Professional Documents
Culture Documents
ON
MANAGEMENT THESIS-I
Submitted by
J.VENKATESAN
(8NBSE008)
(IDNO: 0801211936)
Hyderabad
1
CERTIFICATE
Mrs. S. Madhuri
Faculty member
ASIM - Hyderabad
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DECLARATION
I here by declare that the project work entitled “a study on Training and
Development practices in ICICI bank at Hyderabad” for the academic year 2008-
2010 submitted to ICFAI university in partial fulfillment of the requirement for the
award of the “Master of Business Administration” is a bonafide work carried out
by me under the guidance of Mrs.S.Madhuri, faculty guide, Adam smith institute
of management and does not from similar work submitted to the ICFAI university
or any other institution.
Date:
3
ACKNOWLEDGEMENT
At the very outset, I would like to thank the lord for the
supernatural grace and mercies.
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CONTENTS
II COMPANY PROFILE 4
IV LITERATURE REVIEW 10
VII CONCLUSION 71
5
ABSTRACT
This project titled “A study on Training and Development practice in ICICI bank –
Hyderabad” is conducted to know the effectiveness of training and development
program implemented in the organization, understanding the various methods
adopted and measuring its efficiency. The methodology used for this study is the
questionnaire for a sample of 30 respondents from various branches in Hyderabad.
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CHAPTER-I
7
1.3 Description of the problem:
This study is mainly conducting for analyzing and identifies the Training
and Development practices in ICICI bank with regarding to the top level
management.
It will help to know the various processes which will be following by the
organization.
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1.5 RESEARCH METHODOLOGY:
Sample size:
Sources of data:
Primary data:
Secondary data:
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CHAPTER-II
COMPANY PROFILE
10
HISTORY:
11
The merger would enhance value for ICICI Bank
shareholders through a large capital base and scale of operations, seamless access
to ICICI's strong corporate relationships built up over five decades, entry into new
business segments, higher market share in various business segments, particularly
fee-based services, and access to the vast talent pool of ICICI and its subsidiaries.
In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the
merger of ICICI and two of its wholly-owned retail finance subsidiaries, ICICI
Personal Financial Services Limited and ICICI Capital Services Limited, with
ICICI Bank.
CHAPTER-III
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INDUSTRY PROFILE
INDIAN BANKING INDUSTRY
The first entirely Indian joint stock bank was the Oudh
Commercial Bank, established in 1881 in Faizabad. It failed in 1958. The next was
the Punjab National Bank, established in Lahore in 1895, which has survived to the
present and is now one of the largest banks in India.
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banks were generally under capitalized and lacked the experience and maturity to
compete with the presidency and exchange banks. This segmentation let Lord
Curzon to observe, "In respect of banking it seems we are behind the times. We are
like some old fashioned sailing ship, divided by solid wooden bulkheads into
separate and cumbersome compartments."
To illustrate this point of view, the number of students enrolled for the 'CAP'
diploma has decreased by 80 per cent between 1974 and 1987, and by 40 per cent
at the 'BP' diploma level.^ On the other hand, the crisis of the system is marked by
the examination failure rate, which comes partly from the lack of motivation of the
students, 60 per cent for the CAP, 80 per cent for the BP. On the other hand, the
number of students enrolled in the 'ITB' (the highest level in the training system) is
increasing by 15 per cent per year. The usefulness of this diploma is much clearer
for the students because of the link between ITB and the promotion at the level of
'executive' in the French banks. As a result, the human resources policies have to
redefine the role and the content of the training system with a view to being able
to provide an answer to the new claims expressed by these new employees.
Above all, they have to define the links between the training policies and the
implementation of new career rules.
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knowledge (e.g., economics), personal development, financial accounting,
creativity, marketing for banks, etc. This programme has been designed and
implemented thanks to a partnership between the bank and two educational
institutions: one business school and one university. It is a part-time one-year
course (nine weeks of training), with continuous appraisal of the programme by the
trainees and the training manager of the bank. In 1988 and 1989, seventy-two
persons attended this programme.
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This programme has also been an opportunity for developing
internal communication and improving industrial relations. The union
representatives have several times been consulted on the programme, and
this project has been an opportunity for better communication and co-operation
between executives and union leaders. The main purpose of preparing the
evolution of professional skills and enhancing internal mobility (mainly from the
administrative to the client-oriented activities) is less well achieved. In the first
group, 50 per cent of the people turned to another activity in the Bank; in
the second group, 36 per cent.
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The existence in the administrative centre of a category of
knowhow has been recognized, in a field where this is not usually the case; this
has had a psychological effect on a group of employees not usually
considered as a critical group in the bank.
This appropriation (also valid for the executive groups) was a basic condition for
the mobilization of the employees (and of the managers) in the administrative
centre.
CONCLUSION:
27
This assumption, which is also much used in industrial
sectors, leads to ambitious programmes, oriented towards basic skills, whose
generally makes transformation into professional skills difficult. The analysis
of the population to be trained is also not very profound (this is the case with the
two programmes based on general skills). Thus, the needs and expectations of
specific groups of people cannot really be taken into account. The third programme
gives the opposite case: the exploration of the sociological characteristics of the
population considerably helped the design and the implementation of the action.
This leads to the necessity of paying attention to the balance between general
actions and local actions. General actions can be useful, but the objective of
'mixing populations', which is one of its rationales, seems overestimated. Local
actions, more adapted to specific objectives, could be more efficient, especially in
a context like banking where populations, expectations and levels are
differentiating at high speed.
All this implies the existence of a career management function in the company and
a link between staff development and training. A fourth conclusion is more
processual, and calls attention to the relation between the content of HRM policies
and the context in which they operate (Hendry and Pettigrew, 1990). Several points
29
of interest can be noticed as far as context is concerned. The development and
importance of the first programme - and, less clearly, of the second - would not
have been possible without the strong personal support of the CEO. On the
contrary, the difficulties and weaknesses of these two programmes seem mainly
due to an insufficient relation between HR specialists and operational managers. A
stronger cooperation would have allowed the undertaking of a deeper diagnosis
and then a more adapted programme. The technical programme has fully benefited
from being conceived and led directly by the management of the unit concemed
itself.
Title:
Entrepreneurial development programmes conducted by
public sector banks in tamilnadu –success or failure
Author:
M. Edwin Gnanadhas A.Venkateswaran R. Rathiha
Journal of Services Research, Special Issue (February, 2008)
©2008 by Institute for International Management and Technology. All Rights
Reserved.
Research paper:
The main objectives of this study are to evaluate the
performance of Entrepreneurial Development Programmes from the standpoint of
the banks, to study the factors influencing the attitude of the entrepreneurs towards
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the Entrepreneurship Development Programmes, to give suggestions for
conducting the Entrepreneurial Development. This study has been undertaken in all
the districts, namely, Chennai. Madurai, Salem, Dharmapuri, Dindigul, Erode,
Ramanathapuram, Sivanganga, Tiruch, Villupuram, Coimbatore, Tirunelveli,
Kanyakumari; Pudukottai, Virudhunagar, Cuddalore, Tuticorin, Thanjavur. This
study has been pursued from the point of view of the entrepreneurs who attended
training programmes and started industrial units. The study also analyzed the
motivational factors responsible for the active participation of the entrepreneurs in
the training program. Ten factors were taken for the study to find out the factors
which are highly prompting the entrepreneurs to participate in the training
programme. The present study is mainly empirical in nature and based on the
survey method.
Both primary and secondary data were collected for the study.
Hypotheses have been framed to find out the relationship between the social
variables and attitude. This has been analyzed by adopting Analysis of Variance
Test (ANOVA).The factors motivating the respondents to attend the training were
measured by applying simple arithmetic mean. On the basis of the findings of the
survey, it is observed that for a greater success of the program certain
modifications have to be brought in the Entrepreneurial Development Programmes.
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Tamilnadu occupies an important place on the industrial
map of India. In spite of the fact that it lacks important industrial inputs such as
coal, iron ore and the like, it is the most industrialized among the four Southern
States in the country. Most of the industries such as cotton textile, cement,
engineering and chemicals depend upon the northern parts of the country for their
raw materials. Many established entrepreneurs had a humble beginning in the past.
They started many small-scale units in the fields of agriculture, industry, trade and
commerce. Many entrepreneurs were able to avail themselves of financial and
managerial support from the members of their families and some entrepreneurs got
assistance from their friend and relatives.
The word “Entrepreneur’ originates from a French term
which means a person, who undertakes the task of bringing together various
resources such as money, materials and people and manages them to achieve
desired results and takes some share. In any new venture an entrepreneur has to
face certain risks and the profit he gets is the reward for risk bearing Some
entrepreneurs who attended the training programmes have started industrial units,
but they are not continuing the venture. Some entrepreneurs who attended the
training programmes have not started any industrial unit at all. There are many
entrepreneurs who have started industrial units after attending the E.D.P and they
are successfully running their units. Many entrepreneurs who started small-scale
units have developed them as medium-scale industries. The wide spread effect of
the successful industrial units is significant. Many unemployed graduates
underwent this training and started their industrial units following the examples of
their predecessors.
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1. The growth of the industrial units started by the entrepreneurs after
attending the training imparted by the Public Sector Banks.
SAMPLING DESIGN
35
The present study has reviewed the responses of 100
entrepreneurs who attended the E.D.P conducted by the public sector banks and
started industrial units. A random sample of 10 percent of the trained entrepreneurs
from each bank has been taken for the study by applying random selection method.
Table 1: Bank-wise Distribution of Sample Entrepreneurs
FRAMEWORK OF ANALYSIS
36
For measuring the attitude of the entrepreneurs towards the
training programmes conducted by public sectors banks such as State Bank of
India, Indian Overseas Bank, Canara Bank and Indian Bank, the attitude scale was
developed by awarding scores to forty statements. The forty statements were based
on the benefit of the training such as project guidance, training, financing,
consultancy, marketing information, financial feasibility study and commercial
feasibility. The scoring of levels of attitude is based upon ‘Likert’s Five Point
Scale’.
37
Factors Value in-Factor Value in Growth Rate =
The current year the previous year × 100
Factor Value in the Previous Year
The overall growth rate of the industrial unit was calculated as comprehensive
percentage of all the factors considered. In order to classify the levels of growth of
the industrial unit’s arithmetic mean and standard deviation were calculated.
AGRICULTURE
POWER
ATTITUDE SCALE
39
Likert’s five point scale. For every statement scores were allotted in the order of 5
for ‘Strongly agree’, 4 for ‘agree’ 3 for ‘No Opinion’, 2 for ‘Disagree’, and I for
‘strongly disagree’.
The Age Group of the Entrepreneurs and the Attitude towards the
Training Programme
40
Table 3: Age Distribution of Entrepreneurs
EDUCATIONAL BACKGROUND
41
SL.NO EDUCATIONAL QUALIFICATIONS
1 Post-Graduate 5(5%)
2 Graduate 17(17%)
3 B.E 15(15%)
4 Diploma 30(30%)
5 Others 33(33%)
Total 100
FAMILY BACKGROUND
The family background of the entrepreneurs may influence the attitude towards the
training program conducted by public sector banks. The respondents with business
and industrial background want to participate in the training program with more
involvement. The respondents with other family background may have less
involvement than the respondents with industrial background and hence the level
of attitude may be different. Table 9 show the family background of the
respondents under study.
MOTIVATIONAL FACTORS
Table 12: Motivational Factors Influencing the Entrepreneur to Join the Training
SL.NO X
1 60
2 55
3 48
4 36
5 52
6 28
7 72
8 10
9 89
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10 95
Total 545
Arithmetic Mean = ∑x
N
∑ x= 545
N = 10
X = 545 = 54.5
10
SUGGESTIONS
1. Field visits of long duration should be provided in the course content of the
training program and the prospective entrepreneurs should get a chance to
observe functioning of the unit’s very closely. The trainees’ should have a
choice in the selection of types of units to be visited.
2. Only those with a real desire for starting new units should be selected for
undergoing EDP training.
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after attending training program. To cite a few courses, Tax Planning,
Account Keeping, Human Resource Management and Industrial Relations
and the like would be highly useful to the entrepreneurs.
4. During the training programme all the positive aspects of the industrial units
are brought home. The entrepreneur may not know about the problems that
they may have to face after commencing the industrial units. Therefore,
during the period of training both the positive and negative aspects of
starting the industrial units should be discussed.
5. The banks should give guidance on various aspects of running the units on a
continuous basis since these entrepreneurs have been induced by the banks
to start industrial units.
7. While teaching the techniques for starting and running units, problems areas
that an entrepreneur may face should be analyzed.
3. The Government should involve the experts who are in the field of giving
training and the government officials for giving lecturers and practical
guidance to the trainees.
4. The Government should take speedy action to release funds to start a new
Industry to the successful trainees.
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CHAPTER-V
TABLE 1:
INTERPRETATION:
The table shows that 67% of the respondents are Male and 33%
respondents are Female.
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CHART-1:
49
TABLE 2:
INTERPRETATION:
The table shows that 10% of the respondents are agree and 90% of
the respondents are strongly agree that training helped to acquire technical
knowledge and skills.
50
CHART-2:
51
TABLE 3:
INTERPRETATION:
The table shows that 60% of the respondents agree and 40% of the
respondents are strongly agree that Senior spend time during training.
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CHART-3:
53
TABLE 4:
INTERPRETATION:
The table shows that 70% of the respondents agree and 23% of the
respondents are strongly agree that there is a adequate emphasis on developing
managerial capabilities.
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CHART-4:
TABLE 5:
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Developmental needs No. of Respondents Percentage
Agree 21 70
Strongly Agree 8 27
Disagree 1 3
Strongly Disagree -
Total 30 100
INTERPRETATION:
The table shows that 70% of the respondents agree and 27% of the
respondents are strongly agree that training helped for developmental needs.
CHART-5:
56
TABLE 6:
57
Clear Understanding No. of Respondents Percentage
Agree 20 67
Strongly Agree 10 33
Disagree
Strongly Disagree -
Total 30 100
INTERPRETATION:
The table shows that 67% of the respondents agree and 33% of the
respondents are strongly agree that training go with a clear understanding of the
skills and knowledge.
CHART-6:
58
TABLE 7:
INTERPRETATION:
The table shows that 64% of the respondents agree and 23% of the
respondents are strongly agree that Senior managers help their juniors develop
through training.
CHART-7:
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TABLE 8:
INTERPRETATION:
The table shows that 30% of the respondents agree and 70% of the
respondents are strongly agree from training are adequate free time to reflect and
plan improvements in the organization.
CHART-8:
62
TABLE 9:
INTERPRETATION:
The table shows that 36% of the respondent Disagree that there is
no well-designed training policy in the organization.
CHART-9:
64
TABLE 10:
INTERPRETATION:
The table shows that 80% of the respondents are agree and 20%
respondents strongly agree that training helped to work closely with other people.
CHART-10:
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TABLE 11:
INTERPRETATION:
The table shows that 77% of the respondents agree and 23% of the
respondents are strongly agree that managers provide the right kind of climate to
implement new ideas and methods acquired by their juniors during training.
CHART-11:
68
CHAPTER-VI
From the study it is found that 90% of the respondents are strongly agree
that training helped to acquire technical knowledge and skills
From the study it is found that 60% of the respondents are agree that Senior
spend time during training.
69
From the study it is found that 70% of the respondents are agree that there is
a adequate emphasis on developing managerial capabilities.
From the study it is found that 70% of the respondents are agree that training
helped for developmental needs.
From the study it is found that 67% respondents are agree that training go
with a clear understanding of the skills and knowledge.
From the study it is found that 64% respondents are agree that Senior
managers help their juniors develop through training.
From the study it is found that 70% of the respondents are strongly agree
from training are adequate free time to reflect and plan improvements in the
organization.
From the study it is found that 36% of the respondent Disagree that there is
no well-designed training policy in the organization.
From the study it is found that 80% of the respondents are agree and
strongly agree that training helped to work closely with other people.
From the study it is found that 77% of the respondents agree that managers
provide the right kind of climate to implement new ideas and methods
acquired by their juniors during training.
SUGGESTIONS:
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CHAPTER-VII
CONCLUSION:
Knowledge
Skills
Attitude
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Training programmes should enhance performance and enrich the
contributions of the workforce. The ultimate goal of training is to develop
appropriate talent in the workforce internally.
CHAPTER-VIII
ANNEXURE
Sir/Madam
NAME: GENDER:
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3. There is adequate emphasis on
developing managerial capabilities of
the managerial staff through training.
4. Employees are sponsored for training
programmes on the basis of carefully
identified developmental needs.
5. Employees sponsored for training go
with a clear understanding of the
skills and knowledge they are
expected to acquire from the training.
6. Senior line managers are eager to
help their juniors develop through
training.
7. Employees returning from training
are given adequate free time to
reflect and plan improvements in the
organization.
8. There is a well-designed and widely
shared training policy in the
company.
9. To what extent does your job require
you to work closely with other
people, such as customers, clients or
people in your own organization.
10. Managers provide the right kind of
climate to implement new ideas and
methods acquired by their juniors
during training.
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8.1 BIBLIOGRAPHY:
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8.2 WEBLIOGRAPHY:
www.scribd.com
www.icicibank.com
www.businesssourcepremier.com
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