A STUDY ON

TRAINING AND DEVELOPMENT

IN

JERSEY
BY

G.VAMSINATH REDDY

9490910024

Project Submitted in partial fulfillment of for the award of Degree

OF
MASTER OF BUSINESS ADMINISTRATION

NOVA COLLEGE OF ENGINEERING AND TECHNOLOGY

(Affiliated to JNTU University)

(KAKINADA –2010-2012)

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 DECLARATION

I hereby declare that the project report titled “A Study on

“TRAINING AND DEVELOPMENT” submitted by me to the department of

business management, “NOVACOLLEGE OF ENGINEERING AND

TECHNOLOGY”, is a Bonafied work under taken by me and it is not

submitted to any other University or Institution for the award of any

Degree/Diploma certificate on any time before.

Signature of the Student

Name and Address of the Student:

Date:

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 ACKNOWLEDGEMENT

I take this opportunity to thank Mr. K.KAMESWARAO Principal

of “NOVA COLLEGE OF ENGINEERING AND TECHNOLOGY”,
for has encouragement in doing the project work.
I take this opportunity to thank Mr. B.SURESH Head of the
Department of M.B.A Dept, for has encouragement in doing the
project work.
I would like to thank Mr. ---------------------------- faculty of for has
guidance and suggestion and her kind help and motivation in
completing the project.
I would like to thank Mr. GVN RAMA RAO, Asst.manager HR, and
Institute of Management for his valuable guidance. I also thank
Ms.PRASANNA, my friend, for her guidance and cooperation in
completing this project.
I take the opportunity to express my deep and sincere gratitude to the
management of JERSEY for their gesture of allowing me to undertake
this project and its various employees who lent their hand towards the
completion this study.

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 ABSTRACT
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 molded to specifications and rarely meet the
demands of their jobs adequately. Give a man a fish and you have given him meal. Teach man
to fish and you have given him a livelihood. This ancient Chinese proverb seems to describe
the underlying ration ale of all training and developed programs.
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 beloved that training can
cannot be taught second with the raid change in technology every individual needs to be own
narrow functional area. He must also possess a general understanding of the tasks and culture
every individual to be able to behave effectively, must be trained in interpersonal skills diverse
gaffes, lifestyle and attitudes of people in other countries as well. They need to learn many
things such as how to introduce on self before a foreign client, converse and negotiate, talk on
telethon, and use body language and so on. To avoid the cultural shook, cross cultural
orientation of employees in becoming equally important.
The development of high potential workers with the support of continuous training and
reading is now a day seen as a core element in the development of comparative advantage of
the organizations. Catenellow and Redding observe that the recent business success of
systematic management of employee training, a number of complaints have been identified in
Britain which have integrated training and development in their wider business planning. A
survey in canada3 reveals that 60% of business and labor leaders see education and training as
either the first or second most important factor for improving international competitiveness.
Organization and individuals should develop and progress simultaneously for their
survival and attainment of their mutual goals. Modern management has to develop the
organization through human resource development. Employee training is the important,
subsystem of human resource development. Employee training is a specialized and planned
function and is one of the fundamental operative functions of human resource management. A
truly successful organization accomplishes its mission through development of its human
resources.

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 INDEX
S.No: CONTENTS PAGE NO.
CHAPTER-1
1. INTRODUCTION
● Scope of the Study
● Objectives of the Study
● Methodology of the Study
● Limitations of the Study

CHAPTER-3
2. REVIEW OF LITERATURE
CHAPTER-2
3. INDUSTRY PROFILE
4. COMPANY PROFILE
CHAPTER-4
1. DATA ANALYSIS AND INTERPRETATION
CHAPTER-5
2. SUGGESTION
3. CONCLUSION
4. BIBLIOGRAPHY
5. QUESTIONNAIRE

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 CHAPTER-1

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 INTRODUCTION

Trained staff is the most valuable asset of an organization. So, every organization

irrespective of its nature should provide training to all of its personnel in order to meet the

challenges of survival and growth. The need for training arises due to the following reasons.

A) To bridge the gap between employee specifications and job and organizational
requirements:

An employee’s present specifications may not exactly meet the organization

requirements irrespective of his past experience, knowledge, skills, qualifications etc. for this

reason the management identifies the differences or gaps between employee specifications and

job and organizational requirements. Training is required to bridge these gaps by developing

and molding the employee skills and abilities in tune with organizational requirements.

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 b) Organizational viability and the Chang process:

In order to survive and grow, the organization must continuously adopt to the changing

environment. For this purpose, it should upgrade its capabilities by conducting training

programmers which foster the initiative and creativity of employees and help them to

prevent the obsolescence of skills.

c) Changing technology:

As technology is changing very fast, an organization in order to be effective should

adopt the latest technologies like mechanization, Computerization and automation.

Increasing use of latest technologies and techniques require good training for this purpose

the organization should train the employees to enrich them in the areas of changing

technical skills and knowledge.

d) Internal mobility:
Training also become necessary when there is internal mobility i.e., when an employee

is promoted or when there is some new job or occupation to performed due to transfer.

When an employee is chosen for higher level jobs, he/she should be trained before

assigning the responsibilities.

e) Sound human relations:

As the approach to HRM has shifted from commodity approach to the partnership

approach beyond human relations approach, management has to maintain sound human

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 relations in addition to maintaining harmonious industrial relations, so, training in human

relations is necessary to deal with problems like transfer, interpersonal and inter group

conflicts and maintain sound human relation.

Scope of the study:

This study covers all aspects of training and development programs in Creamline Dairy
Products Limited (CDPL). This study covers the New Entrant Manager response towards the
training programs in the organization.

OBJECTIVES OF THE STUDY:

1. To analyze and examine the effectiveness of training and development programmers

in Creamline Dairy Products Limited (CDPL).
2. To assess how often training programmers are conducted and how much are the
employees satisfied.
3. To study to what extent the training programmers are applicable to their jobs.
4. To study the employee’s opinion on the training and development in Creamline
Dairy Products Limited (CDPL).
METHODOLOGY

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 The basic principle in the research has been adopted in the overall methodology. The

following methodology has been used for meeting the requirements,

● Defining objectives

● Developing the information sources

● Collection o information

● Analysis of information

● Suggestion

The methodology followed for collection, analysis under interpretation of data in

explained below.

1. RESEARCH DESIGNS

There are generally three categories of research based on the type of information

required, they are

1. Exploratory research

2. Descriptive research

3. Casual research

The research category used in this project in descriptive research, which is focused on

the accurate description of the variable in the problem model. Consumer profile studies, market

potential studies, product usage studies, Attitude surveys, sales analysis, media research and

prove survey s are the, Examples of this research. Any source of information can be used in

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this study although most studies of this nature rely heavily on secondary data sources and

survey research.

2. Data collection method

Primary data:

It is collected through the questionnaire, a formalized instrument of asking information

directly from respondent demographic characteristics, attitude, belief and feelings through

personal contracts. Structured and on disguised from of questionnaire is used and consists of

multiple choice questions.

Secondary data:

Internal secondary data about the Creamline Dairy included formal data, which is

generated within the organization itself, were obtained through concerned head in the

organization

External secondary data generated by source the organization was used such as public

available data provided by the reports of the companies. All this information is of great

importance and conceptualizes and illuminates the core of the study.

3. SAMPLE DESIGN

a) Sampling unit: the study is directed towards the executive of managerial level.

b) Sample size: sample size of 40 is taken in this study

4) DATA ANALYSES

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 Simple analysis method is followed for analyzing the data pertaining to different

dimensions of employees. Simple statistical data like percentage are used in the interpretation

of data pertaining to the study. The results are illustrated by means of bar charts.

LIMITATION OF THE STUDY

● Due to constraint of time and resources, the study was conducted in the

regional sector as Creamline Dairy and the results of the study cannot be

generated.

● The accuracy of the analysis and conclusion drawn entirely depends

upon the reliability of the information provided by the employees.

● Sincere efforts were made to cover maximum departments of the

employees, but the study may not fully reflect the entire opinion of the

employees.

● In the fast moving/changing employees behavior, name new and better

things may emerge in the near future, which cannot be safeguard in this report.

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 Statistical tools used
Percentage method:

Percentage method is used in making comparison between two or

more series of data. This is used to describe relationship.
Percentage of respondents = No of respondents x 100
Total respondents

The method of study followed in this project (in brief):

Sample size : 55
Data collection method : Primary and Secondary.
Duration of study : 45 days.
Analysis : Through percentage method.

CHAPTER-2

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 Human Resource Management

Introduction to HRM

Every organization irrespective of its nature and size has four resources namely men,

material, and machinery. Of this men I. e., people are the most vital resources and they only

make all the differences in an organization. In this connection L.F. Urwick says that “Business

houses are made? Broken in the long –run note by the markets or capital, patents, or

equipments, but by men”. Peter F. ducker says that, “man, of all the resources available to

name can grow and develop”. This gives geneses to the concept of HRM, the sub –system. HR

is the central sub-system of an organization. As the central sub- system, it controls the

functions of each sub –system and the whole organization.

Concept

Human resource management is concerned with the human beings in an organization.

It reflects a now philosophy, a new outlook, approche and strategy, which views an

organization’s manpower as its resources and assets.

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 Human resource management is a managerial function which facilitates the effective

utilization of people (manpower) in achieving the organizational and individual goals.

Simply, HRM is a management function that helps the managers to recruit, select,

train and develop the organizational members for the purpose of achieving the stated

organizational goals.

In the present scenario, HRM is used as a synonym to personnel

management and the personnel department is called as hr department.

Definition

HRM is defined as follows,

“The part of management which is concerned with the people at work and with their

relationship within an enterprise. It aims to bring together and develop into and effective

organization of the men and women who make up an enterprise and having regard for the well-

being of the individuals and of working groups, to enable them to make there best contribution

to its success”

-National institute of personnel management, India.

“Human resource management is a series of decisions that affect the

relationship between employees and employers; it affects many constituencies and is intended

to influence the effectiveness of employees and employers”.

- Milkovich l boudreau.

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 Scope of HRM

HRM has a very vast and wide scope. It is concerned with activities starting from

manpower planning till the employee leaving the organization. Accordingly, the scope of HRM

includes procurement, development, maintenance and control of the personnel in the

organization

The labor as personnel aspect:

If is concerned with manpower planning, recruitment, selection, placement, induction,

transfer, promotion, demotion, terminating, traning and development, lay off and retrenchment,

wage and salary administration, incentives, productivity etc.

1. the welfare aspect:

it deals with working conditions and amenities such as canteens, crèches,

restrooms ,lunch rooms, housing, transport, medical assistance, education, health and safety ,

recreation , washing facilities , cultural facilities etc.

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 2. the industrial relations aspect

This is concerned with union-management relations, joint consultation,

negotiation, collective bargaining, grievance handling, disciplinary action, settlement

machinery for industrial disputes etc.

HRM includes the following activities under its purview.

● Human resource planning

● Recruitment, selection, and placement

● Orientation, training and development

● Job analysis and design

● Role analysis and role development

● Career planning and communication

● Performance appraisal

● Human relation

● Safety and health

● Wage and salary administration

● Compensation and reward

● Grievance redressal

● Quality of work life and employee welfare

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 ● Organizational change and development

● Industrial relation

Objectives of HRM

The objectives of HRM are taken from the basic objectives of the organization. For

achieving the organizational goals, it is necessary to employ right people for a right job. The

primary objectives of HRM are to provide right, competent and willing workforce to an

organization. For attaining its primary objective HRM frames the following objectives.

1. To guide the organization in attaining its goals by providing well-trained and

competent personnel.

2. To effectively utilize the available human resources according to the

requirements i.e., to employ the knowledge and skills of the employees in attaining

organizational goal.

3. To develop and maintain motivating. Productive and self- respecting working

relationship among all the organizational members.

4. To develop the individuals up to a maximum extent by providing thim the

necessary training and advancement.

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 5. To develop and maintain high moral and cordial relations within the

organization.

6. To help to develop and maintain ethical policies and behavior inside and outside

the organization.

7. To manage the change for the advantage of individuals. Groups, the

organization and the society.

To recognize and satisfy the individual needs and group goals by providing monetary and

no

Need for training

Need for training arises to

1. Improve performance

2. Improve productivity

3. Improve quality of product/service

4. Improve organizational climate

5. Improve health and safety

6. Reduce resistance to change

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IMPORTANCE OF TRAINING:

The importance of human resources management to a large extent depends on human

resources development. H.R.D. is nothing but training of employees and training as its most

important technique. No organization can get a candidate who exactly suits with the job and

the originations requirements. Hence, training becomes necessary is important to develop the

employee and make him suitable the job. Training works towards value additions to the

company through HRD.

Job and organizational requirements are not static rather they are changed dynamic.

From time to time in view of the technological advancement and charge in the awareness of the

total quality and productivity management (TQPM). The objectives of the TQPM can be

achieved only through training, which helps to develop human skills and efficiency. Training

employees would be a valuable asset to an organization.

Organizational efficiency, productivity, progress and development to a greater extent

depend up on training. If the required training is a not provided. It leads to performance,

failure of the employees. Organizational objectives like viability, stability and growth can also

be achieved by providing through training. Training is important, as it constitutes a significant

part of management control.

The training enhances four ‘C’s for the organization viz.

● Competence

● Commitment

● Creativity

● Contribution

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BENEFITS OF TRAINING:

How training Benefits the Organization: -

● Leads to improved profitability and or more positive attitudes towards profits,

organization.

● Improves the job knowledge and skill at all levels of the organization.

● Improves the morale of the workforce.

● Helps people identify with organizational goals.

● Fosters authority, openness and trust.

● Improves the relation ship between bosses and subordinates.

● Aids in organizational development.

● Learns from the trainee.

● Helps prepare guidelines for the weak aids in understanding and carrying out

organizational policies.

● Provides information for future needs in all areas of the organization.

● Organization gets more affective in decision-making and problem solving.

● Aids on developing leadership skills motivating loyalty, better attitudes and other

aspects that successful workers and managers usually display.

● Helps keep costs down in many areas, e.g. production, personnel, administration etc.,

● Develops a sense of responsibility to the organization for being competent and

knowledgeable.

● Improves labour management relations.

● Reduces outside consulting costs by utilizing competent internal consulting.

● Stimulates preventive management as opposed to putting out fires.

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 ● Eliminates sub-optional behaviour (such as hiding tools).

● Creates and appropriate climate for growth and communication.

● Helps employees adjust o change.

● Aids in handling conflict, thereby helping to prevent stress and tension.

Benefits to the individual, which to turn ultimately should benefit the

organization:

● Helps the individual in making better decisions and effective problem solving.

● Though training and development, motivation variables of recognition achievement,

growth, responsibility and advancement are international and operationalised.

● Aids in encouraging and achieving self-development and self-confidence.

● Helps a person handle stress, tension, frustration and conflict.

● Provides information for improving leadership knowledge, communication skills and

attitudes.

● Increase job satisfaction and recognition.

● Moves a person towards personal goals, while improving interactive skills.

● Satisfies personal needs of the trainee (and trainee)

● Provided and the trainee an avenue for growth and say in his/her own future.

● Develops a sense of growth in learning.

● Helps a person develops speaking and listening skills also writing skills when exercised

required.

● Helps eliminate fear in attempting new skills.

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Benefits in personnel and human relations, Intra and Inter-Group Relations
and policy implementation:

■ Improves communication between groups and individuals.

■ Aids in orientation for new employees and those taking new jobs through.

■ Transfer for promotion.

■ Provides information on equal opportunity and affirmative action.

■ Provides information on other governmental laws and administrative policies.

■ Improves inter-personal skills.

■ Makes organizations policies, rules, and regulations viable.

■ Improves morale.

■ Builds cohesiveness in groups.

■ Provides a good climate for learning, growth and co-ordination.

■ Makes the organization a better place to work and live.

Need for Training:

The need for training arises due to the following reasons:

To march the Employee specifications with the job requirements and organizational

needs. Management finds deviations between employee present specifications and the job

requirements and organizational needs. Training is needed to fill these gaps by developing and

making the employee’s skills knowledge, attitude, behaviour etc., to the turn of the job

requirement and organization.

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Organizational variability and the transformation process:

The primary goal of the organization is that their viability is continuously influenced by

environments pressure. If the organization does not adapt itself to the changing.

Technological Advances:

Every organization in order to survive ad to be effective should adopt the latest

technology, i.e. mechanization, computerization and automation. Adoption of latest

technological means and methods will not be complete o enrich tem in the areas of changing

technical skills and knowledge from time to time.

Organizational Complexity

With the emergence of increased mechanism and automation manufacturing of multiple

products and by-products or dealing in services of diversified lines, extension of operations, to

various regions of the country or in overseas countries, organizations of most of he companies

has become complex. They create him complex problems of co-ordination and integration

of activities adaptable to the expanding and diversifying situations. This situation calls for

training in the skills of co-ordination, integration and adaptability to the requirements of

growth, diversification and expansion.

Human Relations:

Trends in approach towards personnel managers has changed form the commodity

approach to partnership, crossing the human relations approach. So today management of most

of the organization has to maintain human relations besides maintaining sound industrial

relations although hitherto the managers are not accustomed to deal with the workers

accordingly. So training in human relations is necessary to deal with the human problems

including alienation interpersonal and inter group conflicts etc.

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Changes in Job assignment:

Training is also necessary when the existing employee is promoted to the higher level

in the organization and when there is some new job or occupation due to transfer. Training is

also necessary to equip old employees with the advanced disciplines, techniques or technology.

The need for the training also arises to:

■ Increase Productivity

■ Improve quality of the product/Service

■ Help a company to fulfill its future personnel needs.

■ Improve organizational climate.

■ Prevent obsolescence

■ Effect personal growth

■ Minimize the resistance to change and

■ To act as mentor

Training objectives:

The personnel manager formulates the following objectives in keeping with the

company’s goals and objectives.

To prepare employee both old and new to meet the present as well as the changing

requirements of the job and the organization.

a. To prevent obsolescence.

b. To impart new entrants the basic knowledge and skill they neeed got an

intelligent performance of definite job.

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 c. To prepare employees for higher level tasks.

d. To assist employees to function mote effectively inherit present positions by

exposing them to the latest concepts, information and techniques and developing the

skills they will need in theist particulate fields.

e. To build up a second line of competent officers and prepare them to occupy

more responsible positions.

f. To develop the potentialities of people for the next level job.

g. To ensure smooth and efficient working of department.

h) To ensure economical output of required quality.

I) to promote individual and collective morale, a sense of responsibility co-

operative attitude and good relationships.

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 ASSESSMENT OF TRAINING NEEDS

Training needs are identified on the basis of organizational analysis, job, analysis and

man analysis. Training program, training methods and course content are to be planned on

the basis of training needs. Training needs are those aspects necessary to perform the job in

an organization in which employee is lacking attitude/aptitude, knowledge and skills.

Training needs = job and organizational requirement- employee

specification.

a. Training needs can identify through identifying.

Organizational needs based on

1. Organizational strength and weakness in different areas.

2. Back drop of organizational objectives and strategies.

b) Works needs based on

1. Jobs to be performed after training.

2. Information about details of working of different jobs.

3. Setting standards of performance of various jobs.

4. Examining of existing methodologies of doing the job to meet the set

standards.

c) Human resource analysis based on

1) Individual employee, his abilities, his skills, his knowledge and attitude.

2) Inputs required for job performance.

3) Individual growth and development in terms of career planning.

27
 ASSESEMENT METHODS:

The following are some of the methods use to assess the training needs.

● Organizational requirements/weaknesses.

● Departmental requirements/weaknesses.

● Job specifications and employee specifications.

● Identifying specific problems.

● Anticipating future problems.

● Managements requests observations

● Interview

● Group conferences

● Questionnaire surveys

● Test or examinations

● Performance appraisal.

Principles of training:

A number of principles have been evolved over the years, which can be

followed as guidelines by the trainees. These are essential in order to promote efficient

learning, long –term retention, application of skill s and knowledge learned in training to the

actual job situation. Some of them are,

a) Motivation

b) Progress information

c) Reinforcement

d) Practice

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 E) Full vs. part

f) Individual difference

Areas of training

Organization provides training to their employees in the following areas.

a. company policies and procedure

b. specific skills

c. human relations

d. Problem solving

e. Managerial and supervisory skills

f. Apprentice training

Training methods:

On-the-job methods off-the-job methods

1. Job rotation vestibule training

2. Coaching role playing

3. Job instruction lecture methods

4. Step by step training conferences or discussions

5. Committee assignments programmed instruction

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ON-THE JOB TRIANING METHOD

This type of training, also know as objective instruction, training, is the most

commonly used method. Under this method, the individual is placed on a regular job and

taught the skills necessary to perform the job. The trainee learns under the supervision and

guidance of a qualified worker instructor. On-the-job training has advantage of giving first

hand knowledge and experience under actual working conditions. While the trainee learns how

to perform the job, he is also a regulars worker rendering the serve for which his paid. The

problem of transfer of the trainee is also minimized as the person learns on the job. The

emphasis is placed on rendering the services in the effective manner rather than learning. How

to perform the job on-the-job training method include job rotation, coaching, job instruction or

stop by step training g and committee assignments.

a. Job rotation: this trainee involves the movement of trainee form one job to

another. The trainee receives job knowledge and gains experience from his supervisor

or trainer in each of the different job assignments. Though this method of trainings

common in training managers for general management position, trainees can also be

rotated from hob to ob in workshop jobs. This method gives an opportunity to the

trainee to understand the problems of employees of other jobs and respect them.

30
 b. Coaching: the trainee is placed under a particular supervisor functions as a

coach in training the individual. The supervisor provides the feedback to the trainee on

his performance and offers his some suggestions for improvement. Often the trainee

shares some of the duties and responsibilities of the coach and relieves his of his

burden. A limitation of this method of training is that the trainee may not have the

freedom or opportunity to ex press his own ideas.

c. Job instruction: this method is also known as step by step training. Under this

method, trainer explains the trainee the ways of doing the jobs, job knowledge and

skills allows hid to do the job. The trainee appraises the performance of the trainee,

provides feedback and corrects the trainee.

d. Committee assignments: under the committee assignment, group of trainees

are given an asked to solve an organizational problem. The trainee solves the problem

jointly. It develops teamwork.

OFF-THE JIB METHOD:

Under the method of training, the trainee is separated from the job situation and his

attention I focused upon learning the material related to his future job performance. Since the

trainee is not distracted by job requirements, he and place his entire concentration on learning

the job rather tan speeding in performing it.

There I sin opportunity for freedom expression for the trainee, the methods are as follows:

31
 a. Vestibule training: in this method, actual work conditions are simulated in a

classroom. Materials, files and equipments those are used in actual job performance are

also used in training. This type of raining I commonly used for training personnel for

clears and semi skilled jobs. The duration of this training ranges from days to a few

weeks theory can be related to practice in this method.

b. Role playing: it I s defined as human interaction that involves realistic

behavior in imaginary situations. This method of training involves action, doing and

proactive. The participant play the role of certain characters, such as production

manager, mechanical engineer, maintenance engineer, superintendents, quality control

inspectors, fore men. Workers and the like. The method I mostly used to develop

interpersonal interactions and effectively ion.

c. Lecture method: the lecture is a traditional method and direct method of

instruction. The instruction organizes the material it to a group o trainees in the form of

a talk. To be effective the lecture must motivate and create interest among the trainee

an advantage of lecture method it is direct and can bi used for large group o trainees.

Thus cost and tin=me involved are reduced. The major limitation of the lecture method

is that it does not provide for transfer of training effectively.

d. Conference: it is a method obtaining the clerical, professional and supervisory

personnel. This method involves a group of people who pose ideas, examine a those

32
 facts, ideas and data, test assumptions and draw concussions, all of which contribute to

the improvement of job performance.

e. Programmed instruction: in recent years this method has become popular. The

subject matter to be learnt is resents in a series of carefully planned sequential units.

These units ate arranged from simple to more complex levels of instructions. The

trainee goes though these units by answering questions or filing the blanks. This

method is expensive and consuming.

f. Evaluation of training programme : the specification of values forms a basis

of evaluation. The basis of evaluation and the mode of collection of information

necessity for evaluation should be determined at the planning stages the process of

training evaluation has been defined as “any attempt to obtain information on the

effects of training performance and to asses the also of training ting the light of than

information”. Evaluation is crucial in ascertaining whether or not the training program

is providing to be effective and its objectives ate being achieved. Evaluation leads

controlling and coercion the training programs. Humbling suggested five levels at

which evaluation of training cal take palaces. They are reactions, learning, job

behavior, organization, ultimate value.

33
 g. Feedback: training evaluation information should be provided to the trainers

and instructors, trainee’s ads all other parties concerned for control, corrections and

improvements of trainees activities. Further the training evaluator should follow it up

to ensure implementation of the evaluation report at every state. Feedback info maroon

can be collected on the basis of questionnaire or through interview.

Benefits of training:

Training is important as it is the most significant part of management control. Training

facilitates the management to achieve its organizational goals effectively by the effective

utilization of human resources. Training g is benefices to both employees and the organization

in the following ways.

Benefit to the organization: training is advantageous to the organization in the following

ways.

a. improved productivity:

Training helps the employees to improve their performance

level. A well trained employee can perform a task/activity at a faster rate and accurately by

using better methods of work. This improvement in manpower performance helps the

organization to achieve high and improved productivity.

b. Improved quality of work:

In training programmed, employees ate taught standardized and better

methods of performing activities. Well trained employees ate less likely to make functional

34
 mistakes. This proficiency of employees facilitates the organization to improve the quality

of work.

Cost and wage reduction:

Trained employees perform less functional /operational mistakes and

make more economical use of materials and machinery. This reduces wastages and results

in increased productivity with high quality and reduction in cost per unity. Training even

reduces the maintenance cost due to fewer machine breakdowns and better handling of

equipments.

c. Reduced supervision:

A well trained employee tends to be self-supportive, highly motivated and

requires less assistance and control. This reduces the supervisor’s burden and in turn

increases the span of supervision.

d) Reduced accidents:

Training reduces the frequency of accidents because a well trained employee

adopts the right and safety work methods. Even the health and safety of employees can be

improved.

e) Employee growth and high morale;

Training enhances the knowledge and skills of employees guiding them to grow

faster in their career. This facilitates the organization to achieve its goals effectively.

35
 Proper training develops positive attitude among employees and this improves the morale

and job satisfaction. Training even reduces the grievances as a well trained employee I

given the opportunity of promotion and job security.

h. improved organizational climate:

A sound programmed improves the organizational climate including, harmonious

industrial relations, improved discipline, decentralized authority, participative

management, reduced resistance to change and organizational stability.

Thus, it can be concluded that training is an investment in people and a systematic

training is a sound business investment.

HRIS:

Human resource information system is systematic procedure for collecting, storing,

maintain, and retrieving data need by an organization about its human recourse and various

activities that ate relevant for their management.

HRC:

In the present highly complex environment , HR counseling has become drive

responsibility of HR manager as counseling plays vital role in different aspects of managing

human resource like career planning and development , performance management , stress

management, and other areas which may effect employees emotionally. The basic objective of

counseling is to bring an employee back to his normal mental position in which he was before

the emotional problem emerged.

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SENSITIVITY TRAINING:

Sensitivity training is a small-group interaction process in the unstructured form which

requires people to become sensitivity to others feelings in order to develop reasonable group

activity.

CIPP APPROACH:

This approach takes context, process and product for evaluation.

● Context evolution: involves evaluation of training and development

needs analysis and formulation objective in the light of needs.

● Input evaluation: involves evaluation of determining policies, budget,

schedules, and procedures for organization programmed.

● Process evaluation: involves of preparation of reaction sheets, rating

scales and analysis of relevant records.

● Product evaluation: involves measuring and interpreting the attainment

of training and development objectives.

PERFORANCE APPRAISAL

Performance appraisal is the systematic evaluation of the individual with regard to his

or her performance on the job and his potential for development.

JOB ANALYSIS:

Job evaluation process starts with the base provide by job analysis. Job analysis

identifies various dimensions of a job in two forms, job description and job specification. Job

37
descriptions provide responsibility involves in the performing of the job while job

specifications provides attributes required in the job performer.

MAKING-HR-COMMUNICATIONEFFECTIVE:

It is essential that special efforts ate taken to make HR communication effective. These

efforts are need because HRC suffers due to operation of a number of barriers against it which

are as follows.

● Inadequate appreciation of need for HRC by the organization

● Inadequate appreciation of what is to be communicated.

● Tendency of keeping HR policies and practices confidential.

● Language problem in the case of multi-lingual composition of

workforce.

● Cost involved in HR communication.

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 CHAPTER-3

Dairy
A dairy is a facility for the extraction and processing of animal milk—mostly from cows or
goats, but also from buffalo, sheep, horses or camels —for human consumption. Typically it is

39
a farm (dairy farm) or section of a farm that is concerned with the production of milk, butter
and cheese.

Terminology differs slightly between countries. In particular, in the U.S. a dairy can also be a
facility that processes, distributes and sells dairy products, or a room, building or establishment
where milk is kept and butter or cheese is made. In New Zealand English a dairy means a
corner convenience store, or Superette—and dairy factory is the term for what is elsewhere
called a dairy.

As an attributive, the word dairy refers to milk-based products, derivatives and processes, and
the animals and workers involved in their production: for example dairy cattle, dairy goat. A
dairy farm produces milk and a dairy factory processes it into a variety of dairy products.
These establishments constitute the dairy industry, a component of the food industry.

History
Milk producing animals have been domesticated for thousands of years. Initially, they were
part of the subsistence farming that nomads engaged in. As the community moved about the
country, their animals accompanied them. Protecting and feeding the animals were a big part of
the symbiotic relationship between the animals and the herders.

In the more recent past, people in agricultural societies owned dairy animals that they milked
for domestic and local (village) consumption, a typical example of a cottage industry. The
animals might serve multiple purposes (for example, as a draught animal for pulling a plough
as a youngster, and at the end of its useful life as meat). In this case the animals were normally
milked by hand and the herd size was quite small, so that all of the animals could be milked in
less than an hour—about 10 per milker. These tasks were performed by a dairymaid
(dairywoman) or dairyman.

With industrialization and urbanization, the supply of milk became a commercial industry, with
specialised breeds of cattle being developed for dairy, as distinct from beef or draught animals.
Initially, more people were employed as milkers, but it soon turned to mechanisation with
machines designed to do the milking.

40
Historically, the milking and the processing took place close together in space and time: on a
dairy farm. People milked the animals by hand; on farms where only small numbers are kept,
hand-milking may still be practiced. Hand-milking is accomplished by grasping the teats (often
pronounced tit or tits) in the hand and expressing milk either by squeezing the fingers
progressively, from the udder end to the tip, or by squeezing the teat between thumb and index
finger, then moving the hand downward from udder towards the end of the teat. The action of
the hand or fingers is designed to close off the milk duct at the udder (upper) end and, by the
movement of the fingers, close the duct progressively to the tip to express the trapped milk.
Each half or quarter of the udder is emptied one milk-duct capacity at a time.

The stripping action is repeated, using both hands for speed. Both methods result in the milk
that was trapped in the milk duct being squirted out the end into a bucket that is supported
between the knees (or rests on the ground) of the milker, who usually sits on a low stool.

Traditionally the cow, or cows, would stand in the field or paddock while being milked. Young
stock, heifers, would have to be trained to remain still to be milked. In many countries, the
cows were tethered to a post and milked. The problem with this method is that it relies on
quiet, tractable beasts, because the hind end of the cow is not restrained.

In 1937, it was found that bovine somatotropin (bST or bovine growth hormone) would
increase the yield of milk. Monsanto Company developed a synthetic (recombinant) version of
this hormone (rBST). In February 1994, rBST was approved by the Food and Drug
Administration (FDA) for use in the U.S. It has become common in the U.S., but not
elsewhere, to inject it into milch kine (dairy cows) to increase their production by up to 15%.

However, there are claims that this practice can have negative consequences for the animals
themselves. A European Union scientific commission was asked to report on the incidence of
mastitis and other disorders in dairy cows, and on other aspects of the welfare of dairy cows.
The commission's statement, subsequently adopted by the European Union, stated that the use
of rBST substantially increased health problems with cows, including foot problems, mastitis
and injection site reactions, impinged on the welfare of the animals and caused reproductive
disorders. The report concluded that on the basis of the health and welfare of the animals, rBST
should not be used. Health Canada prohibited the sale of rBST in 1999; the recommendations

41
of external committees were that, despite not finding a significant health risk to humans, the
drug presented a threat to animal health and, for this reason, could not be sold in Canada.

Structure of the industry

While most countries produce their own milk products, the structure of the dairy industry
varies in different parts of the world. In major milk-producing countries most milk is
distributed through wholesale markets. In Ireland and Australia, for example, farmers' co-
operatives own many of the large-scale processors, while in the United States many farmers
and processors do business through individual contracts. In the United States, the country's 196
farmers' cooperatives sold 86% of milk in the U.S. in 2002, with five cooperatives accounting
for half that. This was down from 2,300 cooperatives in the 1940s. In developing countries, the
past practice of farmers marketing milk in their own neighborhoods is changing rapidly.
Notable developments include considerable foreign investment in the dairy industry and a
growing role for dairy cooperatives. Output of milk is growing rapidly in such countries and
presents a major source of income growth for many farmers.

As in many other branches of the food industry, dairy processing in the major dairy producing
countries has become increasingly concentrated, with fewer but larger and more efficient plants
operated by fewer workers. This is notably the case in the United States, Europe, Australia and
New Zealand. In 2009, charges of anti-trust violations have been made against major dairy
industry players in the United States.

Government intervention in milk markets was common in the 20th century. A limited anti-trust
exemption was created for U.S. dairy cooperatives by the Capper-Volstead Act of 1922. In the
1930s, some U.S. states adopted price controls, and Federal Milk Marketing Orders started
under the Agricultural Marketing Agreement Act of 1937 and continue in the 2000s. The
Federal Milk Price Support Program began in 1949. The Northeast Dairy Compact regulated
wholesale milk prices in New England from 1997 to 2001.

Plants producing liquid milk and products with short shelf life, such as yogurts, creams and
soft cheeses, tend to be located on the outskirts of urban centres close to consumer markets.
Plants manufacturing items with longer shelf life, such as butter, milk powders, cheese and
whey powders, tend to be situated in rural areas closer to the milk supply. Most large

42
processing plants tend to specialise in a limited range of products. Exceptionally, however,
large plants producing a wide range of products are still common in Eastern Europe, a holdover
from the former centralized, supply-driven concept of the market.

As processing plants grow fewer and larger, they tend to acquire bigger, more automated and
more efficient equipment. While this technological tendency keeps manufacturing costs lower,
the need for long-distance transportation often increases the environmental impact.

Milk production is irregular, depending on cow biology. Producers must adjust the mix of milk
which is sold in liquid form vs. processed foods (such as butter and cheese) depending on
changing supply and demand.

Operation of the dairy farm

When it became necessary to milk larger numbers of cows, the cows would be brought to a
shed or barn that was set up with bails (stalls) where the cows could be confined while they
were milked. One person could milk more cows this way, as many as 20 for a skilled worker.
But having cows standing about in the yard and shed waiting to be milked is not good for the
cow, as she needs as much time in the paddock grazing as is possible. It is usual to restrict the
twice-daily milking to a maximum of an hour and a half each time. It makes no difference
whether one milks 10 or 1000 cows, the milking time should not exceed a total of about three
hours each day for any cow.

As herd sizes increased there was more need to have efficient milking machines, sheds, milk-
storage facilities (vats), bulk-milk transport and shed cleaning capabilities and the means of
getting cows from paddock to shed and back.

Farmers found that cows would abandon their grazing area and walk towards the milking area
when the time came for milking. This is not surprising as, in the flush of the milking season,
cows presumably get very uncomfortable with udders engorged with milk, and the place of
relief for them is the milking shed.

As herd numbers increased so did the problems of animal health. In New Zealand two
approaches to this problem have been used. The first was improved veterinary medicines (and
the government regulation of the medicines) that the farmer could use. The other was the
creation of veterinary clubs where groups of farmers would employ a veterinarian (vet) full-

43
time and share those services throughout the year. It was in the vet's interest to keep the
animals healthy and reduce the number of calls from farmers, rather than to ensure that the
farmer needed to call for service and pay regularly.

Most dairy farmers milk their cows with absolute regularity at a minimum of twice a day, with
some high-producing herds milking up to four times a day to lessen the weight of large
volumes of milk in the udder of the cow. This daily milking routine goes on for about 300 to
320 days per year that the cow stays in milk. Some small herds are milked once a day for about
the last 20 days of the production cycle but this is not usual for large herds. If a cow is left
unmilked just once she is likely to reduce milk-production almost immediately and the rest of
the season may see her dried off (giving no milk) and still consuming feed for no production.
However, once-a-day milking is now being practised more widely in New Zealand for profit
and lifestyle reasons. This is effective because the fall in milk yield is at least partially offset by
labour and cost savings from milking once per day. This compares to some intensive farm
systems in the United States that milk three or more times per day due to higher milk yields per
cow and lower marginal labor costs.

Farmers who are contracted to supply liquid milk for human consumption (as opposed to milk
for processing into butter, cheese, and so on—see milk) often have to manage their herd so that
the contracted number of cows are in milk the year round, or the required minimum milk
output is maintained. This is done by mating cows outside their natural mating time so that the
period when each cow in the herd is giving maximum production is in rotation throughout the
year.

Northern hemisphere farmers who keep cows in barns almost all the year usually manage their
herds to give continuous production of milk so that they get paid all year round. In the southern
hemisphere the cooperative dairying systems allow for two months on no productivity because
their systems are designed to take advantage of maximum grass and milk production in the
spring and because the milk processing plants pay bonuses in the dry (winter) season to carry
the farmers through the mid-winter break from milking. It also means that cows have a rest
from milk production when they are most heavily pregnant. Some year-round milk farms are
penalised financially for over-production at any time in the year by being unable to sell their
overproduction at current prices.

44
Industrial processing
Dairy plants process the raw milk they receive from farmers so as to extend its marketable life.
Two main types of processes are employed: heat treatment to ensure the safety of milk for
human consumption and to lengthen its shelf-life, and dehydrating dairy products such as
butter, hard cheese and milk powders so that they can be stored.

Cream and butter

Today, milk is separated by large machines in bulk into cream and skim milk. The cream is
processed to produce various consumer products, depending on its thickness, its suitability for
culinary uses and consumer demand, which differs from place to place and country to country.

Some cream is dried and powdered, some is condensed (by evaporation) mixed with varying
amounts of sugar and canned. Most cream from New Zealand and Australian factories is made
into butter. This is done by churning the cream until the fat globules coagulate and form a
monolithic mass. This butter mass is washed and, sometimes, salted to improve keeping
qualities. The residual buttermilk goes on to further processing. The butter is packaged (25 to
50 kg boxes) and chilled for storage and sale. At a later stage these packages are broken down
into home-consumption sized packs. Butter sells for about US$3200 a tonne on the
international market in 2007 (an unusual high).

Skimmed milk

The product left after the cream is removed is called skim, or skimmed, milk. Reacting skim
milk with rennet or with an acid makes casein curds from the milk solids in skim milk, with
whey as a residual. To make a consumable liquid a portion of cream is returned to the skim
milk to make low fat milk (semi-skimmed) for human consumption. By varying the amount of
cream returned, producers can make a variety of low-fat milks to suit their local market. Other
products, such as calcium, vitamin D, and flavouring, are also added to appeal to consumers.

Casein

Casein is the predominant phosphoprotein found in fresh milk. It has a very wide range of uses
from being filler for human foods, such as in ice cream, to the manufacture of products such as
fabric, adhesives, and plastics. However, in the United States these assorted non-food uses

45
have led to concerns over the import of substandard (non-food-grade) powders from other
countries, such as China, that are then used to artificially bolster domestic cheese yield without
the casein additive undergoing Food and Drug Administration inspection.[citation needed]

Cheese

Cheese is another product made from milk. Whole milk is reacted to form curds that can be
compressed, processed and stored to form cheese. In countries where milk is legally allowed to
be processed without pasteurisation a wide range of cheeses can be made using the bacteria
naturally in the milk. In most other countries, the range of cheeses is smaller and the use of
artificial cheese curing is greater. Whey is also the byproduct of this process.

Cheese has historically been an important way of "storing" milk over the year, and carrying
over its nutritional value between prosperous years and fallow ones. It is a food product that,
with bread and beer, dates back to prehistory in Middle Eastern and European cultures, and like
them is subject to innumerable variety and local specificity. Although nowhere near as big as
the market for cow's milk cheese, a considerable amount of cheese is made commercially from
other milks, especially goat and sheep (see Roquefort cheese for a notable example).

Whey

In earlier times whey was considered to be a waste product and it was, mostly, fed to pigs as a
convenient means of disposal. Beginning about 1950, and mostly since about 1980, lactose and
many other products, mainly food additives, are made from both casein and cheese whey.

Yogurt

Yoghurt (or yogurt) making is a process similar to cheese making; only the process is arrested
before the curd becomes very hard.

Milk powders

Milk is also processed by various drying processes into powders. Whole milk, skim milk,
buttermilk, and whey products are dried into a powder form and used for human and animal
consumption. The main difference between production of powders for human or for animal
consumption is in the protection of the process and the product from contamination. Some
people drink milk reconstituted from powdered milk, because milk is about 88% water and it is

46
much cheaper to transport the dried product. Dried skim milk powder is worth about US$5300
a tone (mid-2007 prices) on the international market.

Other milk products

Kumis is produced commercially in Central Asia. Although it is traditionally made from mare's
milk, modern industrial variants may use cow's milk instead.

Transport of milk
Historically, the milking and the processing took place in the same place: on a dairy farm.
Later, cream was separated from the milk by machine, on the farm, and the cream was
transported to a factory for butter making. The skim milk was fed to pigs. This allowed for the
high cost of transport (taking the smallest volume high-value product), primitive trucks and the
poor quality of roads. Only farms close to factories could afford to take whole milk, which was
essential for cheesemaking in industrial quantities, to them. The development of refrigeration
and better road transport, in the late 1950s, has meant that most farmers milk their cows and
only temporarily store the milk in large refrigerated bulk tanks, whence it is later transported
by truck to central processing facilities.

Temporary milk storage

Milk coming from the cow is transported to a nearby storage vessel by the airflow leaking
around the cups on the cow or by a special "air inlet" (5-10 l/min free air) in the claw. From
there it is pumped by a mechanical pump and cooled by a heat exchanger. The milk is then
stored in a large vat, or bulk tank, which is usually refrigerated until collection for processing.

Indian Dairy
The highest milk producer in the entire globe – India boasts of that status. India is otherwise
known as the ‘Oyster’ of the global dairy industry, with opportunities galore to the
entrepreneurs globally. Anyone might want to capitalize on the largest and fastest growing milk
and mil products' market. The dairy industry in India has been witnessing rapid growth. The
liberalized economy provides more opportunities for MNCs and foreign investors to release the
full potential of this industry.

47
The main aim of the Indian dairy industry is only to better manage the national resources to
enhance milk production and upgrade milk processing using innovative technologies.

Potential for investment in the dairy industry

some areas of Indian dairy industry can be toned up by the evocation of differentiated
technologies and equipment from overseas. These include:
1. Raw milk handling: The raw milk handling needs to be elevated in terms of
physicochemical and microbiological properties of the milk in a combined manner. The
use of clarification and bactofugation in raw milk processing can aid better the quality
of the milk products.
2. Milk processing: Better operational ratios are required to amend the yields and abridge
wastage, lessen fat/protein losses during processing, control production costs, save
energy and broaden shelf life. The adoption of GMP (Good Manufacturing Practices)
and HACCP (Hazard Analysis Critical Control Points) would help produce milk
products adapting to the international standards.
3. Packaging: Another area that can be improved is the range of packing machines for the
manufacture of butter, cheese and alike. Better packaging can assist in retaining the
nutritive value of products packed and thus broaden the shelf life. A cold chain
distribution system is required for proper storage and transfer of dairy products.
4. Value-added products: There's vast scope for value-added products like desserts,
puddings, custards, sauces, mousse, stirred yoghurt, nectars and sherbets to capture the
dairy market in India.
The Indian dairy industry has aimed at better mananamegemt of the national resources to
enhance milk production and upgrade milk processing involving new innovative technologies.
Multinational dairy giants can also make their foray in the Indian dairy market in this
challenging scenario and create a win-win situation for both.

48
India's Milk Product Mix
Fluid Milk 46.0%
Ghee 27.5%
Butter 6.5%
Curd 7.0%
Khoa (Partially Dehydrated Condensed Milk) 6.5%
Milk Powders, including IMF 3.5%
Paneer & Chhana (Cottage Cheese) 2.0%
Others, including Cream, Ice Cream 1.0%

Overview of the Indian Dairy Sector

● The country is the largest milk producer all over the world, around 100 million MT
● Value of output amounted to Rs. 1179 billion (in 2004-05) (Approximately equals
combined output of paddy and wheat!!)
● 1/5thof the world bovine population
● Milch animals (45% indigenous cattle, 55 % buffaloes, and 10% cross bred cows)
● Immensely low productivity, around 1000 kg/year (world average 2038 kg/year)
● Large no. of unproductive animals, low genetic potency, poor nutrition and lack of
services are the main factors for the low productivity
● There are different regions – developed, average, below average (eastern states of
Orissa, Bihar and NE region) in the dairy industry.

49
Creamline Dairy
Welcome to Creamline Dairy Products Limited, your door to healthy and nourishing milk and
milk products. Incorporated in the year 1986, the company started operations in 1990 with a
small milk processing plant at Jeedipally in Medak district of Andhra Pradesh. CDPL has now
grown into a conglomerate of 7 modern milk processing plants in prime milk shed areas in
Andhra Pradesh, Tamil Nadu, Karnataka and Maharashtra, with a combined handling capacity
of 6.60 lakh liters per day. CDPL is a premier dairy in private sector in South India and is
marketing complete range of milk and dairy products under the brand name JERSEY

Creamline Dairy Products Limited (CDPL) is customer centric private dairy employing
modern machinery and applying advanced technologies. It constantly endeavors to give its
customers the best products by way of continuous research and innovation.

Creamline, an ISO 22000 accredited dairy, is a leading manufacturer and supplier of milk and
milk products in Southern India spanning across Andhra Pradesh, Tamil Nadu, Karnataka and
with a foothold at Nagpur in Central India. It operates its milk procurement, milk and milk
products processing and distribution through Strategic Business Units (SBUs). Its milk and
dairy products are sold under the popular brand name JERSEY. Since inception, the company

50
has been growing consistently under the visionary leadership of promoter directors, business
acumen of operational heads and unrelenting efforts of committed workforce. The company is
possible of achieving a turnover of Rs. 4500 millions for the FY 2009-2010 and is set to
achieve an ambitious target of Rs.10500 millions by end 2013.

The Company entered into strategic partnership with M/s. Godrej Agrovet Limited, the largest
animal feed manufacturing company in the country, in the Year 2005 by offering equity stake
of to strengthen its backward integration with farmers, the primary producers of milk, for
compound feed supply. The Company is open to strategic business tie-ups at national and
international level and is looking at export opportunities to its products.

The workforce of the company is composed of a balanced mixture of technocrats, dairy

engineers, and production and quality specialists besides the dedicated top-notch management
team overseeing the entire corporate functioning.

The Company has excellent infrastructure with 30 own and 9 associate milk chilling centers,
23 BMCUs, 7 packing stations, 6 sales offices and 1 state of the art powder plant/SBU at
Ongole. It has a combined milk processing capacity of 6.6 lakh liters per day. The company
markets its products through a well laid distribution network comprising of company owned
parlors, exclusive franchise outlets, product push carts. Besides, the company also sells its
products through 5000 agents panning across Southern India and Maharashtra. The company
has entered the market of cultured products like Yoghurt, Curd, Lassi and Buttermilk in 2005
and within a short span made its mark in the dairy market.

Since its incorporation in the year 1986, the company has successfully applied many
innovative practices like 24 hour parlors with unemployed youth in 1993, mobile milk testing
labs in 1998 etc. The company is now planning to expand its operations to Central India by
setting up new Processing & Packaging Units.

Jersey has become a household name for dairy products and continues to create consumers’
delight to perfection. Continued support and encouragement of customers including
households, prestigious defense establishments, railways, educational institutions, IT
Companies, star hotels, and hospitals in ever increasing numbers stand testimony to our
superior quality products.

51
Vision
“To emerge as a Leader in Dairy Foods with Global Presence through Business Excellence and
ensuring Customer Delight”

Mission
“To grow continuously, offering value added Dairy Products and gain customers’ confidence
through Innovative Practices”

Values
“We act with a sense of pride adopting ethical practices and compassionate approach”

CDPL has the advantage of being run by industry professionals since incorporation in the year
1986. It is first generation entrepreneurial company conceived by the present Managing
Director Mr. K. Bhasker Reddy, Director - Finance Mr. M. Gangadhar, Director - Technical Mr.
D. Chandrasekhar Reddy, Executive Director Mr. C. Balraj Goud and Mr. Srinath Shettkar. The
members have substantial experience in their respective fields such as Dairy Technology,
Finance, Marketing and HR & Administration.

Board of Directors

K. BHASKER REDDY

K. Bhasker Reddy graduated in Dairy Technology from Osmania University in 1983. He had
the dream of and desire to setting up a dairy unit since his college days. Being a first generation
entrepreneur and with hardly any funds at his disposal, he toiled a lot initially in establishing
private dairy in A.P. in 1986.

In the later years, he pioneered the process of establishing Milk Chilling Centers across
Southern India. “Round the Clock Milk Parlors” and “Mobile Milk Testing Centers”, the first
of their kind in the modern dairy industry in A.P., are the brainchild of him.

He steered CDPL to achieving Rs. 3842 million annul turnover as on 31st March, 2009, with
his vision, mission and innovation.

He attended Anuga Foodtec at Cologne, Germany – Worlds most important trade fair for food
and drink technology and Participated in Cornell & Sathguru Management Consultants Food &
Agri Business Management Program on Trends, Integration, Strategy and Regulations

June-July 2009, Ithaca, New York, USA.

52
He is conferred the Entrepreneur of the Year 2001 award by Hyderabad Management
Association. He has been Chairman of Andhra Pradesh Association of Deaf & Dumb since
1988. Chairman of Agricultural and Agro Based Industries Committe of FAPCCI.

President, Rotary Club of Hyderabad East, Dist 3150, Hyderabad

M. GANGADHAR
M. Gangadhar, a Fellow Member of Institute of Chartered Accountants of India (ICAI), is
having more than 27 years of experience, post qualification, in the fields of Finance,
Accounting, Costing and Management, more especially in the Dairy Industry. He worked for 5
years in Sangam Dairy as DGM (Finance) and served reputed private sector companies for 5
years before joining CDPL. He is also representing the Private Dairies as Member on the
Committee appointed by the Government of Andhra Pradesh to study the recommendation of
the House Committee on reopening Chittoor Dairy and Ongole Dairy and to suggest measures
for its implementation

D. CHANDRA SHEKHER REDDY

D. Chandra Shekher Reddy is a graduate in Dairy Technology from Osmania University. He
worked as Technical Officer in “Sabarkantha District Milk Producers Union Limited”;
popularly known as SABAR DAIRY, part of AMUL organization for 1½ years. His vast
experience in processing of various milk products and expertise in technical, plant maintenance
and operations are put to effective use to strengthen the technical aspects of the company. He
attended Anuga Foodtec at Cologne, Germany – Worlds most important trade fair for food and
drink technology
Food Safety Policy

We at CDPL are committed to provide safe and nutritious Milk & Milk products to our
customers that comply with all the legal and regulatory requirements, by adopting good
manufacturing practices and good hygiene practices. We are committed for continual
improvement of our food safety management system, aiming at customer satisfaction & delight
and endeavor to become a global player. To this effect we communicate, implement and
maintain the requirements of the food safety throughout the food chain.

53
K. Bhasker Reddy
Managing Director.

54
55
Products
Milk
Milk is regarded as the most nearly perfect single food stuff. Today, milk is the most important
single item of human diet, as it is beneficial at all stages of human growth literally from cradle
to grave due to its high nutritive value. Importance of milk in diet is mainly due to its
contribution of high quality protein, its exceptional richness in Calcium and its general supply
of pre-formed Vitamin A and of riboflavin and other members of B2 complex.

Customer priority comes first to us always. Currently, we process and supply the following
range of milk.

TONED MILK WHOLE MILK

DOUBLE TONED MILK SLIM MILK

One 200 ml glass of milk provides a power-pack of nutrients and contains the minerals and
vitamins as below:

56
Milk Products
CURD

JERSEY curd is prepared with fresh quality milk under the influence of lactic acid bacteria at
around 40oC. The milk, inoculated with bacterial culture, is hygienically packed in clean food
grade plastic cups and sealed by an automated packing machine prior to incubation. After curd
achieved the desirable properties, it is kept at chilled temperature until delivered to customer.
JERSEY curd is a fresh, safe, hygienic and tasty product which has all nutritious goodness of
milk.

JERSEY CURD is available in quantities of 100 g, 200 g, and 500 g with a shelf life of 7 days
at chilled storage conditions

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BUTTER MILK

Buttermilk is an inseparable part of traditional South Indian meal

since ages. It is made from fresh pasteurized standardized milk curd
that contains lactic acid bacteria, diluted along with required amount
of spices extracts and salt for added taste. Jeera powder added for
our Jeera flavored Butter Milk.

JERSEY BUTTER MILK is available in two flavors. Regular flavor

is available in 200 ml sachet and Jeera flavor is available in 200 ml
plastic container. The products have a shelf life of 5 days.

LASSI

Sweetened Lassi is also the most popular cultured milk beverage.

It is prepared using fresh pasteurized standardized milk curd.
Sugar is added and homogenized to give excellent mouth feel.
Lassi contains appreciable amounts of milk proteins and
phospholipids.

FLAVORED MILK

Flavored milk is made from sterilized double toned milk which

consists of 1.5% fat and 9.0% SNF. It is available in different flavors
such as badam, strawberry, and banana and chocolate. The sugar is
also added to enhance the taste.JERSEY flavored milk is available in
glass bottles of 200 ml and has a shelf life of 6 months.

58
 GHEE

Ghee is very popular milk product and is widely consumed with regular
meals. It has unique pleasant flavor and grainy texture. Ghee is pure clarified
butter fat with negligible moisture content. Ghee has high nutritive value
with fat-soluble vitamins (A, D, E & K). It is widely used for shallow and
deep-frying of food. Countless Indian sweetmeats based with cereals, milk
solids, fruits and vegetables are cooked in ghee.

JERSEY GHEE is available in 200 g, 500 g, and 1 L packs and has a shelf
life of 3 months. Bulk quantity also available in 15kg tins.

Our Ghee also has AGMARK certification.

COOKING BUTTER

Cooking Butter is the butter obtained from cream without any additives like
salt, colouring or flavoring agents. It is concentrated form of milk fat. It
contains more than 82% milk fat, 1.5% curd and 16% moisture. It is very high
in fat which contains fat-soluble vitamins A, D, E and K.

JERSEY COOKING BUTTER is available in 200 g, 500 g and 1 Kg poly

packs. It has a shelf life of one month at deep freeze storage temperatures.

Butter also available in bulk packs in 20 Kg carton form.

PANEER

Paneer is a healthy, protein-rich food. It is a pure coagulated milk product

made from fresh milk of 6% fat and 9% SNF. Paneer is formed when milk is
precipitated by adding sour milk, lactic acid or citric acid. It is the most
common form of Indian cheese and is a high protein food. So, paneer is often
substituted for meat in Indian vegetarian cuisine.

Paneer is packed and sold in 200 g, 500 g and 1 Kg poly packs. It has a shelf
life of 1 month.

59
DOODHPEDA

Doodh peda is a desiccated sweetened product made from fresh

milk and contains 45% milk solids and 35% sugar. It is slightly
brownish white in colour and has coarse grainy structure. The
product is hygienically packed. Doodh peda is a nutritious
product with delicious taste and having a shelf life of 7 days.

BASUNDHI

Basundi is a popular milk delicacy served on special occasions. It is prepared from fresh milk
with 6% Fat and 9% SNF. Milk is precipitated with a gentle heating continuously scooping out
the skim and adding sugar. JERSEY Basundi is packed in attractive food grade plastic
containers and has a shelf life of 7 days
Ice Creams

There are certain things in life that are sheer delight to the soul and add meaning to our
existence. These go beyond the limits of age and are cherished and adored by everybody. Ice
creams certainly are among those finer things in life.

Ice cream is a power pack of nutrients. It is the most palatable source of milk proteins and a
rich source of calcium, phosphorous and other minerals vital in building strong bones and
teeth. Ice cream is also an excellent source of food energy. Having twice or three times the fat
content of milk, and more than half its total solids being sugar (sucrose and lactose) the energy
value of ice cream is very high. That makes ice cream a very desirable food for growing
children and persons who need to put on weight.

Jersey brand of exotic ice creams are made of fresh milk based fats and are brought to you by
Creamline Dairy. A preferred choice of every connoisseur of fine taste, what really makes the
difference is the processes that are adopted at Creamline to make our products endearing to
everybody. Utmost care is taken to ensure the highest level of hygiene and superlative efforts
are made to create the flavors which make you to coming back to Jersey again and again.

Now that is the reason why we caution you eating Jersey Ice Cream can be addictive. Just try
once and see for yourself.

60
There are certain things in life that are sheer delight to the soul and add meaning to our existence. These go bey
the limits of age and are cherished and adored by everybody. Ice creams certainly are among those finer thing
life.

Ice cream is a power pack of nutrients. It is the most palatable source of milk proteins and a rich source of calc
phosphorous and other minerals vital in building strong bones and teeth. Ice cream is also an excellent source of
energy. Having twice or three times the fat content of milk, and more than half its total solids being sugar (suc
and lactose) the energy value of ice cream is very high. That makes ice cream a very desirable food for grow
children and persons who need to put on weight.

Jersey brand of exotic ice creams are made of fresh milk based fats and are brought to you by Creamline Dair
preferred choice of every connoisseur of fine taste, what really makes the difference is the processes that are ado
at Creamline to make our products endearing to everybody. Utmost care is taken to ensure the highest leve
hygiene and superlative efforts are made to create the flavors which make you to coming back to Jersey again
again.

Now that is the reason why we caution you eating Jersey Ice Cream can be addictive. Just try once and see
yourself.

Kaju-Kissmiss Butter Scotch

61
Cone Cassatta

CHAPTER-4

62
1. Your organization offer training for you?

Category Number of respondent Percentage

yes 40 100%
no 0 0%
sometimes 0 0%
a) Yes b) no c) sometimes

As per the survey it was found that organization provide training for each

employee in the organization

63
2. In which areas training is provided to you?

a) Company policies & procedure b) technical skills

c) Problem solving capabilities d) all the above

Category Number of respondent Percentage

Company policies & 0 0%
technical skills 0 0%
Problem solving 0 0%
all the above 40 100%

As per the survey it was found that the organization provides training for

employee in all areas

3. Do you think increase your performance, commitment & motivation?

a) Yes b) no c) sometimes

Category Number of respondent Percentage

Yes 33 82.5%
No 0 0%
sometimes 7 17.5%

64
 As per the survey it was found that 82.5% of the employee feels that training

programmes increase the performance, commitment & motivation, and 17.5% feels

somettimes

4. do you think that, you are acquired some new skills & knowledge from training

programmes?

a) Yes b) no c) sometimes

Category Number of respondent Percentage

Yes 26 65%
No 0 0%
sometimes 14 35%

As per the survey it was found that 65% of the employee feels that they acquire

some skills & knowledge from training programmes, and 35% feel sometime.

5. Do you think that training programmes create some competitive environment at work

place?

a) Yes b) no c) sometimes

Category Number of respondent Percentage

Yes 29 72.5%
No 0 0%
sometimes 11 27.5%

65
 As per the survey it was found that 72.5% of the employee feels that the training

programmes create some competitive environment at workplace, and 27.5% feel

sometime.

6. If yes…! How it is effecting?

a) Motivating b) demotivating

c) Sometimes motivating and sometimes demotivating

Category Number of respondent Percentage

Motivating 19 47.5%
demotivating 0 0%
Sometimes motivating 21 52.5%

As per the survey it was found that 47.5% of the employee feels that motivating and

52.5% feel that Sometimes motivating and sometimes demotivating.

7. Training programmes are beneficial to the organization?

a) Yes b) no c) sometimes

Category Number of respondent Percentage

Yes 37 92.5%
No 0 0%
sometimes 3 7.5%

66
 As per the survey it was found that 92.5% of the employee feels training

programmes are beneficial to the organization and 7.5% feel sometimes.

8. What are your organization’s objectives in conducting training programmes?

a) Accuracy b) speed up

c) Increase skill & knowledge d) all the above

Category Number of respondent Percentage

Accuracy 6 16%
speed up 0 0%
Increase skill & know 13 32%
all the above 21 52%

As per the survey it was found that 15% of the employee feel that organization

objective to conduct training programmes is for accuracy,32.5% for increase skill &

knowledge, 52.5 for all the above.

9. if you are not provided with a trainer, then on who do you depend?

a) HR department b) line manager

c) Immediate supervisor d) any other

Category Number of respondent Percentage

HR department 38 95%
Line manager 0 0%
Immediate supervisor 0 0%
Any other 2 5%

67
 As per the survey it was found that 95%of employee says depend on hr

department for training programmes and 5% on any other.

10. Do you think, in your organization training programmes is effective?

a) Yes b) no c) sometimes

Category Number of respondent Percentage

Yes 33 82.5%
No 0 0%
sometimes 7 17.5%

As per the survey it was found that 82.5% of the employee feels that organization

training programmes are effective and 17.5% feels sometimes.

11. Is your trainer show partiality towards employees?

a) Frequently b) no c) occasionally

Category Number of respondent Percentage

Frequently 0 0%
No 40 100%
occasionally 0 0%

68
 As per the survey it was found that 100% of the employee feels that trainer does

not show any partiality towards employee.

12. Do you think that training programmes efforts help management in reaching

objectives?

a) Yes b) no c) sometimes

Category Number of respondent Percentage

Yes 27 67.5%
No 0 0%
sometimes 13 32.5%

As per the survey it was found that67.5% of the employees feels that training

programmes will help the management to reach the objective and 32.5% feels

sometimes.

13. Along with training programmes, do you need any other motivational programmes to

get success at work place?

a) Yes b) no c) sometimes

Category Number of respondent Percentage

Yes 14 35%
No 5 12.5%
sometimes 21 52.5%

69
 As per the survey it was found that 35% of the employees feels that the need some

other motivational programmes to get success at work place and 12.5% feels no,

52.5% feels sometimes.

14. Do you think that training programmes should be provided on the basis of

performance of employees?

a) Yes b) no c) sometimes

Category Number of respondent Percentage

Yes 18 45%
No 6 15%
sometimes 16 40%

As per the survey it was found the 45% of employees feels that training programmes

should be provide on the basis of performance ,15% feels no, 40% feels sometimes.

15. What are the suggestions you give regarding training programmes?

a) Every thing is good b) some changes in training programmes

Category Number of Percent

respondent age
Everything is good 39 97.5%
Some changes in training programmes 1 2.5%

70
 As per the survey it was found that 97.5% of the employees feel that everything is

ok in organization training programmes and 2.5% feels some changes in training

programmes.

CHAPTER-5

71
 FINDINGS & CONCLUSION

1. Training programmes provided by Creamline Dairy is almost good.

2. Organization should focus on the benefits that are aimed towards self

improvement since of the employees satisfied.

3. Opportunities for career growth and the security for job is good

4. Organization provides training programmes on the basis of employee

performance.

5. Organization training programmes are effective.

72
 6. The relationship between employee and management is good at

Work place.

7. In organization employee almost depend on HR department for

Training programmes.

SUGGESTIONS

1. Along with training programmes organization should provide some other motivational

programmes

2. Implement training institutions at near the organizations

3. Evaluate cost of training and its result of training.

4. Frame the training programes chart and proper care should be taken while conducting the

training.

5. A proper performance appraisal system should be adopted.

73
6. in my opinion if the above suggestions are followed total training programme.

7. Feedback must be collected from the entire trainer

8. Organization should provide immediate supervisor solving employee’s problem

74
 QUESTIONNAIRE

Dear sir/madam

I am XXXXXXXXXX a student of M.B.A 2nd semester studying at

XXXXXXXXXXXXXXXX, XXXXXXXXX, and Hyderabad. As a part of curriculum

I am required to submit a project report in the area of human recourse management on a

topic “TRAINIG AND DEVELOPMENT” I request your kind self to help me by

sparing valuable time and responding the following questions.

Yours Faithfully

XXXXXXX

Name of the respondents;

Age :

Education :

Department :

75
 Designation :

QUESTIONNAIRE:

1. Your organization offer training for you?

a) Yes b) no c) sometimes

2. In which areas training is provided to you?

a) Company policies & procedure b) technical skills

c) Problem solving capabilities d) all the above

3. Do you think increase your performance, commitment & motivation?

a) Yes b) no c) sometimes

4. do you think that, you are acquired some new skills & knowledge from training

programmes?

a) Yes b) no c) sometimes

5. Do you think that training programmes create some competitive environment at work

place?

a) Yes b) no c) sometimes

76
6. If yes…! How it is effecting?

a) Motivating b) demotivating

c) Sometimes motivating and sometimes demotivating

7. Training programmes are beneficial to the organization?

a) Yes b) no c) sometimes

8. What are your organization’s objectives in conducting training programmes?

a) Accuracy b) speed up

c) Increase skill & knowledge d) all the above

9. if you are not provided with a trainer, then on who do you depend?

a) HR department b) line manager

c) Immediate supervisor d) any other

10. Do you think, in your organization training programmes is effective?

a) Yes b) no c) sometimes

11. Is your trainer show partiality towards employees?

a) Frequently b) no c) occasionally

12. Do you think that training programmes efforts help management in reaching

objectives?

77
 a) Yes b) no c) sometimes

13. Along with training programmes, do you need any other motivational programmes to

get success at work place?

a) Yes b) no c) sometimes

14. Do you think that training programmes should be provided on the basis of

performance of employees?

a) Yes b) no c) sometimes

15. What are the suggestions you give regarding training programmes?

a) Every thing is good b) some changes in training programmes

Signature of employee

78
K.V. SUBBARAO PERSONAL/HUMAN RESOURCE MANAGEMENT,

KONARK PUBLISHER PRIVATE LIMITED,

79
 DELHI, 1996.

L.M. PRASAD PRINCIPLE AND PRACTICE OF MANAGEMENT,

SULTAN CHAND & SONS,

NEW DELHI 1989.

C.B MAMORIA PERSONAL/HUMAN RESOURCE MANGEMENT,

HIMALAYA PUBLISHING HOUSE
25th EDITION 2005,

WEBSITES;

www.google.com

www.creamlinedairy.com

80