SUMMER TRAINING REPORT

ON
TRAINING AND DEVELOPMENT
Training undertaken at OZONE LTD, Sco-35, Sec 11-D
Faridabad-121006

SUBMITTED TO MD UNIVERSITY, ROHTAK

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE
AWARD DEGREE OF
Bachelor of Business Administration (BBA)
SESSION: 2012-2013
Submitted by:
Parveen Sharma
BBA 5TH SEMESTER
ROLL NO. 10-084
UNDER THE SUPERVISION OF:1.

Ms. SHILPA GOEL

HOD. BBA

2.

MANISH AGGARWAL

(MANAGER MARKETING)
OZONE LTD.

AGGARWAL COLLEGE BALLABGARH

(AFFILIATED TO M.D. UNIVERSITY, ROHTAK)

ACKNOWLEDGEMENTS
This study would not have been possible without the cooperation of and generous help
from a number of people. While it may not be possible for me to express my gratitude to all
of them individually, I wish to place on my record my appreciation to them for all the help
they extended to me during the project.
I am extremely thankful to Mr. MANISH AGGARWAL for his support and guidance to
complete this project.
Report was completed successfully because of the grace of the god and the blessings of my
parents.

(Parveen Sharma)

PREFACE
No professional curriculum is considered complete without work experience. Every
individual who is doing management studies has to undergo this phase of practical study
before he/she can consider himself/herself fully qualified as potential manager.
I got an opportunity to do training with OZONE Ltd. I undertake the training in my 5 th
semester, on TRAINING AND DEVELOPMENT (HR) of OZONE LTD. The basic aim
of my study was to know how to deal with staff & how I can make better relation with
them.
People affiliated with management studies have a different view on this aspect of
management that classroom studies have nothing to do with practical work. But during
my research I realized that a training report plays a crucial part as it prepares a student for
the impending responsibility that awaits him/her in the future. It integrates the theoretical
aspects with the practical life and helps in understanding business solutions in a better
manner.

(Parveen Sharma)

TABLE OF CONTENTS
LIST OF TABLES
LIST OF FIGURES
CHAPTERISATIONS
CHAPER-1 INTRODUCTION

OBJECTIVES OF THE STUDY

SCOPE OF THE STUDY

RESEARCH METHODOLOGY

CHAPTER-2 REVIEW OF LITERATURE

CHAPTER-3 COMPANY PROFILE
CHAPTER-4 DATA ANALYSIS AND
INTERPRETATIONS
CHAPTER-5 RECOMMENDATIONS AND
CONCLUSIONS
BIBLIOGRAPHY
ANNEXURE

PAGE NO.

LIST OF TABLES
SR. NO. TABLE NO.
1

Table 4.1

Table 4.2

Table 4.3

Table 4.4

Table 4.5

Table 4.6

7
8

Table 4.7
Table 4.8

Table 4.9

10

Table 4.10

11

Table 4.11

12

Table 4.12

TABLE NAME

(i)

PAGE NO.

LIST OF FIGURES
SR.NO.

FIGURE NO.

1
2
3
4

Figure 4.1
Figure 4.2
Figure 4.3
Figure 4.4

5
6
7
8
9
10
11
12

Figure 4.5
Figure 4.6
Figure 4.7
Figure 4.8
Figure 4.9
Figure 4.10
Figure 4.11
Figure 4.12

FIGURE NAME

(ii)

PAGE NO.

CHAPTER-1
INTRODUCTION
OBJECTIVES OF THE STUDY
SCOPE OF THE STUDY
RESEARCH METHODOLOGY

OBJECTIVES OF THE STUDY

Every study has certain objective. There is no study without objective because objectives
are the purpose of study. There are two types of objectives:
Primary Objectives

To understand the prevailing trends of training and development at OZONE LTD.

Secondary Objectives

To study the effectiveness of training and development performance of the employees.

To suggest ways to improve training and development methods bring out a positive
attitude.

To get more knowledge about the company.

To study the global training standards.

To study the training need analysis used in different employment context.

SCOPE OF THE STUDY

The training is an organized activity for increasing the technical knowledge and learns new
skills to do specific jobs efficiently. Training is equally important for the existing as well as
new employees. It enables the new employee to get acquainted with their jobs and also
increase the job-related knowledge and skills. The study will help increase the performance
levels of employee in the organization. It will help to know about the quality of the
products so that the image can be increased. Training & development measure the level of
satisfaction of employees with respect to the company.

RESEARCH METHODOLOGY
Meaning

Research is a systematized effort to gain new knowledge. It is a systematic

study consisting of a problem formulating a hypothesis collecting the facts and data,
analyzing the facts and reaching for certain conclusions, which can be in the form of either
solution towards a problem.

Research design
A research design is the arrangement of conditions for collection and analysis
of data in a manner that aims to combine relevance to the research purpose with economy
in procedure. The research design used in my study is basically descriptive in nature.
Types of research

Exploratory research

Descriptive research

Causal research

Applied research

Basic research

Exploratory research
Exploratory studies are conducted to clarify the ambiguous problems. Ambiguity means

that the nature of problem to be solved is unclear.

Descriptive research
The research design in my study is descriptive. Its studies are concern with

describing the characteristics of a particular group or individual. Studies concerned with

specific prediction with narration of facts and characteristics concerning individual, group
or situations are examples of descriptive research .it is also known as social research.

Causal research
The mean purpose of causal research is to identify the cause and effect

relationship between variables.

Applied research

Applied research is conducted when a decision is to be made about a

specific real-like problem.

Basic research
Basic or pure research (fundamental research) attempts to expand the limits of

knowledge.
Sample Design
A sample design is a definite plan for obtaining a sample from a given
population. It refers to the technique or the procedure the researcher would adopt in
selecting items for the sample i.e. the size of the sample. Stratified sample method is
adopted to select the sample.
Sample Size
It includes the number of sampling unit selected from the population for
investigation. The sample size must be optimum or adequate. If the sample size is small it
may not appropriately represent the population.
Too large sample would be costly in terms of money &time. The optimum sampling size
would fulfill the requirements of efficiency, representativeness, reliability, and flexibility.
The sample size is taken of 100 employees. It is because of the shortage of time & their
busy schedule.

METHODS OF DATA COLLECTION

Data collection is an art. Sometime it is very time consuming affair. The source
information falls under two categories:
Primary Data
Secondary Data
Primary data
Primary data is collected through various methods:

Observation method

Interview method

Schedules & Questionnaire method

Internet

Advantages

Simplicity

Direct and realistic study

Useful for formulating

Greater accuracy

Results are more dependable

Disadvantages

Not possible to remain present

Not possible because a schedule events may not take place

Not possible on account of the long duration

I have used face to face interview method to collect primary data.
Secondary Data
The secondary data means data that are already available in various reports,
diaries, letters, books, etc.

Life history, diaries, autobiographies, letters and testaments.

Reports published by various Research Organizations.

Advantages

More flexible

It is perfect sample of the general population

Controlled which person will answer the question

Disadvantages

Uneconomical

Emotionalism

Personal bias

LIMITATIONS OF THE STUDY

With the proper due cares this study has been conducted but it consists of some of its
limitations also which are as follows:

Sample size was small i.e. 100

The time limit is also one of the major constraints in conducting study.

Biases may creep in the information given by the respondents.

Main root of this research study was questionnaire & interview, which has its own
limitations, for example we cant measure the reliability, enthusiasm dissonance etc.

A budget constraint is an accounting identity that describe describes the consumption

option available agent with a limited income (or wealth) to allocate among various goods.

CHAPTER-2
REVIEW OF LITERATURE

Definition of training
According to Michael J. Jucius, defines, The term training is used here to
indicate only process by which the aptitudes, skills and abilities of employees to perform
specific jobs are increased.
According to Edwin B. Flippo defines, Training is an act of increasing the
knowledge and skills of an employ for performing a particular job.

Training enables an employ to do his present job more efficiently and prepare him for
higher level job.

A Trainee learns new habits, refined skills and useful knowledge during the training
that helps to improve the performance.

Training is practice based and company specific.

Training objectives should be set in terms of changes needed in behavior and

performance.

How training helpful

Increase knowledge and skills for doing a particular job.

Focuses attention on the current job.

Concentrates on individual employees, changing what employees know-how they

work, their attitude towards their work on their interaction with their co-workers.

Tends to be more narrowly focused and oriented towards short term performance
concerns.

Training is job oriented.

Training is one shot deal.

Training seeks to meet the current requirements of the job and the individual.

Training is mostly the result of initiatives taken by management.

Needs for training

Newly recruited employees require training so as to perform their task effectively.

Training is necessary to prepare existing employees for higher level jobs (promotion).

Training is necessary when a person moves from one job to another (transfer).

Training is necessary to make employees mobile and versatile.

Training is needed to make employees more productive and useful in the long-run.

Training is necessary for solving operational problem.

Major Values of training in OZONE LTD.

Increase in productivity.

Better and economically use of resources.

Reduced Supervision.

Fill manpower needs.

Increasing organizational stability and flexibility.

Better management.

Reduced learning time

THEORY OF TRAINING
Training is a learning experience in that it seeks a relatively permanent
change in an individual that will improve his/her ability to perform on the job. We typically
say training can involve the changing of skills, knowledge, attitudes or social behavior. It
may mean changing employees, how they work, and their attitudes toward their work of
their interaction with their co-workers or supervisors.
The essential elements in any commercial enterprise are materials, equipment and human
resource. Training allied to the other human resource specializations within management,
ensures a pool of manpower of the required level~ of expertise at the right time. But firstly
consider the attention given by an average organization to the provision of materials,
machinery and equipment. Then compare the commitment to the third essential factor in

then production cycle, via: human resources. One of the most important factors in his
regard is the traditional view of training and trainers. They are seen as an expense, a
service, as second rate to production or as a necessary evil. Training has tended to fall
behind other management activities, especially in the planning phase. It is often carried out
as a reaction to immediate needs, a patch up operation in many cases, instead of an ordered
activity. Training and Development is especially designed to enhance the competency of
managers and workers dealing with a variety of organizational functions. Training and
Development is a process through which the goals of management development can be
achieved. Investment in Training and Development has come to be considered as an asset
for organizational development or in other words, Training is indispensable for effective
organizational development. Earlier, training was almost exclusively trainer Ozone ltd and
it was not need based. The trainer (training institute) determined the objectives of the
course, its duration, its contents and format etc. On many occasions training was of a
pedagogic nature with the trainer in complete control of the direction of the training.
Moreover, the alignment of the corporate goal was missing. The views of the trainees were
rarely sought or even if they were, it was with a condescending attitude. Due to all these
reasons the bottom-line contribution of training or the organizational development was less.
All employees are expected to participate in company sponsored training programs
considered necessary for enhancing their work skills. We realize that in todays constantly
changing environment, our services have to be better than those of our competitors.
Therefore, training

opportunities are offered through specialized training programs

conducted by in-house instructors, instructors from the industry, or by experts in the field.
Training Need Assessment
The Human Resources Department in consultation with the individual, his/her
supervisor and the Head/Chief of the department assess training needs. The performance
management system as well as feedback by employees across the organization is used for
collaborating the training needs.
Training Calendar
A Training Calendar is prepared and circulated at the beginning of the year.
This carries details about the training programs that will be conducted during the course of

the year. In-hour and external training are held on behavioral as well as specific job related
skills.
Training Evaluations
Training programs are evaluated by Human Resources regularly to ascertain
the value being added to the employees.
Managers nominate employees for training.

Attendance at the training classes is

obligatory. You are encouraged to make the best use of these opportunities provided by the
company to enhance your professional skills. Training records will be maintained in the
Personal File of each employee, for review at any time.

Training objectives and strategies

Having identified the training needs based on the various analyses discussed
above, the next logical steps are to set training objectives in concrete terms and to decide
on the training strategies to be adopted to meet these objectives. The training needs
basically highlight the gap between the existing and desired repertoire of knowledge
attitude and skills at individual, group and organizational level to enable the employees to
contribute towards the realization of organizational objectives at optimum efficiency. The
training effort thus will have to aim at filling in this gap by clearly stating the objectives in
quantitative and qualitative terms to be achieved through training. Such an exercise will
also enable the training specialists to evaluate, monitor and measure the extent to which
stated objectives have been met through training intervention. As the training objectives are
related to organizational objectives, the involvement of the top management will be
necessary to ensure that the two sets of objectives are integrated.

It will be desirable to use the following criteria in setting training objectives

Specific requirements of individuals and organizations so as to achieve integration of

the two.

Roles and tasks to be carried out by the target group.

Relationship with other positions vertically and horizontally and technological

imperatives.

Relevance, applicability and compatibility of training to work situations.

Training as a means of bringing about a change in behavior back on the job.

Behavior including activities that can be observed, measured and/or recorded

The expected change in behavior must be useful, closely related to and subject to
maintenance in the work environment.

More specifically the following steps could be involved in setting training objectives

Identification of the behavior where change is required.

Nature and size of the group to be trained in terms of prior training, situational factors,
formal education.

Existing behavior defined in terms of ratio, frequency, quality of interaction and

supervision, routines and repetitiveness, innovations, omissions, error, etc.

Desired behavior aimed at improving the existing condition stated preferably in

quantitative such as ratio, frequency of occurrence, reporting by exceptions, selfmonitoring mechanisms etc.

Operational results to be achieved through training stated in terms of increase in

efficiency and effectiveness criteria such as productivity, cost, down time, turnover,
time for innovations and creativity.

Indicators to be used in determining changes from existing to the desired level in terms
of ratio and frequency.

Depending on the objectives set, the next step is to decide on the strategy of training
involving the following:

Classification of objectives in terms of purposes:

Corrective objectives

Maintenance/status-quo objectives

Problem solving objectives, and

Innovative objectives.

Classification of objectives in terms of levels of learning

Skills of motor responses, memorization and simple conditioning.

Adaptation level where one is gaining knowledge or adapting to a simple environment;

Interpersonal understanding and skill.

Values of individuals and groups.

On-the-job or off-the job training.
In house or external training.
Individual or group training.
Horizontal, vertical or diagonal/mixed group.
Changes required, if any, in the existing work roles, organizational relationships,
system requirements, process of supervision and alternative structures.

HOW TO BE CREATIVE?
Postpone judgments: Dont reject any idea
Create alternative frames of references
Break the boundary of thinking
Examine the different aspect of the problem
Specify that resources and environment
Make a wish-list of solutions
Borrow ideas from other fields
Look for the processes to change or eliminate

work

Think up alternative methods

Adopt another persons perspective
Question all assumptions

TRAINING NEEDS

Organizational

Individual

- Identified through the

corporate MBO serious.
It gives the necessary
information,

regarding

the gaps which prevails

Operative PersonnelManager

Training

needs

Personnel

through

employees

rating system

identified
merit

External Training

Internal

-Exposure approved

Needs identified through

by

appraisal

divisional

director
monitored
corporate
and

Trainingsystem,

and

and

program monitored by

by

corporate training and

training

development manager.

development

manager

TYPES OF TRAINING METHODS

The training methods which are generally used in an organization are classified into
two i.e.
a)

On the job
The most important type of training is on the job training. The experience of actually doing
something makes a lasting impression and has a reality that other types of training cannot
provide. There are several types of training program which make use of on-the-job training
concept which are as follows:

Job Rotation

Internship training

Apprenticeship

b)

Off the job

This is a type of training which is imparted to the employees through education programs,
simulators and training aids etc. The off the job training includes the following:

Case study method

Incident method

Management Games

Role playing

Seminars

Training, as a process of long tem learning is essentially a developmental tool.

Through, effectively utilizing this tool, the organization expects to achieve career
objectives.

Sensitize employees towards their role in achieving the organizational vision of

Leadership through Differentiation.

Contribute towards the career progressions of the employees by importing knowledge

of an additional or reinforcing nature, developing skills and bringing about desired
attitudinal changes among them. This would not merely prove effective in assisting
them to achieve organizational goals but also enable enhancement of their self esteem
and self confidences to face external challenges.

Ours is changing and dynamic organizations which have to pay considerable emphasis
on training and retraining its employees to enable them to be competent committed and
have the capacity to change according to the external and internal demands and
pressures.

Training of employees is not merely the responsibility of the management or the

training cell alone, but the responsibility of department managers as well.
Accordingly, the human resource department must enable their involvement in the
process of employee training and development.

Training steps
There are four basic steps in carrying out the training function:
Assessment of Training needs (A)

 Designing the training action plan (B)

Administration of training (C)
Retraining and Reinforcement of training (D).
(A) Assessment of training needs
There are five steps towards the assessment and analysis of training and development
of the organization.

Collection of information through interviewing and discussing with key personnel both
inside and outside the organization or specific departments; observing the work place,
working conditions, processes and outcomes; examining records, other written
information and annual employee appraisal.

Compare performances of each department and each employee against objectives,

targets and standards set for them and keeping in mind future work requirements in the
organization.

Identify cause of problems faced by the organization to enable the management to train
the employees in handling the problems as well as solving the problem in a satisfactory
manner.

Segregate identified problems into problems requiring staff development action such as
training and into problems requiring other management actions, so that these problems
are accurately addressed.

Prioritize training actions in accordance to where the training need is more urgent.

(B) Designing training programme

Having completed the ground work of training needs and assessment whereby training gaps
are identified and prioritized, the next step is to design the training action plan which
involves the following:
Types of training addressing various training needs:

Entry training involving new recruits and employees required to take a new job.

Problem resolution training to meet a shortfall or deficiency in job performance.

Training for change to prepare employees for job identified in near future.

Development to equip employees to meet organizational changes in future.

Training imparted in any type would be skill, attitude or knowledge based training or
a combination of the three.

Identifying the Trainee groups.

Identifying the most effective training methodology.

Classroom training outside the organization through external agencies for meeting
specific job function related needs which cannot be imported internally. This is
normally the case when the training involves specific are as and smaller numbers
making it uneconomical to conduct the program internally. These external sources must
be chosen with care and must be able to fulfill the organization's analyzed training and
development needs. These training methods must be supplemented by enabling the
trainees to apply in the work place and translating into job competence the knowledge
and skill gained through such training.

Classroom training within the organization through external and internal agencies:
These programs must be carefully designed to ensure that they mirror the trainee
groups requirements individually and collectively. Like the external courses, when
designing these programs, one must ensure that the training objectives are expressed in
terms of job competence as well as knowledge and skill.

This method of training is must effective in bringing together employees in larger

numbers to address common training needs. The training faculty is critical to the
success of such training programs. The importance and the initiality of the need for
proper communication of knowledge and ideas dictate that the selection of faculty
members must be made keeping the receiver in mind.

On the job training enables the employees to learn the job while actually carrying out
the tasks involved in the job. All new recruits joining the organization are required to
undergo induction program with planned work experience in various departments
associated with the employees own department for a short duration to equip the
employee with basic knowledge fundamental to his job function.

Entry level training is normally imparted through internal on-job and off-job training
methods.
Problem resolution training, training for change and development related training may be
imported through internal or external on-job or off-job training methods depending on
program design, objective and target size.

Purposes of training & development evaluation

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives and
linking it to learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge,

transfer of knowledge at the work place, and training.

Control: It helps in controlling the training program because if the training is not
effective, then it can be dealt with accordingly.

Power Games: At times, the top management (higher authoritative employee) uses the
evaluative data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are aligned with
expected outcomes.

Evaluation of training programme

Evaluation helps in controlling and correcting the training programme:

Reactions: Trainees reactions to overall usefulness of training including the coverage

of the topics, method of presentation, and the techniques to clarify things, often throw
light on the effectiveness of the programme.

Learning: Training programme, trainers ability and trainees ability are evaluated on
the basis of quantity of content learned and time in which it is learned and learners
ability to use or apply the content learned.

Job Behavior: This evaluation includes the manner and extent to which the trainee has
applied his learning to his job.

Organization: This evaluation measures the use of training, learning and change in the
job behavior of the department / organization in the form of productivity, quality,
morale, sales turnover and the like.

Ultimate Value: It is the measurement of ultimate results of the contribution of the

training programme to the company goals like survival, growth, profitability, etc. and
individual goals like development of personality and social goals like maximizing
social benefits.

ABOUT DEVELOPMENT
Definition:
In the works of Michael J. Jucius, Executive development is the programme by which
executive capacities to achieve the desired objectives are increased.
Mr. Jucius has written that Programme must be related to the development of various
interrelated matters, factors and needs. Executive capacities involve different individual
abilities of present and prospective managers at different levels of management.
In the words of Koontz and ODonnel, Developing a manager is a progressive process
in the same sense that educating a person is neither development nor education should be
thought of as something that can never be completed, for there are no known limits to the
degree to which one may be developed or educated.
Executive development is a planned systematic and continuous process of learning and
growth by which managers develop their conceptual and analytical abilities to manage.

Development is concerned with overall personality of the candidate.

Development improves performance of the mangers by giving them opportunity for

growth and development.

OBJECTIVES OF DEVELOPMENT

Development is continuous ongoing activity.

Development aims at improving total personality of an executive.

Development aims at meeting future needs.

Development helps the manager to acquire knowledge, skills and abilities.

Executives can show superior performance on the job.

Development efforts help executives to realize their own career, goals and aspirations in
a planned way.

METHODS OF DEVELOPING MANAGERS

In basket

Business Game

Case Study
Role Play

Sensitivity Training

Behavior
On the job experience

Coaching

Understudy

4. Organizational Knowledge

Job Rotation

5. General Knowledge

Multiple Management
Special Courses

Special Meetings

Special Meetings

1. Decision Making Skills

2. Interpersonal Skills

3. Job Knowledge

Distinctions between Training and Development

LEARNING DIMENSION
Meant For
Focus
Scope
Goal

TRAINING
Operatives
Current Job
Individual Employee
Fix Current Skill Deficit

Initiated By
Content

Management
Specific
Job

Time Frame

Information
Immediate

DEVELOPMENT
Executives
Current and Future Jobs
Work Group & Organization
Prepare For Future Work

Demands
The Individual
Related General Knowledge
Long Term

Global training standard of OZONE

All associates are certified in basic job skills prior to assuming jobs.

Performance analysis is used to determine training needs.

Organization has functioning training committee.

Each associate has an individual annual training plan.

Job experts are trained as trainees.

Training is performance based.

Organization has an overall training plan which supports the business plan.

Learning guides exist for all key jobs.

Success of transfer of training into workplace is measured through recertification /

performance appraisal.

Accountability for training is a performance standard of each manager.

CHAPTER-3
COMPANY PROFILE

OZONE BUILDERS & DEVELOPERS Pvt. Ltd.

Ozone Group is one of the emerging Real Estate Company in India. It is
in its nascent stage in todays real estate industry. Ozone group was established in the year
2005; with its headquartered in Faridabad. It has already carved a niche for itself with zest
and zeal combined with innovation & creativity. Ozone Group is a diversified group with
significant presence in real estate development, construction and financial services. Ozone
Group is a company whose business philosophy lies in the commitment to creating
architectural marvels using state-of-the-art technology and global architectural,
construction and business practices. It is equally passionate about providing cost-effective
and holistic solutions for its customers. The group has a strong technical base, expertise and
financial standing with ISO-9001-2000 Certification. It has established it self as the
champion in innovation and creativity with several awe aspiring landmarks to its credit
like Ozone Tower, Independent floors, Villas and Sahstra Dhara Ropeway (Dehradoon).

Real estate
The term real estate is defined as land, including the air above it and the
ground below it, and any buildings or structures on it. It is also referred to as realty. It
covers residential housing, commercial offices, trading spaces such as theatres, hotels and
restaurants, retail outlets, industrial buildings such as factories and government buildings.
Real estate involves the purchase, sale, and development of land, residential and nonresidential buildings. The main players in the real estate market are the landlords,
developers, builders, real estate agents, tenants, buyers etc. The activities of the real estate
sector encompass the housing and construction sectors also.
The real estate sector in India has assumed growing importance with the
liberalization of the economy. The consequent increase in business opportunities and
migration of the labor force has, in turn, increased the demand for commercial and housing
space, especially rental housing. Developments in the real estate sector are being
influenced by the developments in the retail, hospitality and entertainment (e.g., hotels,

resorts, cinema theatres) industries, economic services (e.g., hospitals, schools) and
information technology (IT)-enabled services (like call centers)etc. and vice versa. In
recent years the real estate has assumed an important position in countrys growth and
development.
The real estate sector is a major employment driver, as it is the second largest
employer next only to agriculture. This is because of the chain of backward and forward
linkages that the sector has with the other sectors of the economy, especially with the
housing and construction sector. About 250 ancillary industries such as cement, steel, brick,
timber, building materials etc. are dependent on the real estate industry. Every time peoples
remain engaged in building houses irrespective of the season.
Current Scenario
It is difficult to estimate the exact contribution of the real estate sector to gross
domestic product (GDP) as it appears in a disaggregated and dispersed form in the National
Accounts Statistics. Residential housing and real estate services (activities of all types of
dealers such as operators, developers and agents connected with real estate) is covered
under the category real estate, ownership of dwellings, business and legal services. The
gross value added in the ownership of dwellings is equivalent to gross rental of the
residential dwellings less cost of repairs and maintenance. Gross rental is estimated as a
product of average gross rental per dwelling and the number of census dwellings and
includes imputed rent of owner-occupied houses.
The rentals of the industrial/trading establishments are deductible expenses
from the profits of these establishments but appear as profits of the business or company
renting out the premises. Similarly, implicit rents on self-owned real estate is accrued as
profits from business and is difficult to separate from non-real estate profits. The addition
to the stock of real assets with these businesses appears in the business accounts as capital
addition. In the national accounts it would appear under the head gross fixed capital
formation construction. Value of construction output is the additions made to the stock of
real estate assets in the public, private and household sectors. The contribution of
construction to GDP is the estimate of value added derived from the corresponding

estimates of this value of construction output.

Further, current data on the sectors such as ownership of dwellings, real estate
services construction are mostly not available and estimates for the benchmark year is
prepared on the basis of base year data and projected for other years with the help of
relevant indicators. To get an idea of the contribution of the real estate sector to GDP, an
attempt is made to factor in the value added to ownership of dwellings, which constitute
housing, real estate services and construction. construction are mostly not available and
estimates for the benchmark year is prepared on the basis of base year data and projected
for other years with the help of relevant indicators. To get an idea of the contribution of the
real estate sector to GDP, an attempt is made to factor in the value added to ownership of
dwellings, which constitute housing, real estate services and construction.
Real Estate Investment in India
As one of the worlds fastest growing economies, India possesses great
potential for commercial real estate investors and developers. Changes in the rules
governing foreign direct investment (FDI) in real estate have made the Indian market more
favorable to foreign investors; however, many pitfalls remain. In order to fully realize the
benefit of these rules and regulations, it is critical to understand the tax and regulatory
framework and how to properly structure a foreign investment in Indian real estate. This
briefing identifies and explores some of the key issues concerning real estate investment
and development in India today.
Indias real property framework
The Indian real property system differs from that of many other developed
countries in several important respects, including the fact that a guaranteed land title
system has yet to be developed and owners of vacant land must either develop the land or
risk confiscation of the land by the government. Current land ownership records in India
provide only presumptive title because most transfers of real property have not been
recorded with the state. As a result, it has been reported that ownership of nearly 90 percent
of land in India could be subject to conflicting ownership claims. Although the federal
government is working to improve Indias land title system by establishing a certification

authority to register land titles and encouraging state governments to implement and
maintain their own updated land title databases, no state has taken the lead in implementing
necessary reforms. In addition to the presumptive title system, many states are still
operating under the Urban Land Ceiling Regulation Act (ULCRA), which the federal
government enacted in 1976 to prevent the hoarding of real property. The ULCRA requires
that owners of vacant land beyond a certain size (the standard varies by state but ranges
from 500 to 2,000 square meters) register the land with the state government. Once
registered, the government can restrict any transfer, change in use and development of the
land, as well as take possession of the land if certain criteria are met. Although the federal
government repealed the ULCRA in 1999, the law remains in effect in some states, such as
Andhra Pradesh, Assam, Bihar, Maharashtra, Orissa and West Bengal. Because land
regulation falls under the control of state government, regulations affecting development
can vary greatly by location. In addition to the ULCRA, some states continue to enforce
rent control provisions, as well as stamp duties as high as 10 to 12 percent.

FDI in Real Estate

As the Indian economy continues to grow at a rapid pace8 to 9 percent
each year for the past three yearsregulators have struggled to maintain a balance between
attracting foreign investment and controlling speculation. Historically, FDI in real estate
has been tightly controlled and limited to highly regulated development of integrated
townships, technology and industrial parks, and special economic zones (SEZs).But in
March 2005, the federal government substantially relaxed restrictions on FDI in real estate.
While foreign investors are still prohibited from acquiring real property directly, their
ability to invest through a joint venture or wholly owned subsidiary has expanded
significantly.
The order authorized FDI to comprise 100 percent of the financing for
housing, built-up infrastructure, township (mixed-use development that includes residential
plots, townhouses and villas along with retail, office and recreational areas) and
construction-development projects, including residential buildings, offices, resorts and city
and regional infrastructure under the automatic route. When investing under the automatic

route, foreign investors are not required to seek any prior approval from the government or
the Royal Bank of India before investing, so longs the development meets certain size,
timeframe and capitalization requirements. Although it significantly broadens FDI in real
estate, it still prohibits foreign investors from directly investing in fully developed existing
properties under a pure rental model. Investors and relate to the size of the project. Housing
projects are required to consist of at least 25 acres and construction-development projects
are required to result in at least 50,000 square feet of new building space.
Major issue in real estate sector in India
The Indian real estate market is still in its infancy, largely unorganized and
dominated by a large number of small players, with very few corporate or large players
having national presence. The Indian real estate market, as compared to the other more
developed Asian and Western markets is characterized by smaller size, lower availability of
good quality space and higher prices. Supply of urban land is largely controlled by stateowned development bodies like the Delhi Development Authority (DDA) and Housing
Boards leaving very limited developed space free, which is controlled by a few major
players in each city.
Restrictive legislations and lack of transparency in transactions are other
main impediments to the growth of this sector. Organized sector has also hindered the
growth of this sector. There is a thriving parallel economy in real estate, involving large
amounts of undeclared transactions, mainly due to high stamp duty rates. The current
legislative framework also leads to substantial losses to the Government.
Some other issues include:

Transfer of Property.

Registration.

Urban Land (Ceiling and Regulation).

Rent Control.

Taxes and Stamp Duty Rates.

Stamp Duty.

Property Tax.

Conversion of Rural Land to Urban Use.

Credit Restrictions.

Mortgage market and securitization.

Road Networks.

Foreign Direct Investment.

Approval Procedures

Township
A township (or municipality) is a settlement which has the status and powers of
a unit of local government the term describes a very small agrarian community, usually
describing a local rural or semi-rural government within a county. "Municipality" refers to
a town or "an area governed like a town". Small (in terms of population) rural subdivisions
with limited administrative responsibilities are better referred to as "parishes" or
"communities", and this (rather than "municipality") is the preferred translation of the
expressions commune, emended, Geminate, commune, obec, etc referred to below.
Township includes the covered area in which the government or company provides every
facility within the premises. This is a new concept in the real estate industry. It provides
the opportunity to the builders to earn a huge profit and building homes for the people. The
township provides the clean environment, better facilities and chance to enjoy the social
life.
Draft norms for township development
According to the UP Integrated Township Policy, consistent with overall
approach of the UP government to be a facilitator rather than a provider, it is proposed that
the development of integrated townships to be done through private, market initiatives. The
governments role will be to support and facilitate the market operations and regulating it
only to the extent required to realize public policy objectives. Therefore the considerations
which determined the choice and design of norms for the development of the townships
under the aegis of the policy are:

That the norms should ensure achievement of public policy objectives without being
restrictive

That the norms should be directed towards raising the standards of the real estate
industry, especially in the following considerations:
Transparency and disclosures
Quality assurance
Concern for the environment

That the norms should direct the development activities towards creation of high quality
infrastructure, not only to meet the current needs of service industries but also offering value
for the future needs.

Town Planning Norms

The key objectives behind the formulation of township norms is to safe guard
public interests as well as facilitate the creation of good quality real estate. Therefore the
effort is to deter from being overly prescriptive and regulate where absolutely essential.
The objectives of the town planning norms can be elaborated as follows:

To ensure a long term economic development perspective,

To ensure basic quality of life and predictability from the point of view of external
(trunk and higher order social) infrastructure demands/ provisions,

To address any negative externalities from development of the township

To ensure integrated, sustainable development within the township, but also with a
view to well planned and balanced development in the larger regional context.
Regulatory parameters as stated earlier must be prescriptive to the extent of

safeguarding public policy objectives, quality of life, public safety and economic
development. The planning mechanism includes the design of nature, intensity and extent
of use, location decisions and systems for access and networks. Draft town planning norms
have been annexed to this document.
The Town Planning and Development Control Norms will cover the following categories:
Land Use
The land use mix is related to the classification of townships by use, and to the
criteria for eligibility, wherein a minimum proportion of built-up area is to be allocated to

the proposed economic activity. In addition to this, land use norms will cover compatibility
of adjacent uses, integration with transportation, network, distribution of service facilities
and provisions to ensure social inclusiveness. Norms relating to land use mix will cover the
classification of land uses. The percentage of land area as well as built-up area is devoted to
the various uses will be prescribed in broad ranges.
Road Network, traffic and Transportation
Norms relating to the road network will specify minimum density of road
length per unit area, classification of roads by hierarchy, road width at hierarchical levels
etc. Traffic and transportation norms will put forward requisites for public transport, nonmotorized vehicles (bicycles, etc), comfort and safety of pedestrians, parking standards,
etc.
Open Spaces, Parks and Gardens
Town Planning norms will indicate the total quantum of open spaces to be
provided in relation to the working/residential population of the township and built-up area,
including the hierarchical distribution from neighborhood to township level.
Density, Height and Bulk
To ensure predictable infrastructure requirements, the overall density of the
township will be specified both in terms of residential population density (expressed in
minimum and maximum number of dwelling units per unit land area) and in terms of
density of built-up area (expressed in minimum and maximum FSI). Plot size,
margin/setback and building height ranges will also be stipulated. To ensure harmonious
built form, urban design guidelines will be laid down and the developer will be required to
submit an urban design plan specifying the characteristics of the building envelope
including facades, finishes, etc for all buildings proposed in the township.

Provision for Informal Service Providers and EWS Housing

To ensure that the lowest income groups including the informal services
providers have access to formal housing, there will be specific norms for providing a
minimum number of dwelling units for the EWS in proportion to the total estimated
population and the nature of economic activity proposed in the township. Allotting of

compensatory built up area to the Developer for provision of EWS housing may be
considered. The percentage of land allocation and distribution of dwelling unit sizes to
ensure inclusion of lower income groups will be indicated. The mechanism for construction
and delivery of housing will be notified. The values for all the above parameters will be
calibrated to the objectives of each category of township and the nature of public interest to
be protected. While these generic norms will apply to all townships, specific norms may be
framed in each Master Plan for areas where townships are to be promoted, based on the
imperatives of the local context.
Infrastructure norms
The key objective of prescribing infrastructure norms is to establish the
minimum design and performance standards, to ensure a minimum quality of life for the
residents of the township. The objective can be elaborated as follows:

To ensure basic quality of life and predictability from the point of view of external
(trunk and higher order social) infrastructure demands/ provisions,

To address any negative externalities from development of the township, and

To ensure integrated, sustainable development within the township, but also with a
view to well-planned and balanced development in the larger regional context.

The parameters to be regulated for provision of infrastructure must be prescriptive to the

extent of ensuring minimum quality of life, scalability, managing the impact on
environment, and specific needs of the economic activity. Infrastructure design and
performance norms are being developed and will be made available soon. The
infrastructure norms will cover the following categories:

Service standards
The norms related to infrastructure service standards would prescribe the

minimum level and quality of services for water supply, sewerage and treatment, solid
waste collection and disposal. The norms would be based on generally accepted standards
for such services.

Design Standards

The norms related to infrastructure design standards would prescribe the

capacity and quality of the physical structures like roads, pavements, storm water drainage
systems, water distribution system. These norms would be specifically directed towards
scalability and sustainability.

Provision of social infrastructure

The norms related to social infrastructure would prescribe the minimum

standards for providing social infrastructure facilities like schools, hospitals, fire fighting
stations, police stations, community halls and public parks. These norms would be
specifically directed towards providing a wholesome living environment for the residents
of the townships.

Environmental guidelines
The norms in this category would be for ensuring that the impact of the township

project on the surrounding environment is kept to a minimum.

Operations and maintenance standards

The norms in this category would be prescribed to establish the standards for operations
and maintenance of the physical infrastructure and services within the township after the
township has been operationalise
The Ozone builders have also came out with this concept and developing the township
named, ozone city in Aligarh. The 800 core project is spread on 125 acres of land
acquired by the company approved by the Aligarh development authority. The completion
time of the project is three years. The First phase of the project is to sale the plots. The size
of the plots is 100 acres, 150 acres, 200 acres, 300 acres, 350 acres, 400 acres, 500acres,
and 1000 acres.
FACALITIES PROVIDED IN OZONE CITY

Amenities

Hospitals & nursing homes

Schools and crches

Clubhouse

Shopping Malls & multiplexes

5 star hotel

24x7 securities

100% Power Backup

24 hours water supply

Water treatment plant

Internal main road measuring 12 mtrs

Specifications

Power Supply

Water Supply

Road Network

Public Health

100% Power Backup

24 hours water supply

Water treatment plant and storage facility

Road measuring min 12 mtrs Wide

Arterial road to be 30 mtrs Wide

Adequate health services in the shape of hospitals and nursing

One of the largest hospitals in the NCR region

Communication system

Broadband cables

Wi-fi connectivity pocket

LANDSCAPING
Extensive and beautiful landscaping with parks and jogging tracks

PARKING
Adequate car parking facility at various locations with township

SECURITY

24 x 7 Security Patrol with modern communication system

Gated development with fencing all around the township

EDUCATIONAL FACILITIES

Schools, Business Schools, Nursery Schools, and crches

SHOPPING AND ENTERTAINMENT FACILITIES

World class shopping malls, retail outlets, food courts, multiplexes, etc.

Mission
Being trendsetters in designing of the buildings and with expensive landscaping, it
is equally adept at fulfilling not just the consumer needs but also their fancies. Choosy
buyers have found them most dependable and reliable, either for investment or for happy,
comfortable living. Integrity along with quality, reliability and customer satisfaction are
strengths intrinsic to it, at Ozone Group. Together, these qualities translate into a genuine
thought for the occupant of a house; be it good workmanship selection of a locality, help
with lending agencies, or giving possession when promised.

Vision
To create homes that clearly reflects their preferences, through sustained speed
and quality in every aspect of its operations. Ozone group seeks to be an organization that
delivers the customers needs, as and when they arise.
Business of the company

The company basically targets the emerging cities of India for development. It
already carved niche for itself. The business of the company includes Real estate, Finance
and Investment. The products and services from the stable of this group include:

Integrated township.

Plots.

Flats.

Independent villas.

Shopping malls with multiplex.

Schools and colleges.

Hospitals.

Recreational facilities.

IT Park.

Achievement of the company

Ozone group has no. of achievements in its credit. It has

Constructed OZONE TOWERS in Faridabad where locates its headquarter.

In its credit the SHAHASTRADHARA ROPEWAY in Dehradun.

Also built MANIDEEP RESORTS in Dehradun.

Constructed Independent Floors in Faridabad.

Built Luxurious Villas in Faridabad.

Won Best Regional Builder award in 2008.

Need for the Study

In recent years with the tremendous rise in the real estate many small investors
jump in to this sector to make profits. In the wake of present financial crisis which badly
affected the real estate sector it become imperative to know the consumer behavior of
people.
For this purpose I did a research to know the investment strategy of people in
the face of many real estate developers and also to know what comes in their mind while
investing in real estate within four parameters (price, product, location and services), what

factors influence investment decisions, whether high income category prefer much risk in
comparison to lower income people, whether only male dominates this

Human Resource Department

Description of the Activities

Vision and Mission of the Organization

Organization Structure Of organization/ Different departments, Total strength and its

composition, Ratio of staff v/s Permanent / casual / Contractor Employees etc.

Major policies related with the Employees Welfare / Statutory Benefits / Annual
Increment / Promotion/ Leaves/ Canteen/ Medical and Health facilities etc.

Job Description, Authority and Responsibilities.

Career Planning and Development Activities.

Quality System cell / Quality Audit

Environment policy / Quality policy, its main feature etc.

Major achievements in Environmental

prevention Projects and comparison With

Benchmarking

Continual improvement Projects / Corrective and preventive / action / monitoring

Mechanisms

Quality Assurance Department

Quality Assurance Structure , Quality / Defective Index

Continual Improvement Projects/ Corrective And Preventive Action/ Monitoring

Mechanism.

Quality Circles, major Achievements

Benchmarking data, major thrust .areas, and weak areas.

Purchase Department

Purchase System study of the Suppliers Vendors components, lead times

Vendor Selection Method, up-gradation plan in view of strengthening the Supply chain.

Inventory management, Efforts to reduce the inventory of Raw/ Semi/ Finished Goods.

Research and Development:

Product Range concepts/ variants, Main feature of the Products.

Competitors products their features.

Development Stages/ time required for the development of the new products, cost
analysis.

Cost of the products, Value Engineering projects, projects, Plans for Reduction of the
cost.

Products Performance Improvement plans.

Customer complains and Corrective and Preventive action initiated.

Manufacturing Department:

Manufacturing Facilities including the Machine Shop, Paint Shop, Assembly, Wall mart
etc, Cycle time of Each Components.

Productivity levels- per man/ machines/ hour/months.

Internal Communication System.

Finance Department

Financial health of the company i.e. Profitability.

CHAPTER-4
DATA ANALYSIS AND
INTERPRETATIONS

Q.1 What kind of training is given in your company?

Options
Technical
Behavioral
Both

Percentage of respondents
20
20
60

Table 4.1: Kinds of training

Figure 4.1: Kinds of training

INTERPRETATION:
The above table shows that, 60% of the employees say that they are gets both technical and
training, while 20% of the employees say that they are get behavioral training and rest 20%
of the employees say that they are get technical training.

Q.2 Are trainees sharing their experience with the subordinate, colleagues
and senior members?
Options
Frequently
Occasionally
Rarely
Never

Percentage of respondents
5
60
20
15

Table 4.2: Levels of sharing the training experience

Figure 4.2 Levels of sharing the training experience

INTERPRETATION:
The above table shows that, 60% trainees share their training experience occasionally. 20%
trainees share their training experience rarely, 15% trainees share their training experience
never and 5% trainees share their training experience frequently.

Q.3 Should the training need change with the change in your
organization?
Options
Always
Sometimes
Never

Percentage of respondents
20
70
10

Table 4.3: The training needs change

Figure 4.3: The training needs change

INTERPRETATION:
The above table shows that, 70% trainees say that there is a need for change sometime in
training programmes while 20% trainees say that there is a need for change always in
training programmes and 10% trainees say that there is a need for change never in training
programmes.

Q.4 Should the training method be change with the change in

organization policy?
Options
Frequently
Occasionally
Rarely
Never

Percentage of respondents
15
70
10
5

Table 4.4: Training method be change with change in organization

Figure 4.4: Training method be change with change in organization

INTERPRETATION:
The above table shows that, 70% occasional change in the method of training, 15% say that
frequently change in the method of training while 10% rarely change in the method of
training and rest 5% say never.

Q.5 To what extent the construction faced by the trainees?

Options
Yes
Sometimes
No

Percentage of respondents
5
15
80

Table 4.5: Construction faced be the trainees during training

Figure 4.5: Construction faced be the trainees during training

INTERPRETATION:
The above table shows that, 80% not very few trainees face constraints during training
programmes while 15% sometime very few trainees face constraints during training
programmes and rest 5% very few trainees face constraints during training programmes.

Q.6 Do you think that the training needs identification process

adopted by OZONE Ltd. Is in the right way of identification
of training need?
Options
Yes
No
Dont know

Percentage of respondents
50
10
40

Table 4.6: Effectiveness of training need identification process

Figure 4.6: Effectiveness of training need identification process

INTERPERTATION:
The above table shows that, 40% of the employees are doing know aware about the training
need identification process while 50% of the employees are aware about the training need
identification process and rests 10% of the employees are not aware about the training need
identification process.

Q.7 Generally what type of training does OZONE provide?

Options
Soft skills training.
Job related training.
Management development

Percentage of respondents
20
30
50

programme.
Table 4.7: Types of training provided by company

Figure 4.7: Types of training provided by company

INTERPERTATION:
The above table shows that, 20% employees says that soft skill training are provide by the
company and 30% agreed with job related training while 50% agreed with management
development programme.

Q.8 Do you think training programs given by the company provides

satisfaction?
Options
Always
Mostly
Sometime
Never

Percentage of respondents
5
75
15
5

Table 4.8: Satisfaction from the method of training

Figure 4.8: Satisfaction from the method of training

INTERPRETATION:
The above table shows that, 75% mostly of the trainees are satisfied with the methods of
training while 15% sometimes, 5% never and rest 5% always of the trainees are satisfied
with the method of training.

Q. 9 Does training motivate you to accomplish your job in desired

manner?

Options
Yes
No

Percentage of respondents
70
30

Table 4.9: Training motivates you to accomplish your job

Figure 4.9: Training motivates you to accomplish your job

INTERPRETATION:
The above table shows that, 70% people say yes and 30% say no. So, maximum persons
agree that training motivates for accomplishing the job in desired manner.

Q.10 Do you think that training offered minimize accidents and damage
to the equipments of the organization?

Options
Yes
No

Percentage of respondents
60
40

Table 4.10: Training offered minimize accidents and damage

Figure 4.10: Training offered minimize accidents and damage

INTERPRETATION:
The above table shows that, 60% persons agreed with the view that training minimizes
accidents and damage to the equipments and rest 40% are not agreed.

CHAPTER-5
RECOMMENDATIONS AND
CONCLUSIONS

RECOMMENDATIONS

The measurement of ultimate results of the contribution of training programme to

the company goals like survival, growth, profitability should be done.

Training need analysis system of the organization should satisfy the staff members,
employees, workers.

More practical sessions should be involved to make training session more

interactive and lively.

Training is properly the responsibility of any one in the management who wants to
attain a particular objective.

To be effective, training must use tested principles of learning.

Training should be entertaining by sharing more videos and audios.

Trainee reaction to overall usefulness of training including the coverage of the

topics, methods, of presentation and techniques to clarify through effectiveness of
programme.

CONCLUSIONS

The purpose of training is to help meet company objectives by providing opportunities

for employees at all organizational levels to acquire the requisite knowledge skills, and
attitude.

The objectives and scope of a training plan should be defined before.

Its development begun in order to provide a basis for common agreement and
cooperative action.

The techniques and process of a training program should be related directly to the needs
and objective action.

The purpose behind the training of personnel is to assist line management in the
determination of training needs and in the development, administration, conduct and
follow up training plan.

BIBLIOGRAPHY

BOOKS

Chabbra T.N., Human Resources Management, Dhanpat Rai & co. (p) Ltd. India, Ninth
Edition.

Kothari C.R., Research Methodology, New Delhi, New Age International Publisher,
Second Edition.

Gupta C.B.,Human Resource Management, Sultan Chand &Sons, Sixth Edition.

Ashwathapa K.,Human Resource Management,Mcgiaw Hill, Fourth Edition.

Prasad L.M., Organizational behavior, Sultan Chand & Sons, Fifth Edition.

Sites referred

www.ozone-group.com

www.tradeindia.com

www.ecel.com

www.passionhr.com

www.citehr.com

ANNEXURE

QUESTIONNAIRE
Q.1 What kind of training is given in your company?
a) Technical
b) Behavioral
c) Both

Q.2 Are trainees sharing their experience with the subordinate, colleagues and senior
members?
a)

Frequently

b)

Occasionally

c)

Rarely

d)

Never

Q.3 Should the training needs change with the change in organization policies?
a)

Frequently

b)

Occasionally

c)

Rarely

d)

Never

Q.4 Should the training method be change with the change in organization policy?
a)

Frequently

b)

Occasionally

c)

Rarely

d)

Never

Q.5 To what extent the construction faced by the trainees?

a) Yes
b) Sometime
c) No

Q6. Do you think that the training needs identification process adopted by
OZONE Ltd. In the right way of identification of training need?
a) Yes
b) No
c) Dont know

Q.7 Generally what type of training does OZONE provide?

a) Soft skills training.
b) Job related training.
c) Management development programme.
Q.8 Do you think training programs given by the company provides satisfaction?
a)

Always

b) Mostly
c)

Sometime

d)

Never

Q. 9 Does training motivate you to accomplish your job in desired manner?

a) Yes
b) No

Q.10 Do you think that training offered minimize accidents and damage to the
equipments of the organization?
a) Yes
b) No