents differ to this, 26 percent respondents cant comments.

Table 4.12 Table Name: - Outcome of the training programme Particulars Increase in KSA Increased operational efficiency Useful for present and future Total No. of Respondents 18 53 29 100 Percent 18 53 29 100

Graph 4.12

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(Source: - Survey) INTERPRETATION From above table it seems that after attending the training programme, 53 percent of the respondents feel that due to training their operational efficiency is increased while 29 percent of them said that training is useful for present and future, and 18 percent were of the opined that training increases their KSA.

Table 4.13 Table Name: - Time limit of the training programme was sufficient Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total Graph 4.13 No. of Respondents 18 36 12 14 20 100 Percent 18 36 12 14 20 100

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(Source: - Survey) INTERPRETATION From above table it seems that 54 percent respondents feel that the time limit of the training programme was adequate but 34 percent feel that it was insufficient. Also, 12 percent could not comment on the question.

Table 4.14 Table Name: - Time limit increased would make it more effective Options Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree Total Graph 4.14 No. of Respondents 46 20 10 20 4 100 Percent 46 20 10 20 4 100

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(Source: - Survey) INTERPRETATION From above table it seems that 66 percent respondents feel that the increase in the duration of the training programmes would be beneficial but 24 percent differ to this opinion. Going by the majority, the organization should make required changes to increase the duration of the programmes and also take the opinion of the workers to have an effective training session. Table 4.15 Table Name: - Rate training methods

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Methods Classroom Lectures Videos Workshops On the Job Training Computer Base Training Case Study Method Role Playing
<

Not Effective 24 10 9 30 35 40 34
<

Somewhat Effective 23 34 41 32 35 25
,

Very Effective 53 56 50 38 30 35 30 30 60 35

36 27 29 35

In Basket Exercises Outbound Training Group Studies

43 11 30

Graph 4.15

(Source: - Survey)

INTERPRETATION

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From above table it seems that the classroom lectures method used by company where76 percent respondents opined that this method were effective while 24 percent are said it is not effective. From table it interprets that 90 percent of respondents are said to be effective but 10 percent said it is not effective. From table it interpret workshop method used by company are 91 percent of respondents opined that effective and 9 percent said not effective. From table it interprets that70 percent of respondents said on the job training method is effective while 30 percent said not effective. From table it interprets that65 percent of respondents said computer base training is effective but 35 percent are said not effective. From table it interprets that60 percent of respondents said case study method is effective but 40 percent are said not effective. From table it interprets that66 percent of respondents said role plays is effective while 34 percent are said not effective. From table it interprets that57 percent of respondents said in basket method is effective but 43 percent are said not effective. From table it interprets that40 percent of respondents said outbound training is effective but 60 percent are said not effective. From table it interprets that70 percent of respondents said group study is effective but 30 percent are said not effective.

CHAPTER - 5
Sinhgad Institute of Business Management, Kamlapur

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SOLAPUR UNIVARSITY, SOLAPUR

FINDINGS, SUGGESTIONS AND CONCLUSIONS 5.1Summary of Study


This method chosen was personal interview and observation to be conducted and questionnaire was provided. The data collection was extended for 45 days and asked about the Training and Development programme. The present study covers in depth study of existing Training and Development programme and its various objectives and function. A study on training programme is helps me for to identify and assess how the training needs for employees and to evaluate training programme. The training and Development programme have ample scope towards increasing workforce motivation of employee; improve the quality manpower and development of team work of ThyssenKrupp Industries India Pvt ltd. Pune. The study of the Training and Development programme is one of the most important elements to keep the technology progress at sustainable status and to fulfil its business objective. Also the study of Training and Development programmes done in ThyssenKrupp Industries India Pvt ltd. It is helpful to study workers or employee skill, knowledge, and is behaviour this important to organization increasing productivity or organization environment. The study of Training and Development is crucial to every organization to provide his works or employee new skill, knowledge, new methods to develop his work position in good way.

5.2 Findings
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Sinhgad Institute of Business Management, Kamlapur

SOLAPUR UNIVARSITY, SOLAPUR

The major findings of the project are enumerated as follows: 1. From the study it found that 40 percent respondents has attended minimum 0-5 training programmes, while only 16 percent attended more than 15 training programmes. 2. From the study it was found that 55 percent respondents are said that the purpose of training programme is fundamental, skill development, operational proficiency. 3. From the study it was found that 40 percent respondents moderately agree to the fact of knowing the training objectives before attending it, while 20 percent respondents were strongly disagree. 4. From the study it was found that 70 percent of the respondents feel that the training programmes were in accordance to their developmental needs, while 6 percent think that the programmes are irrelevant to developmental needs. 5. From the study it was found that 50 percent respondents feel that the time limit of the training programmes was adequate while 30 percent feel that it was insufficient. 6. From the study it was found that 60 percent respondents believe that the training methods used during the programme were helpful in understanding subject, yet 24 percent disagree to this. 7. From the study it was found that 64 percent respondents believe that training sessions were exciting and a good learning experience, while 26 percent differ in opinion. 8. From the study it was found that 44 percent respondents believe that the training aids used were helpful in improving the overall effectiveness while 20 percent disagree to this notion. 9. From the study it was found that 46 percent respondents believe that the training programme increases their job efficiency but 34 percent disagree to this. 10. From the study it was found that 24 percent respondents have opinion that the frequency of the training programmes is sufficient but 50 percent were differs to this.

Sinhgad Institute of Business Management, Kamlapur

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SOLAPUR UNIVARSITY, SOLAPUR

11. From the study it was found that 53 percents feel that the training programme is useful for increasing operational proficiency, while 18 percent increases their KSA. 12. From the study it was found that 54 percent respondents feel that the time limit of the training programme was adequate while 34 percent feel that it was insufficient. 13. From the study it was found that 66 percent respondents feel that the increase in the duration of the training programmes would be beneficial but 24 percent differ to this notion. 14. From the study it was found that the classroom lectures, videos, workshop, on the job training method are more effectively than the computer base training, in basket exercise method.

Sinhgad Institute of Business Management, Kamlapur

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SOLAPUR UNIVARSITY, SOLAPUR

5.3Conclusion of the Study


It is concluded from the survey on Training & Development that training program conducted in ThyssenKrupp Industries India Pvt ltd, Ltd. Works is very effective in improving the skill and knowledge of the employee to meet the present and future requirement of the organization. Its found that training plays a crucial role in not only the development of employees but also in achieving the overall organizational goals. Through the research work it was found that employees were very satisfied by the training provided to them and strongly agreed that after training their confidence have increased and their skill and knowledge has also been increased and hence, there was remarkable improvement in their performance.

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Sinhgad Institute of Business Management, Kamlapur

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SOLAPUR UNIVARSITY, SOLAPUR

BIBLIOGRAPHY
Bibliography:1. Raymond A. Noe, Employee training and development, Tata McGraw-Hill companies, Second Edition, Page No.42, 176, 177. 2. P.L. Rao, Enriching human capital through Training and Development, Excel Books, First Edition, Page No. 4, 18. 3. C.R. Kothari, Research Methodology Methods and Techniques, Second Revised Edition, Page No. 2, 95, 174, 175. 4. David A. Decenzo, P. Robins (2004) Personal & Human Resource Management.. A. Monappa (2004) Personal Management 5. Allen Pepper (1999) A Handbook on Training & Development.

Webliography: 1. http://www.citehr.com/results.php?q=training+ %26+development+programme&submit=reSearch 2. http://en.wikipedia.org/wiki/Special:Search/Training_and_Development_of_empl oyees 3. www.naukrihub/training&development.com 4. www.hrsurvey.in 5. www.taylortraining.com

Sinhgad Institute of Business Management, Kamlapur

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SOLAPUR UNIVARSITY, SOLAPUR

QUESTIONNAIRE

Respondent, We are conducting a research study on Training and Development Programme. We will appreciate your cooperation in this regard by filling up the questionnaire carefully. I assure you that the information provided by you will be kept confidential and will be used for academic purpose only. Please put a tick (_) in appropriate brackets. Name: ___________________________________________________________ Gender: Marital Status: Age: Monthly Income: Male Married 18- 20 41-50 Female Unmarried 20-30 above 50 31-40

Below 10,000 10,000 15000 15000-20000 above 20000 1) How many training programmes have you attended in last 5 years? 0-5 10-15 6-10 More than 15

2) What is purpose of training program? Fundamental knowledge Operational proficiency Skill development All the above

3) The programme objectives were known to you before attending it. strongly agree Cant Say moderately agree Moderately Disagree

Strongly Disagree 4) The training programme was relevant to your developmental needs. strongly agree moderately agree - 45 -

Sinhgad Institute of Business Management, Kamlapur

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Cant Say

Moderately Disagree

Strongly Disagree 5) The period of training session was sufficient for the learning. strongly agree Cant Say moderately agree Moderately Disagree Strongly Disagree

6) The training methods used during the training were effective for understanding the subject. strongly agree Cant Say moderately agree Moderately Disagree

Strongly Disagree 7) The training sessions were exciting and a good learning experience. strongly agree Cant Say Strongly Disagree 8) The training aids used were effective in improving the overall effectiveness of the programme. strongly agree Cant Say Strongly Disagree 9) The training was effective in improving on- the- job efficiency. strongly agree Cant Say Strongly Disagree moderately agree Moderately Disagree moderately agree Moderately Disagree moderately agree Moderately Disagree

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SOLAPUR UNIVARSITY, SOLAPUR

10) In your opinion, the numbers of training programmes organized during the year were sufficient. strongly agree Cant Say Strongly Disagree 11) Employees response about effectiveness of the training programme. Increase in KSA Increased operational efficiency Useful for present and future 12) The time limit of the training programme was sufficient strongly agree Cant Say Strongly Disagree 13) The time limit of the training programme, if increased would make it more effective. strongly agree Cant Say moderately agree Moderately Disagree Strongly Disagree moderately agree Moderately Disagree moderately agree Moderately Disagree

14. Please rate the methods of training you feel would be most appropriate to achieve your learning goals. Methods Classroom Lectures Videos Workshops On the Job Training Computer Base Training Case Study Method Role Playing In Basket Exercises Outbound Training Not Effective Somewhat Effective Very Effective

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Group Studies

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