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For Partial Fulfillment of Degree

Bachelor of Business Administration (BBA)

Submitted By: Project





ROLL NO - 83165





Certificate of Company
Faculty Guide Certificate

Objectives of the study

Period of study


Scope of the study

Limitations of the study

Theoretical background

Training and development

Definition of training and development

Training and development objective

Purpose of employees training and development

Activities of training and development

Training process

Training methods

Training and development cycle

Areas in employees training

Benefits of employees training and development

Changing trends in training

Six big problems with training and development


Industry overview

Activities of the company






Board of directors

SWOT Analysis





I hereby declare that I have undergone training at DINODIA FASHION

HOUSE, NEW DELHI. For a period of 6 weeks from 3th JULY to 14th
AUGUST . This report is being submitted in partial fulfillment of

This project has not been presented in any seminar or submitted

elsewhere for the award of any degree or diploma.

Thanks to almighty, with the blessing of which this cherished dream of mine

led to completion of this project with the desired out-com. This project study

was a noble experience for me and without the guidance and cooperation of

concerned people and without concentration, dedication and hard work it was

not possible for me to complete this project.

My deepest gratitude to DR. ASHUTOSH PRIYA AWASTI, my faculty guide for

their help, general hospitality, inspiration and all valuable guidance in various

stages of development of this project. I have great pleasure in acknowledge

the help receive from all those who favored me with it in giving the final

shape to my project.

“Give a man a fish, and u have given him a meal. Teach man to fish, and you have given
him a livelihood”. This ancient Chinese proverb seems to describe the underlying
rationale of all training and development programmes. No industrial organization can
long ignore the training and development needs of its employees without seriously
inhibiting its performance. Even the most careful selection does not eliminate the need
for training, since people are not moulded to specifications and rarely meet the demands
of their jobs adequately.

The development of high potential workers with the support of continuous training is
now-a-days seen as a core element in the development of competitive advantage of the
organisations. Catalanellow and Redding observe that the recent business success of
leading organizations including Motorola, General Electric and Hewlett-Packard is due to
the systematic management of employee training. Keep has identified a number of
companies in Britain which have integrated training and development into their wider
business planning. A survey in Canada reveals that 60% of business and labour leaders
see education and training as either the first or second most important factor for
improving international competitiveness.

Four important developments, which seem to have contributed in recent years, to greater
attention being given to training are as follows: First, it is now believed that training can
impart almost all skills to an individual. There are only few skills which are ‘inborn’ and
cannot be taught. Second, with the rapid change in technology every individual needs to
be retrained every now and then. Third, it is no longer enough for an individual to update
in his own narrow functional area. He must also possess a general understanding of a task
and processes of other related areas. Finally, due to the increasing emphases on
organizational culture every individual to be able to behave effectively, must be trained in
interpersonal skills also. Globalisation is now making it increasingly essential for all
employees to be aware of diverse gaffes, lifestyle and attitudes of peoples in other
countries as well. They need to learn many things such as how to introduce oneself before
a foreign client, converse and negotiate, talk on telephone, use body language and so on.
To avoid the cultural shocks, cross-cultural orientation of employees is becoming equally
• To train the employees in the indigenous and alien cultural values.

• To train the employees to increase his quantity and quality of output. This may
involve improvement in work methods of study.

• To train the employees for promotion to higher jobs.

• To train the bright but dronish employee in the formation of his goals. This may
involve instructions in initiative and drive.

• To train the employee toward better job adjustment and high morale.

• To remove supervision, wastage and accidents. Development of effective work

habits and methods of work should contribute toward a reduction in the accidents
rate, less supervision and wastage of material.


The objective for doing my summer training is to make my self capable for moving
forward in corporate world, to gain knowledge & experience & know how to work in the
organization environment. It will help me to gain more & more about corporate sector,
which was very essential for me to do. Therefore I joined Dinodia fashion of
Readymade Garments to improve my capabilities.

• To Know about the existing system of Training and Development in Dinodia
fashion of Readymade Garments

• To study the awareness of the employees regarding the Training and

Development system.
• To evaluate the effectiveness of Training and Development system.

• To know the satisfaction of the employees, with the Training and Development
system followed in Dinodia fashion of Readymade Garments

• The present Training and Development is sufficient enough to analyze the ability
of a company.

• To see the difference between the theoretical knowledge & practical knowledge.


I did my summer internship at Dinodia fashion of Readymade Garments

., which is one of the largest Readymade Garments in India. The duration of my study
was 36 days (6 weeks). My timing of work was from 9:30 A.M. to 5:30 P.M., 6 days in a



Primary data is that data, which is collected for the first time & thus happens to be
original in character. The primary source to carry out study is:-

• Questionnaire
• Schedule

• Observation

• Interview

Secondary data are those which have already been collected by someone else and have
already been passed through the statistical process.

Acc. to Dessel-“Data collected by other persons”

All the data has been collected from internal source, that includes :-

• Magazines

• Books

• Websites

• Reports

• Files


It provides useful information for research and also introduces the researcher with the
practical problem faced in the company. This research is very important for any Human
Resource student to gain a real time experience. I have done my research in Dinodia
Fashion in Training and Development. There are many departments in Britannia but my
research work is confined with Human Resource department where I studied that how the
Performance Appraisal method should be done.
Following are the limitations of this project:-

• While going through the research I had faced a bit problem like frequent visits
were required.

• Workers and supervisors were not immediately responding.

• Due to the tight schedule of managers, there are some difficulties for trainee to get
co-operation and attention.

• Extra large unit to cover.

• Large no. of employees in the company, more than 2000, not possible to cover
entire lot.



TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that

randomness is reduced and learning or behavioral change takes place in structured



Traditional Approach – Most of the organizations before never used to believe in

training. They were holding the traditional view that managers are born and not made.
There were also some views that training is a very costly affair and not worth.
Organizations used to believe more in executive pinching. But now the scenario seems to
be changing.

The modern approach of training and development is that Indian Organizations have
realized the importance of corporate training. Training is now considered as more of
retention tool than a cost. The training system in Indian Industry has been changed to
create a smarter workforce and yield the best results.


The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to that,
there are four other objectives: Individual, Organizational, Functional, and Societal.

Individual Objectives – help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary objective by

bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level suitable to the

organization’s needs.

Societal Objectives – ensure that an organization is ethically and socially responsible to

the needs and challenges of the society.

Purpose of Employee Training and Development

Reasons for emphasizing the growth and development of personnel include

Creating a pool of readily available and adequate replacements for personnel who may
leave or move up in the organization.

Enhancing the company's ability to adopt and use advances in technology because of a
sufficiently knowledgeable staff.

Building a more efficient, effective and highly motivated team, which enhances the
company's competitive position and improves employee morale.
Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from training and
developing its workers, including:

Increased productivity.

Reduced employee turnover.

Increased efficiency resulting in financial gains.

Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-being as

they become more valuable to the firm and to society. Generally they will receive a
greater share of the material gains that result from their increased productivity. These
factors give them a sense of satisfaction through the achievement of personal and
company goals.


Training and development encompasses three main activities: training, education, and
development. Garavan, Costine, and Heraty, of the Irish Institute of Training and
Development, note that these ideas are often considered to be synonymous. However, to
practitioners, they encompass three separate, although interrelated, activities:

This activity is both focused upon, and evaluated against, the job that an individual
currently holds.

This activity focuses upon the jobs that an individual may potentially hold in the future,
and is evaluated against those jobs.
This activity focuses upon the activities that the organization employing the individual, or
that the individual is part of, may partake in the future, and is almost impossible to

Here is a relatively simple overview of typical reference models, processes and tools
found in the effective planning and delivery of organizational training.

1. Assess and 2. Create 3. Consider 4. Plan training 5. Design

agree training training or learning styles and evaluation materials,
needs development and personality methods and
specification deliver training

Conduct some Having People's Consider

sort of training identified what learning styles evaluation Consider modern
needs analysis. you want to greatly affect training innovative
Another method train and what type of effectiveness, methods - see the
example of develop in training they which includes Businessballs
assessing and people, you will find easiest before-and-after Community for
prioritising must break and most measurements. lots of providers
training is DIF down the effective. Look and ideas.
Analysis. training or also at The Kirkpatrick
learning personality model Presentation is
This commonly requirement into types. especially helps an important
happens in the manageable Remember you you to structure aspect to
appraisal elements. are dealing with training design. delivery.
process. people, not
Attach standards objects. People Consider See also running
Involve the or measures or have feelings as Bloom's theory meetings and
people in parameters to well as skills too, so that you workshops.
identifying and each element. and knowledge. can understand
agreeing what sort of Good writing
relevant aligned The 360 degree The Erikson development techniques help
training. process and model is you are actually with the design
template and the wonderful for addressing. of materials.
Consider simple training understanding
organizational planner (also in more about this. Consider team So do the
values and pdf format) are activities and principles of
aspects of useful tools. So is the Johari exercises. advertising - it's
integrity and Window model. all about
ethics, and Revisit the See the self- meaningful
spirituality, love'skill-sets' and Consider the study program communication.
and compassion training needs team and the design tips
at work as well analysis tools - group. Adair's below - the There is a useful
as skills. they can help theory helps. So internet offers training
organize and does the more providers
Look also at training Tuckman opportunities selection
your recruitment elements model. than ever. template on the
processes - there assessment on a sales training
is no point large scale. page, which can
training people be adapted for all
if they are not sorts of
the right people providers and
to begin with. services.

Why people
leave also helps
The Training Process
The model below traces the steps necessary in the training process:

Organizational Objectives

Needs Assessment

Is There a Gap?

Training Objectives

Select the Trainees

Select the Training Methods and Mode

Choose a Means of Evaluating

Administer Training

Evaluate the Training

Your business should have a clearly defined strategy and set of objectives that direct and
drive all the decisions made especially for training decisions. Firms that plan their
training process are more successful than those that do not. Most business owners want to
succeed, but do not engage in training designs that promise to improve their chances of
success. Why? The five reasons most often identified are:

Time - Small businesses managers find that time demands do not allow them to train

Getting started - Most small business managers have not practiced training
employees. The training process is unfamiliar.

Broad expertise - Managers tend to have broad expertise rather than the specialized
skills needed for training and development activities.

Lack of trust and openness - Many managers prefer to keep information to

themselves. By doing so they keep information from subordinates and others who could
be useful in the training and development process.

Skepticism as to the value of the training - Some small business owners believe
the future cannot be predicted or controlled and their efforts, therefore, are best centered
on current activities i.e., making money today.
A well-conceived training program can help your firm succeed. A program structured
with the company's strategy and objectives in mind has a high probability of improving
productivity and other goals that are set in the training mission.

For any business, formulating a training strategy requires addressing a series of questions.

Who are your customers? Why do they buy from you?

Who are your competitors? How do they serve the market? What competitive advantages
do they enjoy? What parts of the market have they ignored?

What strengths does the company have? What weaknesses?

What social trends are emerging that will affect the firm?

The purpose of formulating a training strategy is to answer two relatively simple but
vitally important questions: (1) What is our business? and (2) What should our business
be? Armed with the answers to these questions and a clear vision of its mission, strategy
and objectives, a company can identify its training needs.

Identifying Training Needs

Training needs can be assessed by analyzing three major human resource areas: the
organization as a whole, the job characteristics and the needs of the individuals. This
analysis will provide answers to the following questions:

Where is training needed?

What specifically must an employee learn in order to be more productive?

Who needs to be trained?

Begin by assessing the current status of the company how it does what it does best and
the abilities of your employees to do these tasks. This analysis will provide some
benchmarks against which the effectiveness of a training program can be evaluated. Your
firm should know where it wants to be in five years from its long-range strategic plan.
What you need is a training program to take your firm from here to there.

Second, consider whether the organization is financially committed to supporting the

training efforts. If not, any attempt to develop a solid training program will fail.

Next, determine exactly where training is needed. It is foolish to implement a

companywide training effort without concentrating resources where they are needed
most. An internal audit will help point out areas that may benefit from training. Also, a
skills inventory can help determine the skills possessed by the employees in general. This
inventory will help the organization determine what skills are available now and what
skills are needed for future development.

Also, in today's market-driven economy, you would be remiss not to ask your customers
what they like about your business and what areas they think should be improved. In
summary, the analysis should focus on the total organization and should tell you (1)
where training is needed and (2) where it will work within the organization.

Once you have determined where training is needed, concentrate on the content of the
program. Analyze the characteristics of the job based on its description, the written
narrative of what the employee actually does. Training based on job descriptions should
go into detail about how the job is performed on a task-by-task basis. Actually doing the
job will enable you to get a better feel for what is done.

Individual employees can be evaluated by comparing their current skill levels or

performance to the organization's performance standards or anticipated needs. Any
discrepancies between actual and anticipated skill levels identifies a training need.

Selection of Trainees
Once you have decided what training is necessary and where it is needed, the next
decision is who should be trained? For a small business, this question is crucial. Training
an employee is expensive, especially when he or she leaves your firm for a better job.
Therefore, it is important to carefully select who will be trained.

Training programs should be designed to consider the ability of the employee to learn the
material and to use it effectively, and to make the most efficient use of resources
possible. It is also important that employees be motivated by the training experience.
Employee failure in the program is not only damaging to the employee but a waste of
money as well. Selecting the right trainees is important to the success of the program.

Training Goals
The goals of the training program should relate directly to the needs determined by the
assessment process outlined above. Course objectives should clearly state what behavior
or skill will be changed as a result of the training and should relate to the mission and
strategic plan of the company. Goals should include milestones to help take the employee
from where he or she is today to where the firm wants him or her in the future. Setting
goals helps to evaluate the training program and also to motivate employees. Allowing
employees to participate in setting goals increases the probability of success.
Training Methods
There are two broad types of training available to small businesses: on-the-job and off-
the-job techniques. Individual circumstances and the "who," "what" and "why" of your
training program

On-the-job training is delivered to employees while they perform their regular jobs.
In this way, they do not lose time while they are learning. After a plan is developed for
what should be taught, employees should be informed of the details. A timetable should
be established with periodic evaluations to inform employees about their progress. On-
the-job techniques include orientations, job instruction training, apprenticeships,
internships and assistantships, job rotation and coaching.

Off-the-job techniques include lectures, special study, films, television conferences

or discussions, case studies, role playing, simulation, programmed instruction and
laboratory training. Most of these techniques can be used by small businesses although,
some may be too costly.

Orientations are for new employees. The first several days on the job are crucial in the
success of new employees. This point is illustrated by the fact that 60 percent of all
employees who quit do so in the first ten days. Orientation training should emphasize the
following topics:

The company's history and mission.

The key members in the organization.

The key members in the department, and how the department helps fulfill the mission of
the company.

Personnel rules and regulations.

Some companies use verbal presentations while others have written presentations. Many
small businesses convey these topics in one-on-one orientations. No matter what method
is used, it is important that the newcomer understand his or her new place of

Lectures present training material verbally and are used when the goal is to present a
great deal of material to many people. It is more cost effective to lecture to a group than
to train people individually. Lecturing is one-way communication and as such may not be
the most effective way to train. Also, it is hard to ensure that the entire audience
understands a topic on the same level; by targeting the average attendee you may
undertrain some and lose others. Despite these drawbacks, lecturing is the most cost-
effective way of reaching large audiences.

Role playing and simulation are training techniques that attempt to bring realistic
decision making situations to the trainee. Likely problems and alternative solutions are
presented for discussion. The adage there is no better trainer than experience is
exemplified with this type of training. Experienced employees can describe real world
experiences, and can help in and learn from developing the solutions to these simulations.
This method is cost effective and is used in marketing and management training.

Audiovisual methods such as television, videotapes and films are the most effective
means of providing real world conditions and situations in a short time. One advantage is
that the presentation is the same no matter how many times it's played. This is not true
with lectures, which can change as the speaker is changed or can be influenced by outside
constraints. The major flaw with the audiovisual method is that it does not allow for
questions and interactions with the speaker, nor does it allow for changes in the
presentation for different audiences.

Job rotation involves moving an employee through a series of jobs so he or she can
get a good feel for the tasks that are associated with different jobs. It is usually used in
training for supervisory positions. The employee learns a little about everything. This is a
good strategy for small businesses because of the many jobs an employee may be asked
to do.

Apprenticeships develop employees who can do many different tasks. They usually
involve several related groups of skills that allow the apprentice to practice a particular
trade, and they take place over a long period of time in which the apprentice works for,
and with, the senior skilled worker. Apprenticeships are especially appropriate for jobs
requiring production skills.

Internships and assistantships are usually a combination of classroom and on-the-

job training. They are often used to train prospective managers or marketing personnel.

Programmed learning, computer-aided instruction and interactive video all have

one thing in common: they allow the trainee to learn at his or her own pace. Also, they
allow material already learned to be bypassed in favor of material with which a trainee is
having difficulty. After the introductory period, the instructor need not be present, and the
trainee can learn as his or her time allows. These methods sound good, but may be
beyond the resources of some small businesses.

Laboratory training is conducted for groups by skilled trainers. It usually is

conducted at a neutral site and is used by upper- and middle management trainees to
develop a spirit of teamwork and an increased ability to deal with management and peers.
It can be costly and usually is offered by larger small businesses.

Who actually conducts the training depends on the type of training needed and who will
be receiving it. On-the-job training is conducted mostly by supervisors; off-the-job
training, by either in-house personnel or outside instructors.

In-house training is the daily responsibility of supervisors and employees. Supervisors are
ultimately responsible for the productivity and, therefore, the training of their
subordinates. These supervisors should be taught the techniques of good training. They
must be aware of the knowledge and skills necessary to make a productive employee.
Trainers should be taught to establish goals and objectives for their training and to
determine how these objectives can be used to influence the productivity of their
departments. They also must be aware of how adults learn and how best to communicate
with adults. Small businesses need to develop their supervisors' training capabilities by
sending them to courses on training methods. The investment will pay off in increased

There are several ways to select training personnel for off-the-job training programs.
Many small businesses use in-house personnel to develop formal training programs to be
delivered to employees off line from their normal work activities, during company
meetings or individually at prearranged training sessions.

There are many outside training sources, including consultants, technical and vocational
schools, continuing education programs, chambers of commerce and economic
development groups. Selecting an outside source for training has advantages and
disadvantages. The biggest advantage is that these organizations are well versed in
training techniques, which is often not the case with in-house personnel.

The disadvantage of using outside training specialists is their limited knowledge of the
company's product or service and customer needs. These trainers have a more general
knowledge of customer satisfaction and needs. In many cases, the outside trainer can
develop this knowledge quickly by immersing himself or herself in the company prior to
training the employees. Another disadvantage of using outside trainers is the relatively
high cost compared to in-house training, although the higher cost may be offset by the
increased effectiveness of the training.
Whoever is selected to conduct the training, either outside or in-house trainers, it is
important that the company's goals and values be carefully explained.

Training Administration
Having planned the training program properly, you must now administer the training to
the selected employees. It is important to follow through to make sure the goals are being
met. Questions to consider before training begins include:







Careful attention to these operational details will contribute to the success of the training

An effective training program administrator should follow these steps:

Define the organizational objectives.

Determine the needs of the training program.

Define training goals.

Develop training methods.

Decide whom to train.

Decide who should do the training.

Administer the training.

Evaluate the training program.

Following these steps will help an administrator develop an effective training program to
ensure that the firm keeps qualified employees who are productive, happy workers. This
will contribute positively to the bottom line.
Evaluation of Training
Training should be evaluated several times during the process. Determine these
milestones when you develop the training. Employees should be evaluated by comparing
their newly acquired skills with the skills defined by the goals of the training program.
Any discrepancies should be noted and adjustments made to the training program to
enable it to meet specified goals. Many training programs fall short of their expectations
simply because the administrator failed to evaluate its progress until it was too late.
Timely evaluation will prevent the training from straying from its goals.
The system of training and development is a cycle of continuous

Research shows that when schools and educators commit to continuous learning, student
outcomes - both academic and developmental - improve. In fact, today's most effective
educators view continuous, ongoing training and development as an integral part of their
job description, a routine part of every workday. The need to refocus teaching to meet the
requirements of Maine's Learning Results makes continuous learning more important
than ever. To bring about improved student performance, training and development must
be never-ending.

Continuous Improvement is a circular process, encompassing student assessment,

program planning and design, implementation, evaluation, and revision. The programs'
purposes, goals, and activities are continuously assessed and refined in a process
sometimes referred to as "planning
backwards." Moreover, efforts at training
and development apply to all who teach -
not only classroom teachers, but
administrators, librarians, physical
education teachers, art and band
instructors, educational
technicians, and others.

The majority of Maine's educators learned to

teach in a different time, with different
expectations. Sixty-five percent of Maine's
teachers are over the age of 40 and the
average teacher in the state has 15 years of
classroom experience. Training and
development based on a cycle of continuous improvement are essential to help these
dedicated, committed professionals move successfully into the kind of public education
that the Learning Results demand.

There is evidence of multi- A commitment to training The evaluation utilizes data to

year planning. and development is evident in change planning and
the actions of all implementation strategies.
Data have been used to stakeholders.
inform the continuous Change in practice and
improvement cycle. behavior is evident among
The plan builds local
capacity. Improved student performance
and development is realized.

Step 1: Consultation and Assessment

We start with an in-depth needs assessment with key stakeholders from your
organization. This process is key to the success of the learning experience and our ability
to connect to learners, and build skills and competencies that enhance the revenue
generating process. Feedback provides critical information necessary for developing a
training curriculum that meets the learning needs of your organization. The objective is to
have a candid conversation in a safe non-judgmental environment regarding potential
growth areas and issues or concerns from a broad range perspective and create buy-in for
meaning change.
Step 2: Learning and Development Proposal
After analyzing information obtained during the initial needs assessment process,
IManage Development will create and submit for review a proposal detailing our
recomendations for development.

Step 3: Develop and Execute Program

IManage Development will develop the workshop based upon feedback from needs
assessment and agreed terms. Our programs can be delivered on or off site depending on
overall objectives.

Step 4: Measures of Success Progress toward the objective will be measured by:
achievement of desired outcomes

feedback opportunities created for employees to inform management

execution of developed action plans

level of responsiveness and participation

evaluation of feedback sheets

actual observations and anecdotal inforamtion collected by management

Step 5: After Service Planning

IManage Development will provide a post analysis report summarizing the workshop
findings, breakthroughs, attendee feedback, developed strategies and recommendations
for additional development and support.

1. Communications: The increasing diversity of today's workforce brings a wide

variety of languages and customs, thus staff should be able to be very good in both
written and verbal communication.

2. Computer skills: Computer skills are becoming a necessity for conducting

administrative and office tasks. In this era of technological advancement, computer skills
are very necessary for almost of departments in an organization.

3. Customer service: Increased competition in today's global marketplace makes it

critical that employees understand and meet the needs of customers. The firm that stands
out from the crowd is that firm that puts its customers first before every other goal. Then
the need to always train staff on customer service.

4. Diversity: This includes explanation about people and their different perspectives
and views, and how this can be handled.

5. Ethics: There are divergent ethics in different firms. Some firms attach more
importance to certain issues like moral, work period, lateness etc than other issues.
Today's society has increasing expectations about corporate social responsibility. Also,
today's diverse workforce brings a wide variety of values and morals to the workplace.
This calls for the need for staff to be reminded of these always through training and

6. Human relations: The increased stresses of today's workplace can include

misunderstandings and conflict. Training can help people to get along in the workplace
with good understanding of each other and the office inter personal relationship to reduce
official conflict.

7. Quality Management: Initiatives such as Total Quality Management, Quality

Circles, benchmarking, etc., require basic training about quality concepts, guidelines and
standards for quality, etc.

8. Safety: Safety training is critical where working with heavy equipment, hazardous
chemicals, repetitive activities etc. Staff should be made to understand that despite the
fact that they have a safety department, the safety of each staff is in his /her own hands.
Increased job satisfaction and morale among employees.

Better inter personal relationship and customer satisfaction.

Increased employee motivation.

Increased efficiencies in processes, resulting in improved financial gain.

Increased capacity to adopt new technologies and methods.

Increased innovation in strategies and products.

Reduced employee turnover.

Enhanced company image.

Better Risk management and staff safety consciousness.

Increase in productivity.


six critical trends in training that should be taken into serious account by HRM
professionals and organizations, to wit:

Adopt a Performance Consulting Strategy

Measure Results to See Impact

Training Delivery Is Changing

Training Delivery Systems Are in Transformation

Your Customer Is the Individual Employee

Training is Delivered Just-in-time, as Needed

Items 1 and 2 are not new, IMO. Training and development programs are supposed to be
designed and implemented to correct and/or improve employee’s or organization’s
performance. And results there from should be measured against projected or set training
goals and objectives. The assessment at the end of the program will not suffice. (Some
organizations tend to use this to measure the effectiveness of the training. This is very
superficial, ineffective, and is based only on the impression of the training activity not its
results.) Metrics should have been defined even before the training plan is approved.
Otherwise, it would be a waste of resources to train people when there are no metrics in
place to evaluate learning and improvements results. Sarah is correct to observe that most
training programs are out of the shelf, catalogs, and have lost their effectiveness. They
are no longer performance related. In my book, these are what you call university or
academic approaches to human resource training and development.

Training and development programs, first and foremost , should address a discrepancy
between the current performance of the employee and to what is expected (based on his
detailed job description or KRA (Key Result Area) sheet. In cases of advancement, the
discrepancy is the difference between the current performance (that is, the employee is
meeting desired performance criteria and goals) compared against the desired level of
performance when new responsibilities are added or where promotion to the next job
level is expected. Again, here is why performance evaluation and metrics are very

Items 3 to 6 are more accurate observations. With the introduction of internet, intranet,
and multi-media devices, training delivery and systems are indeed changing. The HRM
should be able to harness these new systems to achieve better results from training. Plus,
the emphasis on training employees who are expert on certain topics to train others is
indeed occurring. The trainers’ and HRM roles on this should focus on developing good
trainers out of this employees. In the first place, they are more credible trainers when it
comes to their areas of expertise. Training skills are thus required to make them effective

It is good news that more and more trainers and HRM professionals are adopting the JIT*
(just in time) system in training. As I have mentioned earlier, if training should have been
initiated to address performance problems, then it follows that training are perfect JIT
intervention. Although, let me be clear here that not all performance problems or
discrepancies can be addressed through training. Sometimes, the underlying causes for
this are entirely insignificant to training such as improvement on the work process,
machine problems, psychological issues like the lack of motivation, etc. However, issues
that needs to be addressed should be acted upon immediately.

If I may add:

Training programs should focused more on behavioral modifications rather than skill
building, and should be geared towards adding value to the organization’s
Skill building is easier than behavioral modification. It takes time to have employees who
are highly motivated and are attuned to the positive corporate culture that company is
trying to foster. I am seeing more organizations who are placing more importance on this
in their agenda and are reaping positive results. Even in hiring, attitude and values are
given more premium over skills and knowledge on the premise that the latter can easily
be acquired.

Training is becoming participative.

Meaning, trainees are now involve in the planning and development stages of the entire
human resource program. This way, their training needs are accurately addressed.
Moreover, it lessens the burden on the part of the training facilitator in terms of getting
interests on the training program. Lastly, employees involvement in the preparation of the
program shares the burden of making it meaningful and effective. The role of the HRM
now in this trend is more of a coach and a guide, rather than the provider of training

Training and development programs, however the methods and trends are, will
continue to remain the most effective means of producing and maintaining a highly
competitive workforce. The HRM must endeavor to put more efforts towards
effective implementations.

Six big problems with training and development

A failure to identify the specific needs of learners and for learners to own their own
development needs

Objectives set by trainers, rather than the learners

Little acceptance by learners of the need to take responsibility for their own development

Constraints of time for preparation and participation in learning events

A failure to follow through learning beyond an event or course

Failing to achieve high value via transfer of the learning .



We supply a wide range of garments for Men, Women, Kids, Beach wear, Formal
Wear, Sleep Wear/ Undergarments, Sport Wear, Knitwear and Home Furnishings.

We are strategically located in Tirupur which is known as the Knitwear Center of India.
We offer our exhaustive range of products at reasonable pricing. We help our clients in
sourcing premium quality garments from India, Bangladesh, Nepal, Sri Lanka and South
African Countries. We are the most reputed buying and sourcing agent in India.

We focus to source and supply best quality products to cater the requirement of the
domestic market as well as the various industries. We also provide customized solutions
to our clients. Further, we remain in touch with the latest developments and trends to give
complete customer satisfaction.


We are engaged in offering high quality garments for men, women, kids and exquisite
taste of home furnishings to cater diverse needs. Our range has carved a niche for
ourselves in the market. We offer:

• Denim
• T-shirts
• Jackets
• Dresses

• Skirts
• Tank top
• Nighty
• Blouses

• Rompers
• Polo T-shirts
• Kurtas
• Mittens
• shorts

• Shirts
• Trousers
• Dresses
• Suits


• Sports shirts
• Track suit
• Athletic wear


• Sweaters
• Sweat shirts
• T-shirts


• Bed & bedding furnishings

• Drawing & dining rooms furnishings
• Kitchen linen
• Bathroom furshings

We are teamed with expert and experienced personnel who are well versed with the latest
technology. Our congenial working atmosphere has helped our team to take the new
challenges with the changing trends. We strive to supply products that are exactly
required by the clients. All our team members work in close coordination with clients to
achieve the goals and play an important role in the growth of the organization.

Our top priority is to source & deliver qualitative products. For this, we do quality
checking at various levels to ensure best quality products. Apart from this, our quality
control unit help to offer products, which can match with the international standards.
Some of the parameters of our products for quality checking are-



Color fastness


Pilling test

We have a wide and well-established network of agents who are capable of delivering the
required goods anywhere across the world. This well-established network leads to cost-
effectivity and helps in building long-term business relations with our clients.

Customer Satisfaction
We supply quality products with the help of talented workforce, which has expertise in
their respective fields. Further, we regularly innovate our range as per the demands of the
industry. Apart from this, all our products are available at competitive prices and are
delivered at the scheduled time. All these factors add to the total satisfaction to our

We have successfully cater to the needs of our clients with respect to Quality, Price and
flawless delivery of goods at clients' site. Our business transactions are transparent and
hassle free, enhancing the customer experience in the buying process. We are the chosen
source for Brand Labels, Mail Order Houses, Department Stores, Chain Stores, Discount
Retailers and Specialty / Boutique Importers from around the world.

Why Us
Some of the factors, which keeps us ahead of our competitors in the industry are-

An unmatched track of successful order placements

Qualitative products

Cost effective

Timely delivery

Focus of achieving total customer satisfaction

We offer an exclusive range of garments that makes mens wear simple and enjoyable.
Our collection comprises of wide range of mens wear in different fabrics, pattern and

Sourced in accordance with changing trends and patterns, our range of garments are
available in different sizes and shapes to befit different individuals. Durable and
comfortable to wear, our range includes the products that are mentioned below.

Denim Dresses T-Shirts

Athletic Wear Sports Shirts Men's Trunks

Night Shirts Pajamas Track Suit

Jog Suits Trousers Pants

Shirts Polo T-Shirts Sweat Shirts

Jackets Swim Suits Vests

Fashion Tops Pullovers Sweaters

Bermuda Shorts

Ladies wear garments have touched the maximum level of creativity in fashion. We
supply an exclusive collection range from short skirts to gowns and from inner wear to
sports wear. Each garment reflects accuracy, blended with fashion with a perfect
feminine look. The varieties seems to be unending in ladies wear.

Skirts Blouses Shirts

Polo T-Shirts Tank Top Panties

Lingeries Dresses T-Shirts

Swim Suits Vests Fashion Tops

Nighty Track Suit Jog Suits

Athletic Wear Sports Shirts Sweat Shirts

Jackets Pajamas Night Shirts

Trousers Pants Pullovers

Sweaters Bermuda Shorts


We present an interesting range of kids wear with bright color combinations, elegant
designs and trendy look. They are available in a wide variety of sizes and styles to meet
specific requirements of our clients.

Dresses T-Shirts Athletic Wear

Sports Shirts Sweat Shirts Jackets

Men's Trunks Night Shirts Pajamas

Track Suit Jog Suits Trousers

Pants Shirts Polo T-Shirts

Pullovers Sweaters Rompers

Top & Bottom Sets Swim Suits Fashion Tops

Vests Bermuda Shorts

Bathroom Furnishings Kitchen Linen

We bring a classy range of formal shits that are in wide demand amongst executive and
exhibit great look and comfort. Offered in varied sizes, our range of formal shirts are for
both men and women. Our formal shirts add appeal to the personality of the wearer
Dresses T-Shirts Trousers

Pants Shirts Polo T-Shirts

Skirts Blouses Pullovers

Sweaters Sweat Shirts Jackets

Our Sportswear are economical with a high degree of comfort and fashion. Flawlessly
designed to perfection, our range comes in a variety of individual designs and colors
Polo T-Shirts Athletic Wear Sports Shirts

Track Suit Jog Suits

Made from the finest fabrics, our wide range of knitwear are available in splendid colors.
We offer our collection for man, woman and kids that are warm, soft and comfortable.
Bringing an exclusive range that have unique designs and high quality

Polo T-Shirts T-Shirts Pullovers

Sweaters Sweat Shirts

We are competent in the export of a wide range of home furnishings which are known for
their superior quality and designs. Our full range of products include:
Bed & Bedding Bathroom Furnishings Kitchen Linen

Beautiful and decorative bathroom furnishings are available with us which are not only
elegant but also add on to your utility
Bath Robe
Bath Mat Code : 002
Code : 001 Indulge yourself with our bath robes
Bath mats to accessorize and which come in fun fashion prints and
accentuate the utility of your bathroom traditional solid colors.

Hand Towels
Code : 005 Face Towels
Earth tones and botanical shapes are a Code : 006
natural for the bathroom. Soft, Beautiful face towels available in
absorbent cotton Towels available various shades and colors.
with us .

Kitchen Linen
We present an interesting range of Kitchen Linen that gives a unique and distinct look to
your kitchen. We try to create a whole range of Kitchen Linen that helps in expressing a
sense of style and modern outlook. They are more spacious such as cabinets, shelves and
drawers for complete utility of the space.

Pot Holders
Code : 002
Code : 001
We have a large selection of Kitchen
Make your cooking a pleasurable
Linen that are available in both
experience with us. We offer Kitchen
traditional and contemporary styles
Linen for all your space needs.
with a variety of finishes.


♦ Sales
♦ Marketing

♦ Research and Development

♦ Quality Assurance

♦ Exports

♦ Technical & Operations

♦ Finance and IT

♦ Human
Resources &

Our Mission

Panjiva’s mission is to make it easier to do business across borders. Because, today, it is

far too complicated to do business across borders. Finding reliable information about
companies in other countries is difficult. Communicating with companies in other
countries is difficult. Transacting with companies in other countries is difficult. At
Panjiva, we leverage technology and information to make these activities easier. By
making it easier for companies to do business across borders, we seek to increase the
efficiency and expand the benefits of global trade.
Our Founding

In 2005, Josh Green was working at an electronics company when he was asked to find a
new supplier. Naively, Josh thought this would be easy. However, Josh soon found a
staggering number of companies that claimed to have the required capabilities — but no
source for reliable information on all of these companies. Josh discussed this state of
affairs with James Psota, a student at MIT, who suggested that technology could play a
decisive role in creating a go-to information resource for a global economy. About a year
later, in the fall of 2006, Panjiva was born, with a mission to make it easier to do business
across borders. Two and a half years later, in early 2009, Panjiva formally launched a
first-of-its kind intelligence platform for global trade professionals. Today, the platform
features information on over 1.5 million companies across 190 countries. Learn more
about the Panjiva intelligence platform.

Our Funding

In June of 2007, Panjiva received an equity investment from an angel contingent led by
Mark Gerson, founder of Gerson Lehrman Group. In March of 2008, Panjiva received an
equity investment from Battery Ventures.

Our Name

Many millions of years ago, all of the world’s continents were joined together as a single
super-continent. Scientists call this super-continent “Pangaea” (pronounced Pan-JEE-ah).
“Panjiva” is simply a twist on “Pangaea.” The Panjiva team likes to think that we’re
bringing the continents—or at least the people on them—closer together.


Josh Green
Co-Founder and Chief Executive Officer
Josh began his career at The Boston Consulting Group (BCG), where he provided
strategic advice to Fortune 500 clients. Later at iFormation Group, a joint venture of BCG
and Goldman Sachs, Josh launched new, technology-enabled businesses. More recently,
Josh learned first-hand about the challenges of doing business across borders while at E
Ink, a high technology company with a global supply chain. Josh is a graduate of
Dartmouth College, Harvard’s Kennedy School of Government, and Harvard Business
School where he received Baker Scholar honors. Recently, Josh was a featured speaker
at the Web 2.0 Summit and at DataContent ’09. Josh has been quoted in articles about
global trade appearing in Fast Company, Financial Times, Forbes, Harvard Business
Review, The New York Times, and The Wall Street Journal.

James Psota
Co-Founder and Chief Technology Officer
James is a veteran entrepreneur and is responsible for Panjiva’s technical direction and
product development. James worked for Intel Research, where he incorporated artificial
intelligence techniques into his computer architecture work. James also conducted
artificial intelligence research at Caltech and is published in the field of computer
science. While serving as Panjiva’s technology lead, James is pursuing a doctoral work in
large-scale parallel computer architectures in the Computer Science Department at MIT.
James holds a B.S., summa cum laude, in Electrical and Computer Engineering from
Cornell University and an S.M. in Computer Science from MIT.

Timothy Garnett
Lead Engineer
Tim Garnett is the lead engineer on the Panjiva technical team, responsible for
developing many of the core features of the Panjiva product. He is formerly from
VMware where he worked on the VMSafe project and has a masters degree in computer
science from MIT. Tim was a co-founder of Determina, Inc., a security software
company with award-winning technology focused on the host intrusion prevention space.
Determina was founded in 2003 and received venture funding from Bessemer and later
Mayfield and U.S. Venture Partners; Determina was acquired by VMware in 2007.

Case Dorkey
Director, Business Development
Case joined Panjiva in 2007 at a time when high-profile product recalls heightened
national concern about import safety. He was responsible for discussions with President
Bush’s Working Group on Import Safety and Homeland Security’s targeting specialists
around how data can be used to target limited inspection resources at areas of greatest
risk. He is now responsible for Panjiva’s cooperation with a diverse array of data
providers. Formerly, Case was a history teacher at a public high-school in Brooklyn, New
York. Case is a graduate of Dartmouth College.

Mark LaRosa
Vice-President, Sales
Mark LaRosa has been selling technology for 20 years. Prior to Panjiva, he was the Vice
President of Global Sales for Angelsoft, a firm which deals in solutions for early stage
investment groups. Under his leadership, Angelsoft became the market leader and in 1
year sales performance tripled. He began his career by founding Dynamic Mobile Data
where LaRosa sold his solution to clients including as Kraft, Pepsi, AIG, UPS, Airborne
Express and Purolator Courier. He won a DEMOgod award and secured a patent for an
early wireless middleware design. LaRosa then moved on to a lead sales role at IRMC
(now iQor) where he landed clients such as Publisher’s Clearing House, Bookspan,
BMG, and Guthy-Renker. He then returned to mobile enterprise sales and built out the
Northeast presence for Air2Web, winning Proctor and Gamble, NBC, Viacom, FedEx,
UsAir and CitiGroup. LaRosa is currently on the Board of Trustees of Stevens Institute of
Technology and a founding board member of the Executive Council on Sales and
Services Executive Council on Sales and Services – part of the SIIA. He lives in Northern
New Jersey with his wife and three children.
Shandeep Sharma
Director, Operations
As Director of Operations, Shandeep oversees account management and data operations.
Shandeep joined Panjiva in 2006, when the company was just a few months old. Over the
past few years, Shandeep has played a variety of roles, spearheading initiatives in sales,
marketing, business development, and data operations. Previously, Shandeep did mergers
& acquisitions work at investment banks Lazard Freres and Goldman Sachs. Shandeep is
a graduate of New York University and is originally from Singapore

Board of Directors

Josh Green
Josh is co-founder and CEO of Panjiva. Josh began his career at The Boston Consulting
Group (BCG), where he provided strategic advice to Fortune 500 clients. Later at
iFormation Group, a joint venture of BCG and Goldman Sachs, Josh launched new,
technology-enabled businesses. More recently, Josh learned first-hand about the
challenges of doing business across borders while at E Ink, a high technology company
with a global supply chain. Josh is a graduate of Dartmouth College, Harvard’s Kennedy
School of Government, and Harvard Business School where he received Baker Scholar
honors. Recently, Josh was a featured speaker at the Web 2.0 Summit and at
DataContent ’09. Josh has been quoted in articles about global trade appearing in Fast
Company, Financial Times, Forbes, Harvard Business Review, The New York Times,
and The Wall Street Journal

James Psota
James is co-founder and CTO of Panjiva. James is a veteran entrepreneur and is
responsible for Panjiva’s technical direction and product development. James worked for
Intel Research, where he incorporated artificial intelligence techniques into his computer
architecture work. James also conducted artificial intelligence research at Caltech and is
published in the field of computer science. While serving as Panjiva’s technology lead,
James is pursuing a doctoral work in large-scale parallel computer architectures in the
Computer Science Department at MIT. James holds a B.S., summa cum laude, in
Electrical and Computer Engineering from Cornell University and an S.M. in Electrical
Engineering and Computer Science from MIT.

Michael Brown
Battery Ventures
Michael is a General Partner at Battery Ventures. Since joining Battery Ventures in
1998, Michael has made, or managed, multiple investments in the areas of financial
services, enterprise software and technology-enabled business services. Michael currently
serves on the board of ExactTarget, Fingerhut Direct Marketing, J. Hilburn, Panjiva, and
TradeKing. In addition, he has been actively involved with Battery’s investments in
ChemConnect (acquired by InterContinental Exchange), The London International
Financial Futures and Options Exchange (LIFFE) (acquired by Euronext), MRU
Holdings, and OutlookSoft Corporation (acquired by SAP). From 1996 to 1998, Michael
was a member of the High Technology Group at Goldman, Sachs & Co., where he
worked on numerous debt and equity financings and merger and acquisition assignments.
Previously, he was a Financial Analyst within Goldman’s Financial Institutions Group
between 1994 and 1996, where he focused on merger and acquisition assignments within
asset management, insurance, specialty finance and retail/mortgage banking. Michael
graduated magna cum laude from Georgetown University with a dual BS in Finance and
International Business.

Jonathan Glick
Jonathan is the CEO and Founder of TLISTS, the real-time channel platform. Before
TLISTS, he was Director of Research Operations for Gerson Lehrman Group, the world’s
largest expert network. In that capacity, Jonathan was responsible for strategic oversight
of Gerson Lehrman Group’s product offerings and research services. Prior to GLG,
Jonathan was CEO of OuterForce, a provider of a software platform for the management
and compensation of expert networks. Before OuterForce, Jonathan led Product
Development and Technology for The New York Times Electronic Media Company and
was responsible for the design and development of all products and services, including
The New York Times on the Web. Jonathan received an undergraduate degree from
McGill University and pursued graduate studies in Cognitive Science and Instructional
Technology at Columbia University.



 Goodwill of company
 Financially a very strong company
 Effective well designed and developed production and marketing network.
 Superior quality and service to provide maximum benefits to customers.
 The family environment in the company.
 Dedicated work force.
 Continuous growth.
 Market share of the company.
 Tax benefit to the company.


 No uniform of the officers and of the workers too.

 Storage capacity of the company is limited.
 Land is not properly utilized.
 Raw material is wasted at the time of unloading.


 There can be minimization of waste.

 There must be more efficient utilization of the raw material.
 More and more incentives should be given to workers to motivate them which help
in increasing the employee moral.
 There can be use of the foreign technologies for efficient utilization of raw material
so that the production of a biscuit can be increased.
 Lang can be used more efficiently.


 New entrants in the business

 Threats of substitute products.
 Rivalry among the competitions.
 Preference of customers.


1. Understand the basic objective of training and development?

 Fully
 Partly
 Not at all
 Can’t say

2. Does training and development help you to achieve the skills of target
 Yes

 No
 To some extent

 Can’t say

3. Does training and development help one to fix up the priorities in his working?

 yes
 No
 To some extent
 Can’t say
4. Does training and development help to learn values of time management
in meeting the target?

• Always

• Often
• Seldom

• Never

5. Does training and development help one to develop his all round personality ?

 Always

 Often
 Seldom

 Never



6. Does training and development reflects the real picture of an

employee’s performance?

 Always

 Often
 Seldom

 Never

7. Does training and development help to improve one’s knowledge and


 Yes

 No
 To some extent

 Can’t say

8. Does training and development make employee’s goal oriented and thus
help to improve their working?
 Always

 Often
 Seldom

 Never

9. Does training and development help one to develop his all round personality ?

 Always

 Often

 Seldom
 Never



As civilized human beings, clothing is a requirement in order to be decent and

presentable to the public. So unless you are a nudist, you may have difficulty deciding
what to wear in the morning and discovering your own personal style. Some people on
the other hand simply don't see fashion as something important and pick out random
articles of clothing, disregarding the message they are sending to the public. The fact is
clothing does more than just conceals your body, it has to ability to accentuate your
figure, minimize your flaws, give you the image of either professionalism or slovenliness,
convey your individuality, and make you feel your best.
Since the vast majority of people have no choice but to clothe themselves, there is no
excuse for people to wear unflattering clothes. People come in all shapes and sizes and
there are an assortment of clothing styles that are capable of both accentuating your best
assets and concealing your flaws. This alone makes fashion a very important thing. If
women were to accept their body types and learn how to dress them by wearing flattering
clothing, they may never have to ask their husbands the dreaded question "Do I look fat
in this?" again.

Fashion is also a reflection of yourself and what kind of person you are. Even though you
may have an excellent career, people may be wary of your ability if you look unkempt.
It's only human nature for people to judge others by their appearance, and ones attire is a
vital component of that. Fashion is important because it allows people to project the
image that they want others to see. Although people may object and tell others "not to
judge a book by its cover," first impressions are everything. If you do not look the part
when you are going into a job interview, you risk your employers giving the job to
someone they feel would be more qualified. Your wardrobe may not only have an impact
on your professional life, but your personal life as well. If you are in the dating scene,
you want to look your best and a part of that is by dressing appropriately. If you are a
women who wear miniskirts and low-cut shirts, you may attract the wrong kind of men
because you are giving the impression of being easy.

Not only is fashion a powerful way of manipulating the public's opinion of you, it also
allows your convey your individuality. If you went to a private school where you were
forced to wear uniforms, you may realize how boring it is to dress just like everyone else.
There are an assortment of stores that sell different styles of clothing from preppy, punk,
goth, and skater. You can show the world what type of music you listen to by wearing the
shirt you got at a concert, your sense of humor by wearing a tee with a witty saying, or
your stance on political issues by wearing it on your attire. Fashion is not all about trends.
We should not be mindless zombies that believe what Vogue says we have to wear.
Fashion is about looking our best while still incorporating our own unique style and
individuality while choosing clothing that flatters our body.

Lastly, fashion is important to make people feel their best. When you wear clothes that fit
you properly and really mirror your taste, it can add a boost of confidence. When you feel
good in what you are wearing, you may find yourself in a better mood and in turn people
will begin to view you differently. Overall, it's amazing what some fabric and do for our

Dressing in fashion will open many doors in your life: professionally and socially.

If you dress with baggy pants and a T-shirt you will find a job as a busboy in a cheap
restaurant, or a cleaning boy or girl in a small store, with wages that won't even help you
pay the rent.
We live in a world where the way you dress says so much about you and your aptitudes,
might not be true, might be you are damn smart, with an IQ of over 100, but if you dress
like a slob, you won't land a job that goes with your knowledge, and it goes the same way
around, if you dress fashionably, even if your IQ is not that high, you will land a job in a
higher position socially.

People treat you the way they see you, racism is not only about gender or race, is about
fashion and looks as well, you dress well, you'll be treated well, you dress sloppy...
chances are you won't get beyond the door of a good company or a good restaurant to
dine, even a date with that "hot" person, regardless if you have the money.

Fashion is important, it sends the message that you care for yourself, that you are
updated, but most of all that you are presentable. Your looks say whether you are
responsible or not, that's how important fashion is!

Fashion has its own importance in world.Fashion is not a new thing in the world.Fashion
is an old thing and it is found every where and at all the times.
Yes,from time to time fashion changed but it has shown its existence in all ages.
And it is not true to say that only young people do fashion,fashion is for every body and
every body do the fashion.Yes the fashion may be different for all age groups.

After making a Study on the topic of Training and Development in Dinodia fashion
house, I Would Suggest that the following Points should be implemented:-

 Give the employee a few days notice of the discussion and its purpose.

 Prepare notes and use the completed Training and Development form as a
discussion guide so that each important topic will be covered.

 Be ready to suggest specific developmental activities suitable to each employee’s


 They would suggest changes in job analysis & standards, if necessary.

 The feedback must be positive, corrective on observed behavior and facts and not
on inferences, assumptions or what one has heard from others.
 Training must be relate to the employees capabilities and satisfaction.


At last it is concluded that the company as a whole is a well branded

company. The goodwill of the company is very high.

After having a study of the present system of Training and development in Dinodia
fashion house New Delhi I have come up with a conclusion that Dinodia’s
employees are aware of the system of Training and development being followed in
their organisation. Most of the employees hold the view that the system of Training
and development is effective to evaluate and truly reflects their roles and activity.

About the company it is derived that the company is very well managed and its
management is highly devoted towards the quality of their products and the well
being of their staff members and workers.
Staff members and workers are also work very enthusiastically and complete every
assignment on time. Every one is very supportive in nature and cooperate each
other. They work effectively and efficiently to achieve the company goals and the
individual goals.