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The best possible employee education, executive

training and management development programs for
BATA INDIA LTD. that shall improve job
performance and help individuals to progress
towards actualization of their potential capacities.
Developed For

( Batanagar Unit, Kolkata )
Submitted On
28 / 09 / 2007
By
Chandan Chakraborty
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Student of MBA ( III rd Semester )
Gyan Rani
Under Ganga Institute of
Durgawati Technology
University, and Sciences
Jabalpur, ( GGITS
Madhya )
Pradesh
Founder
of the
M r. T o m a s B a t a
( 1876 – 1932 )
A Message from Mr. Tomas Bata
We are not afraid of the

future. Millions of human beings know
nothing of footgear of any kind
whatever and very few of the rest is
well shod. This best shows us how
little we have accomplished so far,
and what an immense task lies
before the shoemakers of the whole
world.
Tomas Bata started life as a

poor boy but he did not dream of
making millions, he seems, rather to
be obsessed with the idea of helping
his country and his people. In the
young Bata there quickly ripens the
wish and the determination to
achieve something. He is a
shoemaker - a practical man, but with
a power of imagination amounting to
genius.
Thomas has visions of

colossal factories, with the most
modern machinery, installed in airy
workshops, and a system of In
modern factory-hygiene. the those
most
workshops, people freed from slavery
and squalor are working for the
realization of his great social ideal :

the shoeing of millions.
Tomas Bata remained true to

his dreams of " Good and cheap
shoes, even for the very poorest, and
high wages for all who worked for
him ".
He coined the motto

“Our customers are our masters
".
Long Service Medallion
Preface
Bata India Ltd. Is the organisation that has been ruling
the world of shoe manufacturing in India for more than 75 years now and
it’s largest plant is situated in Batanagar, 24 Parganas (s) West Bengal, on
the banks of the river Ganges. With manpower of nearly 2400, the unit is
producing quality foot wares hugely in demand all over the world. It has
one of the oldest but excellent systems of day to day operations and
record keeping including production, planning, purchase, costing, salary,
personal audit etc. It also has been instrumental in starting its own chain
of retail stores which has crossed 3000 in number. Over the year it has
become a household home with millions of customers loyal to it’s brands

It’s motto, “ Challenge …… Skill …… Commitment …… Teamwork ” is
yielding great results even in this era of fervent socio economic changes
that are taking place globally.
My object here was to study the existing training and

development facilities in Bata India Ltd. And if necessary to develop a
program that shall enhance the potential of its employees and executives
This program should be in accordance with the actual situation related to
the morals, ethics, beliefs and practices of the land. It should go a long
way in improving the production, quality, organisational climate
technological know-how and above all individual personal growth.
Acknowledgement

I hereby acknowledge the overwhelming help and support
of the personnel department of BATA INDIA LIMITED and specially
Assistant Manager ( Personnel ), Mr. Debabrata Sanyal whose heartiest co-

operation was the major source of inspiration and motivation behind the
completion of this project. I shall also be thankful to other departmenta
heads, some of whom are listed below:
All India Senior Vice-President : Mr. A. H. M. Ehsanuzzaman
Senior Manager (Leather) : Mr. Shubham Kanti Mondal

Manager (Rubber) : Mr. Amar Nandi
Manager (Engineering) : Mr. Samarjeet Ghosh
Manager ( R& D) : Mr. Supriya Kanji
General Manager (Purchase) : Mr. Atish Chandra Chatterjee
Manager (Commercial) : Mr. Sudip Dutta

Manager (Payroll & Accounts) : Mr. Prabhat Kumar Sur
Senior Manager (Accounts) : Mr. Animesh Mukherjee
Manager (Accounts) : Mr. Anjan Kumar Chatterjee
Manager (Assembly Rubber) : Mr. Dilip Kumar Nandi
Asst. Manager (Admin. & Welfare) : Mr. Manoj Kumar Sarkar
Asst. Manager (Procurement Leather) : Mr. Kuharan Mukhopadhyay
Officer (SBU Leather) : Mr. Kartick Chandra Routh
Each and every employee whom I met during this project,

greeted me with open arms and tried to help me out with whatever he
can, and I am grateful to all of them.

At last but not the least, I would like to take this
opportunity to thank Dr. Anil Kumar Dhagat, Director, M.B.A. department,
Gyan Ganga Institute of Technology and Sciences ( GGITS ) Jabalpur, for
providing us with the opportunity of doing this project. My sincere
gratitude to my family and friends, who have extended their helping hand
from time to time, specially in adverse situations when I needed it the
most and all those who have directly or indirectly helped the cause of
successfully completing this project.
Dated :
CHANDAN CHAKRABORTY

Declaration
I Chandan Chakraborty, student of M.B.A. ( 3rd

semester ), Gyan Ganga Institute of Technology and Sciences
Jabalpur (M.P.) , do hereby declare that this project has been done as
a partial fulfillment of the award of post graduate degree in business
administration, under Rani Durgawati University, Jabalpur ( M.P.)
for the year 2007 -08.
I declare that this project is entirely based upon my

personal findings, analysis, judgements and is thus an original piece
of work, which has not been published before in its present form any
where in India or abroad. The data upon which this project is based
is secondary data collected from various record books of the
organisation, whose preciseness is expected, not guaranteed.
Dated :
CHANDAN CHAKRABORTY
Index
1} 11
2} 29
3} 36
4} 49
5} 52
6} 54
7} 55
8} 78
9} 92
10} 95
11} 105
12} 114
The Organisation:
Bata India is the largest company for the Bata Shoe

Organisation in terms of sales pairs and the second largest in terms o
revenues. With 1250 stores across the country, it also has the widest retai
network within the BSO. By the time Bata had come to India in 1931, it was
already recognized as a leading shoe brand

It’s manufacturing and marketing operations
heralded the rise and the development of a
modern footwear industry in India. Before
Bata, footwear was produced primarily in the
handicrafts and small enterprise segments
Bata, over the decades, used the ‘curren

knowledge' from its international experience
to create adaptive and innovative baseline
standards for the shoe businesses in India.
Incorporated as Bata Shoe Company Private Limited in 1931,
the company was set up initially as a small operation in Konnagar (nea

Calcutta) in 1932. In January 1934, the foundation
" I've missed over 9,000 shots in my career. I've lost almost 300 games. 26 times I've
been trusted to take the game winning shot...and missed. I've failed over and over
and over again in my life. And that is why I succeed! "
- Michael Jordan
stone for the first building of Bata's operation - now called the Bata. In the
years that followed, the overall site was doubled in area. This township is
popularly known as Batanagar. It was also the first manufacturing facility in the
Indian shoe industry to receive the ISO : 9001 certification.
The Company went public in 1973, when it changed its name

to Bata India Limited. Today, Bata India has established itself as one of Asia's
largest footwear retailer. It has cornered
around market share in the organized
sector (and approx. of the total
footwear market) Almost of the
company's revenue is from the domestic
market while the rest is from exports. The
company currently sells over pairs
of shoes every year and has an annual sales
turnover of more than (USD
178 million).
Over the years, Bata India has established a leadership
position in the footwear industry and is easily the most trusted name in branded
footwear. Its retail network of 1250 stores gives it a reach/ coverage that no
other footwear company can match. The stores are present in good locations
and can be found in all the metros and towns.
" The ultimate measure of a man is not where he stands in moments of comfort, but
where he stands at times of challenge and controversy "
- Martin Luther King Jr.

In terms of products, the company has now built a good
market-oriented collection that is in line with fashion trends and offers a good
quality to price ratio. Its product range now encompasses classic shoes such as
Ambassador for Men and comfort shoes such as Comfit for ladies, as well as a
more trendy collection for ladies in the Marie Claire range and a sporty fashion
collection for young adults in the North Star range. Bata's smart looking new
stores supported by a range of better quality products are aimed at offering a
superior shopping experience to its customers. And the new face of Bata India
is now visible to the industry as well as its customers. Today, backed by a brand
perception of experience, the company is working towards positioning itself as a
vibrant and contemporary young brand. It has significantly transformed its retai
formats to become more lifestyle-oriented, which has helped change consumer
perceptions to a large extent.
The 6 Principles :
• We provide quality for value.
• We constantly improve in what we do.

• Our strength is people.
• We are partners in progress with the communities in which we deal.
• We build respect and loyalty through service.
• We practice “ ” management.
" It is common sense to take a method and try it. If it fails, admit it frankly and try
another. But above all, try something. "
- Franklin D. Roosevelt
Bata is Divided into regions:

1. Europe
2. North America
3. Africa
4. Pacific
5. Latin America
6. India
Bata operates in more than countries worldwide with,
• retail outlets of it’s own

• Producing pair of shoes per day
• Over employees speaking languages
" You may deceive all the people part of the time and part of the people all the time, but
not all the people all the time. "
- Abraham Lincoln
Purpose:
• To serve the whole BATA family of companies round the world.
• To have the right shoe, at the right place, at the right time, at the right
price
Mission:
With footwear manufacturing and marketing as it’s core
business to achieve success and become the biggest and most skillful multiple
retailing and distributing organisation with a dynamic, flexible and marke
responsive approach to present and future opportunities for profitable growth.
Success will be measured by the Customers, employees,
shareholders, suppliers and community.
Brands :
 Hush Puppies
 Dr. Scholls
 North Star

Power
 Marie Claire
 Bubble Gummers
Signature Collections :
 Ambassador

Comfit
 Wind
The New Projects :
While some mega-projects are still awaiting approval, Calcutta
Riverside and a few others have got the nod from the West Bengal government,
the project to develop the Batanagar estate into a modern township
with a nine-hole golf course, high-end apartments, villas, condominiums, a
hotel, mall, IT park, hospital and school.
To cost Rs. , Calcutta Riverside is perhaps the mos
high profile project under Section-14(z) of the West Bengal land reforms
amendment bill passed in August 2005, which envisages that sick or closed
industries, which require investment to become functional again, may sell o
their unused land, if part of their sale proceeds is used to restructure the units
or for the labour's welfare. Riverbank Holdings Private Limited, the 50-50 joint
venture between Bata India Limited and Calcutta Metropolitan Group Limited
(an alliance between Kolkata Metropolitan Development Authority and United

Credit Bellani group), had a master-plan ready combining commercial re-use o
land with socio-economic development of the areas in the Batanagar estate.
It’s an equitable deal for the workers. The families

living on the estate now are to be rehabilitated in new housing, with a built
space of square feet.
" To live is to choose. But to choose well, you must know who you are and what you
stand for, where you want to go and why you want to get there."
- Kofi Annan
Further, the terms of Riverbank Holdings lay down that within
30 days after the end of each calendar year, it must contribute a sum of Rs
for the benefit of the employees of BIL employed in the Batanagar
factory. The existing Bata girls, boys and primary school will be upgraded and a
separate school on and a hospital will be built. The km
riverfront will also be developed with recreation facilities for residents and
visitors. Post completion, Calcutta Riverside will give employment to
people. No wonder the project was cleared as part of the state's socia
infrastructure development programme.
BATA’s Worldwide Network
"The great successful men of the world have used their imagination…they think ahead
and create their mental picture in all its details, filling in here, adding a little there,
altering this a bit and that a bit, but steadily building - steadily building."
- Robert Collier
Various departments operant in Bata India Ltd.

Personnel department :
Personnel department is the heart of the organisation and is
one of the most important portfolios, dealing with matters directly or indirectly
related to its human resource, that is it’s manpower. It acts as a connecting
bridge between the employees, trade unions and other external entities and the
management. Personal department plays a vital role in interconnecting various
departments to enable smooth operation of the organisation.
In Bata India Ltd., the Personnel department maintains
individual personnel audit records in its “ ” and uses it for important
decision makings related to the transfer, promotion, separation, performance-
appraisal, welfare schemes, services and benefits, labour relations, grievance

handling etc. It is also responsible for the recruitment and selection of “ the
right people for the right job ”.
Accounts Department :
The accounts and payroll department is one of the busiest
department of the organisation, as it has to maintain each and every
transactional records in the book of accounts on a regular basis, based on
commonly used double entry system. The income statements, profit & loss a/c
and balance sheet are prepared on a quarterly basis for the management as
well as shareholders to analyze the developments. As Bata India Ltd. Batanagar
plant is not a selling unit the profit earned by it is accrued profit not actual
" One needs to be slow to form convictions, but once formed they must be defended
against the heaviest odds. "
- Mahatma Gandhi
profit. Accrued profit is acquired when production is completed below the
estimated production limits and it is in loss when production surpasses this limit
The extent of transactions through this department can be expressed through
these facts:
• Bata India Ltd
( Batanagar plant ) pays property-tax to the Maheshtala municipality in
the volume of nearly Rs. per month.
• Electricity charges fo
hours phase connection comes somewhere in the vicinity of Rs
per month.
• Bonus paid to the
employees once in every season (6 months) amounts upto Rs
.
The payroll section is in charge of preparing the fortnightly as
well as monthly pay slips for its different types of employees ( such as fixed
essential, hourly fixed, special hourly fixed, accord ) payment is made by

calculating many factors along with their basic pay, some of these factors are
DA, Night allowance, Bonus, Production incentive, House rent, Provident fund,
insurance, medical cover etc. the pay structure of Bata India Ltd. is very wel
structured in relation to contemporary manufacturing units, in the state of West
Bengal.
Product Development Department :

The actual job of the product development department starts
with collecting the information from the marketing department about the
" Do not be desirous of having things done quickly. Do not look at small advantages.
Desire to have things done quickly prevents their being done thoroughly. Looking at
small advantages
- Confucius
design or pattern expected to be in demand in the near future. Accordingly
designs are prepared for all types footwears along with the material to be used
in a particular article. This department is more concerned with providing
comfort to its customers rather than style. Sizes of the shoe to be manufactured
are pre-decided region wise e.g.:
- For eastern region sizes between (gents)

- For southern region size is onwards gents) and general sizes fo
ladies products.
This department consists of a separate CAD / CAM section,
where designs are prepared and cut by a computerized cutting machine. The
software used for this purpose “ Crispin Cad Suite ” prepares two-dimensiona
view of designs. These designs along with the material are tested in the
Research & Development laboratories before reaching the production
department.
Production Planning & Control
Department :
Production planning and control section of management which
delivers the estimate for the production of particular style during a specific
period, so that they may serve the best possible service to the customer without
unwanted late in delivery or unwanted dumping of the produced goods.

The sales department sends the estimate for the volume of
the goods that is likely to sell, on the basis of statistical method, market
" Often the difference between a successful person and a failure is not one has better
abilities or ideas, but the courage that one has to bet on one's ideas, to take a
calculated risk and to act. " - Maxwel Maltz
research, previous years performance and promotion of selling effort they
actual did. And accordingly volume of goods is projected for the production
department and costing department then the costing and production
department plan for the procurement of all the necessary materials
machineries, grinderies etc. and their capacities of production in terms o
manpower they are having. Other functions of this department are:

• This department also prepares the records the volume of product in the
production stream daily. This is called workshop production balance sheet.
• Prepares the plan sheet for the different articles that has to be sent to either
the whole-seller or retailer article wise or the number of pairs of specific size
so that the box of packing completes their capacity. This is called production
invoice for whole sales and retails i.e. distribution of order plan wise.
Manufacturing Department :
Batanagar plant is one of the biggest manufacturing units in the state. It is a
well equipped with the best machines and safety equipments, most of them
imported from Korea and other countries. Some of the newly installed machines
are capable of producing high quality footwear round the clock. This
department is further divided into the:
1. The leather factory ( producing leather shoes )
2. The rubber factory ( producing rubber and canvas shoes, rubber chappals )
" Desire is the key to motivation, but it's the determination and commitment to an
unrelenting pursuit of your goal - a commitment to excellence - that will enable you to
attain the success you seek”
- Mario Andretti
both within the Batanagar plant itself. Skilled employees known as rink
conveyor (leather) and sandal conveyor (rubber) carry out the production
through a chain of operations. Some of the operations involved in shoe
manufacturing are last-preparation, upper-insole, Jaro-molding, preforming
force-last etc.. A constant quality check during the production process reduces
the number of defective pairs getting to the shops.
- (leather & other material cut and bundled)

- (stamping, punching, skiving, gimping, embossing)
- (components stitched together)
- (upper & lower components brought together)
- (shoes checked, inspected, sorted, stored, shipped)

- (receive goods, check for accuracy damage, promote)
Research and Development Department :

The research and development department is responsible for validating the
products and designs prepared for production. Various mechanical properties
related to the materials to be used for the upper and sole of the footwears are
thoroughly checked using electronic machines these include Tensile testing,
flexural testing etc. designs are checked for its durability. Suggestions to
improve the overall quality of the finished products are sent back to the product
development department.
An overview of the company history :
– The T. & A. Bata, T. & A. Bata Shoe Company (T. & A. Bata) registered in Zlin
Austria-Hungary by Tomas, Anna and Antonín Bata
– First business crises, Tomas takes over company's control, Antonín leaves for
the army, Anna gets married
– The ”Baťovka” , the first fabric shoe, introduced and with it production
mechanization, first machine from Germany
– First factory building constructed
– Tomas first journey to the USA
– 2,200 pairs per day produced by 250 employees, in two shifts, sales
department founded
– Second factory building constructed, first of the "new type"
– Antonín dies, Tomas takes full company's control
– First export sales, first sales agencies in Germany, the Balkans and the Middle
East; 3,400 pairs per day produced
– Tomas second journey to the USA
– World War I breaks out, large orders by the Austro-Hungarian army for
military shoes
– World War I large scale orders contributed to company's exponential growth

2 million pairs per year sold, 10,000 produced daily by 5,000 employees
advanced production equipment imported from Germany; "Bata community"
around factory with shops, housing, schools and hospitals
– Second crises of the company, massive losses, non-paid deliveries for the
state (Austria-Hungary, the newly founded Czechoslovakia doesn't recognize
the debt); production down to 1,700 pairs daily
– Tomas' third journey to the USA, getting acquainted with Henry Ford's mass
production
– Currencies devalued due to World War I, consumer purchasing power at an al

time low, Bata cuts shoe prices by 50% to attract customers and to expand
into 160 company shops throughout Czechoslovakia
– Employee profit & loss sharing introduced
– The “Bata system” organizes operations in autonomous workshops; the "Bata

School of Work" founded, education and practical training to future Bata
managers; 563 company shops throughout Czechoslovakia
– Assembly line production introduced
– Customs tariffs introduced in the world, Bata builds factories in Switzerland

(Mohlin), Germany (Ottmuth), England (Tilbury), France (Hellocourt)
Yugoslavia (Borovo), Poland (Chelmek), Holland (Best), the USA (Bel Camp)
and India (Batanagar); the "House of Bata's service" opens in Prague
replacing older premises
– 100,000 pairs produced daily; five-day, 40 hours week introduced
Bata a.s. founded, replacing the former "T. a A. Bata"; by the early
1930s, Bata becomes the world’s leading footwear exporter
– After Tomas Bata’s plane crash his half-brother Jan Antonín Bata becomes
head of the company; at this time the company continues the diversification
into the production of tires, aircraft, bicycles, machineries; the "House o
Bata's service" opens in Brno
– Bata operates 63 companies in various industries with footwear remaining the

core business with 60 million pairs sold per year in over 30 countries; the
Bata family leaves to the USA after Nazi occupation of the rest o
Czechoslovakia; Jan Antonín Bata " subdues " to the plans of Nazis to save
the business, on the other hand supports the exile government of Edward
Benes and the Czechoslovak armed forces in Britain, he saves a large
number of countrymen, including Jews by using the Bata worldwide network
– Tomas J. Bata (Thomas J. Bata) starts to operate from Batawa, near Toronto,
Canada. Instead of leading the Canadian subsidiary
– All Bata companies in Eastern Europe "nationalized" by communist or pro-

communist governments, the company starts rebuilding itself from the
remaining entities outside Eastern Europe;
- Two decades of litigation ensue – members of the Bata family begin to sue
one another over ownership of the international subsidiaries of Bata. In spite
of conflicting decisions has never been fully resolved
- Jan Antonín Bata accused by the Czechoslovak communists of various

"crimes" and sentenced to 15 years of hard labor in absentia and all of his
properties in Czechoslovakia are confiscated.
– Company’s headquarters relocated to Toronto by Thomas J. Bata, furthe

expansions through new factories in local markets
– Pvt. Labels created: Bubble gummers, Power, Marie Claire, & North Star
– Bata develops retailing: Bata city stores, large format stores and spor
concept stores
– Thomas J. Bata visits Czechoslovakia to check and negotiate on the restitution

possibilities, sets up his team to do the work, later on buys some of the
leftovers of the former company from the state and founds Bata a.s., now as
Czech retail subsidiary
– Bata enters the high-price segment: Bata Premium collection.
– Partnerships in Eastern Europe, Bata stores in Russia, Poland, Croatia, and

Slovenia
– Bata concentrates on design, marketing and distribution, manufacturing

moves to low-cost countries and subsidiaries
– Thomas G. Bata, Tomas' grandson becomes the Group’s chairman
restructures the business into regional " 4 meaningful business units "
– Bata Shoe innovation Centres for shoe development introduced worldwide
– In China, Bata procurement centre in Guangzhou opens, distribution
partnership for the opening of Bata retail stores established
– A township construction began to modernize the Batanagar factory complex
(near Kolkata, to be completed by 2011, with 2500 housing for employees, a

hospital, a school, an IT park, a hotel and residential flats along the
riverside); Branded Business Division founded to consolidate all the branded
business activities
- Communist Verdict Against Jan A. Bata Overturned. The City Court in Prague,
Czech Republic has re-opened a 60-year-old case in which an internationa
businessman and Czech nationalist was falsely accused of collaboration with
the Nazis. Jan Antonín Bata, brother of the world famous shoemaker Tomas
Bata, was sentenced in absentia in 1947 for collaboration with the Nazis by
the National Court in Prague. Thomas J. Bata, 91, nephew of Jan Bata
testified on Monday in court to achieve the cancellation of the verdict agains
his uncle. He said that he believed that justice would win.
For the last decade his descendants, led by the sprightly 92-year-old
Thomas J. Bata, son of the company's founder, have fought to clear his
name. They say far from being a collaborator, Jan Antonin Bata financed the
Czechoslovak government-in-exile to the tune of a quarter of million dollars
in secret donations or roughly four-million of today's US dollars. A former
Jewish employee also testified that Jan Bata had helped her and up to 80
Jewish families escape from Nazi-occupied Czechoslovakia. All of these facts

say his family, were ignored by the court in 1947. They say the post-war
Czechoslovak state, buckling under Communist pressure, was primarily
interested in seizing the Bata Empire and its assets.
ORGANISATIONAL CHART
Faridabad Patna Batanagar Makamahghat Bangalore &
Bata Shatak
Product development Commercial
Moulds & Purchase Quality assurance Training & Research & Tannery
Equipment Development Development
Service Personnel Costing Procurement SBU (R) SBU (L)
Manipulation
Source :
THE EXISTING SYSTEM
The existing training and development program in Bata India

Ltd. Comprises of specifically designed courses segregated as under:
1) Technical Courses
2) Concept Oriented Courses
3) Functional Courses
4) Management Courses
5) Industrial Relations Courses
6) Presentation Courses
A more detailed structure has been given below. It should

however be noted that these were developed individually at various times and
places.
A )
1. Materials for shoe making
2. Plastics for shoe making
3. Leather selection and grading

4. Manipulant’s Course
5. Tanner’s Course
6. Basic drawing and technical steps
7. Product development
B)
1. Work-Study appreciation
2. Work measurement
3. Work Simplification
4. Effective Presentation
5. Balham Technique
6. Costing and Cost control
C)
1. Purchasing Management
2. Maintenance Management
3. Accounting system
4. Quality control
5. Production planning
D)
1. MANDEVCO ( Managerial Development Course )
2. COVOSOC ( Connaisses Votre Societe )
3. AMA ( Part - I )
4. AMA ( Part - II )
E)
1. Human relations
2. Industrial safety
3. Interflow management
4. Effective Communication
5. Safety hygiene and First aid
6. Floor administration
F)
1. Post course presentation
2. SEMPROF ( Professional seminar)
Apart from these the operation has a set of 73 operations
required in various stages of the shoe manufacturing process. Every accord

employee directly involved in machine operations or other related jobs has to
master a minimum of 6 skills to be eligible for working in Bata India Ltd. A
separate Training and Allocation department ( TAC ) is responsible for providing
these basic – skills training. It should however be noted that mostly this training
is given when the employee joins the organisation. The list of skill-sets has
been listed below :
Last preparation Strap lacing Thread cut

Upper insole Thong selt Hammering
preparation Derby lacing Trimming
Sole preparation Pre-forming Scouring
Insole preparation Force last Bott skiving

Counter putt Strap last Vert scouring
Counter tight Repairing last Clamping
Toe puff putt Lamp & Transt Brushing
Cement upper Sest press Edge colouring
Cement insole Removing staple Edge sett
Cement lining Wrinkle chasing Fillering

Cement pocket Unit moulding Upper polish
Cement strap Toe marking Sole polish
Cement toe-tip Roughning Spray
Cement bottom Sole putting Filler putt
/ sole Air pressing Foam past
Cement sole Hydraulic press Sacks putting

Rand roll Cement To go press Lacing shoes
Counter nail Apply MEK Repairing F
Thumbing Shank putting Packing
Astra pull Cleaning Supplying
Schon F part Unlasting
Hand last Rand laying

Heel last Rand cut join
Schon B part Beating
Knotting Fimac stitch
Last putt Sole stitch
Training and Allocation department ( TAC ) judges the

potential and capabilities of every employee and assigns a rating to each of
them. It’s indicated by colours against their names in skills register. This is done
during their induction training in the organisation.
Yellow : 50 % to 65 %
Pink : 65 % to 85 %
Brown : 85 % to 95 %
Orange : 95 % and above
( Managerial Development Course )
: 12 weeks
:
1. To equip selected members of the senior / middle
management team with hand on techniques of professional managerial

behavior.
2. To reinforce the knowledge of the product, the respective
work areas and key function aspects of the company.
3. To promote interface and team building attributes.
: 12 nos.
1) Rubber factory
2) Leather factory
3) Tannery
4) Materials
5) Management of human resources
i) Communication
ii) Leadership skills
iii) Need hierarchy
iv) Motivation
v) Change
vi) Perception
vii) Ethics
6) General awareness
7) Accounts
8) Production planning
9) Sales
10) Designing and Drawing
11) Costing
12) Purchasing
: Each module under a senior manager as trainer
Practical work in departments
Practical shoe making workshops

Chalk-talks
Group discussions
Idea tanking
Case studies
Exercises
Store visits
Written tests – 20 marks

Practical – 20 marks
Concept – 10 marks
Participation – 10 marks
Leadership skills – 10 marks
Attitude – 10 marks
Team spirit – 10 marks
Reliability – 10 marks
A confidential report with remarks is prepared by the Module -
Co-ordinator on each of the participants.
( Connaisses Votre Societe )
2 hours in a week for 14 consecutive weeks
Same as MANDEVCO
14 nos.
1. World of BATA ( Know your Organisation )

2. Tannery
3. Leather SBU
4. Rubber SBU
5. Services
6. Product development
7. Costing and efficiency
8. Moulds and equipments
9. Finance and accounts
10. Personnel and welfare
11. Administration
12. Safety and Environment
13. Purchasing
14. Procurement
Lectures
Exercises
The Outlook
To motivate employees to learn, one must first realize the fact
that they already know a great deal and some of them have been successful to
date in various organisational positions. There can be many reasons for them to
be hesitant from learning more material, such as fear of the unknown or not
being successful in learning new material in the past. To deal with such
problems the training should be :
• Relevant
• Of value
• Confident of being successful ( Win – Win situation )
• Long lasting effect
• Trainee involvement
• Interesting
Another concern while developing a training program should
be that it has to cater to individual differences. The diversity in individua

human nature and characteristics is natural and is thus bound to affect a
training group. Here are some suggestions of minimizing this effect,
1} Identify individual learning strengths and problems.

2} Align learning objectives to organisational goals.
3} Clearly define training objectives.
4} Involve active participation of the trainee.

5} Use systematic logically connected sequencing of learning activities,
moving from lower to higher levels.
6} Use a combination of many training methods.
7} Use training material that provides a picture which is closer to real life.
8} Allow trainees to share experiences within themselves.
9} Provide a constant feedback through self-assessment.
10} Special care to be provided to senior supervisors and managers, in
accordance with their learning capacity.
There was this manager of a firm, who during

one of his visits to his production unit, was told by his personal assistant
that, his coat was torn from behind. Seeing no respite from this
frustrating situation he coolly answered, “ Don’t worry, everyone here

knows me, who I am ”.
After a few days, the same manager went to a
meeting with foreign delegates and guess what, much to everyone’s
surprise; he was again spotted wearing a torn coat. When told about it,
he nervelessly replied, “ Don’t worry, nobody knows me here, who I am ”.
This is on of the finest example, of how to make best possible use of the
situation on hand. One should try to make every situation work or make it
better.
" Success is liking yourself, liking what you do, and liking how you do it. "
- Maya Angelou
Apart from these, there are some other considerations fo

which answers have to be sought while designing an optimum training program
They are:
♣ How should the training material be developed ?
♣ What training methods to be used ?
♣ How much should the training cost ?
♣ How much time to allot for the training ?
♣ How many trainees to be trained at one time ?

♣ Whether training to be on company time ?
♣ Whether training to be voluntary or mandatory ?
♣ Whether training to be located on or off site ?
♣ How to select the trainee group ?
♣ How to select the trainer and support staff ?
♣ How to evaluate the training program ?
… etc….etc….etc….
Let’s now analyze these, one by one and try to figure out the
best possible answers.
" An expert is a man who has stopped thinking he knows "

- Frank Lloyd Wright
1. TRAINING MATERIALS:
It is easier for the trainee to understand and remembe

training material in the form of text ( either in hard or soft copy ) and can be
retained for longer duration for future references. They can be made more
meaningful by,
• Material should provide a bird’s eye-view of the overall picture on the
program’s objectives and expectations.

• The material should accompany a variety of similar examples from real life
and day-to-day operations, possibly related to organisational functions,
which makes them more acceptable.
• The material should be split up into meaningful chunks, i.e. chapters and
articles rather than presenting it all at once.
• The material should carry terms and concepts that are already familiar to the
trainees.
• The material should be organized logically, from simpler to relatively difficult
chapters.
• The material should contain tests and exercises for the trainee’s self
evaluation.
• As many visual, pictorial aids should be used as possible to argument

“ theoretical ” material.
"An entrepreneur is a person who doesn't understand what an obstacle is"

- Diksha Keswani
2. TRAINING METHODS :
The basic objective of choosing a particular method ahead of others is it’s ability
to meet the training objectives. Initially, methods are evaluated on the basis of
their outcomes. For example, there are methods that imparts,
Declarative which gives factual information

Procedural tells us how and when to apply facts
Strategic used for planning and monitoring
Ability to carry out specific technical

operations
Interpersonal skills
Beliefs, opinions, motivation, perception etc.
Another possible classification of the training methods can be,

⊗ Cognitive methods, which provides verbal or written information, concepts,
rules etc.
⊗ Behavioral methods, which stimulate learning through behavior and practice.
" Where you are headed is more important than how fast you are going. Rather than
always focusing on what's urgent, learn to focus on what is really important "
- Stephen Covey
Although no training method is sufficient in itself to provide

every possible skills and knowledge, a combination of many methods are
multifaceted in scope and each is suitable for a particular situation. Thus, all the
methods has to be tested for their KSA ( Knowledge, Skills and Attitude ) and
those yielding maximum “ Yes ” shall be selected.
3. TRAINING COSTS:
Training costs or costs incurred to the organisation fo
conducting the training program is measured to be used in analyzing, whether
the training cost worth it? Two approaches for doing so are:
1. : It compares monetary costs of training to non-
monetary benefits.
2. : It compares monetary costs of training to
accrued financial benefits.
To find out how much does the training cost, the upper -
management has to look into,
• Trainer’s preparation cost and time cost i.e. the cost in actual money spent
on preparing the modules and the time spent on them.
• Training facility rental i.e. if training is scheduled to be carried out outside
the factory premises, the rent to be paid for the venue and furniture,
electricity etc.
" The only way of discovering the limits of the possible is to venture a little way past
them into the impossible "
- Arthur C Clarke
• Training material i.e. the amount of money consumed in preparation of the
training material, modules that shall be distributed to the trainees and

retained by them after the training ends.
• Refreshments i.e. food and drinks supplied to the trainees during the training
period.
• Participant compensation cost i.e. the cost of total man-hours lost due to
unavailability of trainees at workplace.
• Evaluation material cost and time cost i.e. the cost of material and time
spent on the evaluation of the trainer, trainee and the training process.
4. TRAINING DURATION AND SCHEDULE:
The duration of a training program varies with the skill to be

acquired, the complexity of the subject, trainee’s aptitude and ability to
understand. The medium and aid used for training also affects the duration.
Generally, what’s followed round the world is that for larger training durations,
schedule must be relaxed and vice-versa. A training period v/s schedule chart
has been shown below:
Total Schedule Breaks Actual Total hours

training period training days
1 day 3 Sessions 2 1 7
( 2 hours - 2 & 3 hours - 1 )
2 days 3 Sessions 2 2 14
( 2 hours - 2 & 3 hours - 1 )
( 3 hours each )
( 3 hours each )
2 weeks 1 Session ~ 12 48
( 4 hours each )
1 month 1 Session ~ 26 52
( 2 hours each )
3 months 1 Session ~ 40 120
( 3 hours each - alternate
days )
6 months 1 Session ~ 80 160
( 2 hours each - alternate
days )
1 year 1 Session ~ 50 200
( 4 hours each - once a
week )
Note: This table has been designed keeping in view the human physical and
psychological stress limits. Longer sessions tend to reduce the absorption and
retention powers of the trainee that hampers the very basic criterion of
fulfillment of training objectives. However, according to the factors stated
above, training schedules can be tailor-made.
5. TRAINEE POPULATION:
The trainee batch size depends upon the training method

applied. For example, Lectures and Demonstrations can accommodate more
participants at a time than Sensitivity laboratory training, Group discussion etc.
Other factors like availability of space, organisation’s ability to spare employees

for training purpose i.e. participant’s compensation, trainer’s capability to pay
equal attention to trainees etc..
Generally, it is believed that keeping in view all these facts at

" Believe you can do it. Believing something can be done puts your mind to work for
you & helps you find ways to do it "
- George Shinn
a time and for the program consisting of more than one module, The trainee
batch shall not ideally exceed 30. It is also preferable that the trainees do not
belong to the same department or to actual workgroups, in order to avoid any
form of cartel or groupism.
6. TRAINING SITE:
This decision of assigning a location and venue for a particular
training program depends upon a number of factors such as,
1) Training requirements and objectives

2) Training budget
3) Trainer’s availability
4) Availability of resources etc..
Modern trainers believe that the location of training, either

within the factory premises or outside the factory does not affect the quality of
training as does the training environment. Attractive locations can be used to
motivate trainees to attend the program but has a tendency to dilute the
discipline part.
7. TRAINING ENVIRONMENT:
To create a learner friendly environment for most type of
training programs the following factors should be kept in mind,

" Everyone has talent. What is rare is the courage to follow that talent to the dark
place it leads. "
- Erica Jong
1. The hall should be large enough to accommodate the trainees and training
staff along with their accessories including computer, OHP with screen etc..
2. It’s always better if the hall is square rather than rectangular.
3. It’s nice if the room is windowless, in order to avoid possible distractions.
4. The walls should be painted in plain light colour without decorations.
5. The halls should be well illuminated with adjustable lights.
6. The hall should be sound proof and echo proof.
7. The temperature inside the hall should be pleasing.
The ideal furniture setup or sitting arrangements for most type

of training programs has been shown here,
Trainer table
Trainee table
Trainee Chairs
8. TRAINER:
An effective trainer should posses the following set of
knowledge, skills and attitude.
About the Subject matter

About the Organisation
About the training objectives
About the adult learning process
About the Training methods
About the use of modern technology

About individual trainee’s Desire for immediate
application of knowledge
Need for logic, evidence
Resistance to change
Attention span
Expectation level
Motivation level
Absorption level
Retention level
Topical interests
Interpersonal skills
Verbal / Non verbal communication

Organisation skills
" Don't get so busy making a living, that you forget to make a life ".
- Anonymous
Commitment
Helpful
Understanding
Calm
Confidence
Self efficacy
Commanding
Some other important points to consider are:

1) The trainer should wear what the trainee’s wear ( formal or informal )
2) The trainer should use the language that everybody present there can
understand properly.
9. TRAINING EVALUATION :
Whenever evaluation of any training program is conducted it’s

either,
i) Process evaluation, which examines how training was designed
developed and carried out.
ii) Outcome evaluation, which determines how well training accomplished it’s
objectives.
Evaluation must always be based on the following principles:

1) Evaluation must be done by a specialist.
2) It must be a continuous process.
" To conquer without risk is to triumph without glory "
- El Cid
3) It must be specific on it’s observations.
4) It must be based on objective methods and standards.
5) It must consider realistic time frames for target.
6) It must also appraise the trainer.

Outcomes from a training program are basically a combination
of the following 4 categories:
1) Reaction of the trainees
2) Permanent change incurred in the behavior of trainees
3) Learning of skills by the trainees
4) Fulfillment of training objectives.
“ If you leave the smallest corner of your head vacant for a moment, other people's
opinions will rush in from all quarters. "
- George Bernard
The already existing training structures and modules are

tested and successful in imparting the technical and conceptual knowledge and
skills in Bata India Limited. It has been found to be an excellent, detailed design
promising solution to employee’s technical problems. However a few
suggestions has been made based on a few studies and research conducted by
me in the Batanagar unit. These are only applicable to the existing system of
training given to the accord employees. A separate training program for the
clerical, supervisory and managerial staff has been designed hereby to go along
with the in-factory courses.
1) For accord employees, the technological and conceptual developments in

shoe making industries round the world should be provided from time to
time.
2) A separate module on safety and hygiene should be given to them and short
term training provided for the same.
3) Along with technical skills, conceptual knowledge related to the subject

should be incorporated in the training.
4) Organisation should reward any employee if he masters, double the

mandatory skills ( 6 ).
5) As the employees operate in Conveyer system, they need to work in groups,

thus the following modules taken from the training program designed for the
A certain amount of opposition is a great help to a man. Kites rise against, not with
the wind "
- John Neal
clerical, supervisory and managerial staff can be modified according to their

level of knowledge and understanding. This could be provided to them in a
small 1 – day package.
1. Building blocks game

2. Guess work
3. I want to be _________
6) Exercises such as story completion can be given to them where every
participant sitting in a chain, adds a line to an incomplete story until it ends.
This can make them more aware of working in groups to achieve a common
objective.
7) More importantly, senior managers need to give pep talks to the employees
once in 3 months, just to try and motivate them to achieve something more,
for themselves as well as for the organisation.
For supervisors and managers, who are above the age of 45

special care has to be taken while designing a training program for them, as
they tend to learn better when,
1. Working to address a current, real-world problem,
2. They are highly vest in solving the current problem,
3. They actually apply new materials and information,
4. Exchange ongoing feedback around their experiences,
5. From experience, rather than from extensive note taking and

memorization,
6. Pre-reading material must be sent to them ahead of time,
7. Trainer plays the role of a facilitator and counselor, rather than an

instructor or a coach,
8. Trainer has flexibility, spontaneity, empathy and compassion,
9. Use the Ask, Pause, Call (APC) method while questioning,
10. Training has proper technical as well as emotional support.
" Doing the best at this moment puts you in the best place for the next moment. "
- Oprah Winfrey
The following factors have been regarded as the main reasons

for failure of training programs. These shall be considered before planning the
implementation of programs to ensure a better success rate.
1) The benefits of training are not clear to the top management.
2) The management hardly rewards trainees for participating in training

programs.
3) Without proper scheduling of training programs, production gets derailed

during that period.
4) Psychological skills or soft skills training are often neglected.

5) Training objectives are often imprecise.
6) Training is given on techniques and machines not used in trainee’s
organisation.
7) Implementation of training in actual job situation is faulty.

8) Training methods employed does not affect every trainee to the desired
level.
9) Opportunities to practice after training are not provided.
10) Training environment conclusive to learning are often unavailable.
11) Training is not planned according to trainee’s past experiences and
background.
12) Active participation of trainees in any training program is often found
wanting.
13) Constructive feedback from trainer as well as trainees is not taken.
14) The learning caused by the training is often short lived.

15) Expectation of progress of trainees is often set to unrealistic levels.
16) Behavioral change in a trainee, caused by a training program does no
always convert to organisational progress.

17) Short term refresher courses in the organization are often neglected
which results in the trainee’s loss of learning.
“ Opportunity is missed by most because it is dressed in overalls and looks like work "
- Thomas Alva
1. Maintain dominant market share through producing high quality

products in large volume within stringent cost parameters.
2. To change “ Survival of the fittest ” mentality to “ Collective survival ”
where together we shall make a difference.
3. To help them identify that personal development should contribute
effectively to organisational development.
4. To develop the urge of taking responsibilities without being assigned for.
5. To develop creativeness and innovativeness in their thought process.
6. To identify the psychological needs and aspirations of colleagues and
subordinates.
7. To be motivated to thrive for more and ability to motivate others.
8. To provide active leadership to the work groups.
9. To communicate properly i.e. listen, read, write and speak effectively.
10. To have better observation, retention and persuasion power.
11. To have better knowledge of decision making alternatives & skills to use.
12. To be able to set priorities through time management.
13. To be able to control stress related problems.
14. To be confident at grievance handling / conflict resolution.
15. To be able to move ahead from “ failures ” and “ Successes ”.
THE TRAINING PROGRAM

1) Need to change
2) Ice breaker
3) Break your habit
4) Communication effectiveness test
5) Have you seen it ?
1) Attention – Retention
2) Building blocks game
3) What can he say ?
4) On the other side of the table
1) The solitary judge

2) Parliament
3) Give me the options

4) Guess work
1) I want to be _______
2) It’s an emergency
3) It’s the only time you have got
4) Never say “ No ”
1) Let’s discuss
2) Grid management
3) Know your boss
To begin this training program, the training objectives should

be communicated to the participants along with the schedule. It should also be
made clear, that there shall be no exams on these modules. The trainer shal
introduce himself to the trainee’s in brief and ask them what they feel about the
program and what are their expectations from him, as well as from the
program.
The support staff shall distribute the acknowledgement form
to the participants and get them duly filled and signed. The acknowledgement
form would contain terms like,
1) I will not talk during lectures until asked to.
2) I will refrain myself from influencing other participants.
3) I will not ask for frequent breaks.
4) I will ask questions whenever required, only to the trainer.
5) I will not eat, drink or smoke during training.
6) I vow to maintain discipline in the class.
7) I will take success and failure in the true spirit.
8) I will seriously participate in all the exercises given to me.
This would help participants to feel the seriousness and

importance of this program. Trainer needs to brief everyone on the fact that he
is not a teacher. Knowledge is a free gift available for everyone and he is just a
“ Man is so made that when anything fires his soul, impossibilities vanish ".
- Jean De La Fontaine
medium to transfer this to all the trainees. A little bit of humour to start with,
would be wonderful to settle the nerves. Although he needs them to believe
that he is not a strict disciplinarian, but won’t tolerate any nuisance either. The
trainer should spend a few initial minutes discussing general topics like news
headlines, weather of the day etc. before starting the actual program.
A1] The need to change:

We live in a world that is changing every moment. The only
permanent thing in this world is change. We might not see or feel this change
in a shorter span of time but it becomes evident in the longer run. All the
interdependent factors are changing with respect to one another. It’s either
developing or is degrading. Even if something ( say A ) is constant and

everything else is developing, then also relatively A is degrading. Thus, in this
world of ours, there is no alternative but to develop or perish.
Permanent change in one’s behavior is known as learning
Learning has no limit, as can be seen in the following story:
One fine morning, a gentleman sitting on a crowded table o
a restaurant ordered a raw egg. He challenged that if anyone could make the
egg balance on the table with its tip downwards; he shall give that person Rs
500 cash. Everyone present there tried their luck, but in vain. The tip was so
pointed that it would fall down and break each time. Finally, when nobody was
left to try, the gentleman who floated this bet hit the tip of an egg gently
against the table, so that a small crater appeared, in place of the pointed tip.
The egg stood straight over the table.

Everyone watching him shouted, “ Oh, we also could have
done it this way. It was so easy ”. The gentleman replied,“ Everyone can do it
but once they are told, how to ”.
A simple act such as this also needs to be taught by experts
Thus we see that there is always a scope for all of us to learn, to change for the
betterment of ourselves as well as the society as a whole.
Each participant needs to specify 3 such events in
their lives, where they feel that they learned something. This small segment has
been designed to prepare the participant’s mentally to possible learning
opportunities during the program.
A2] Ice-breaker:
This is the perfect way to start any training program.

Although, time consuming it is designed to have fun and at the same time
generate energy that will transfer to the rest of the training. In this segment,
participants are allowed to move freely from one table to another and during
the allotted time ( say 10 min. ) every participants needs to interview 3 others
on questions like,
Q1) Their name?
Q2) Their family?
Q3) What type of work they do?
Q4) How long they are in the present job profile?

Q5) Their hobbies? etc..
" The first and worst of all frauds is to cheat one's self "
- Phillip James Bailey

Once the interviews are complete, each trainee introduces one
of their interviewed person to the group. Apart from releasing the tension, this
also tests the listening and communication skills of the participants. The whole
process needs to be speedy and the trainer shouldn’t allow the exercise to
slowdown at any point of time.
A3] Break your habit:
Continuing with lighter modules, this segment specifies on the

fact that habits, no matter good or bad, hampers the adaptability of an
individual and proves a hindrance in learning newer behaviors. Thus, in order to
keep your doors open for newer experiences in the organisation, one needs to
be ready and prepared for breaking their habits of doing things. One example of
how many habits affect the ability of individuals would be demonstrated here.
The support staff should be ready with the following

accessories a paper, a pen, a stopwatch, an apron, a wristwatch and a belt. 3
volunteers from amongst the trainees should be asked to come forward. One by
one, each of them would be required to complete the following tasks,
a) Wear the apron,
b) Wear the wristwatch,

c) Write his name on the piece of paper.
" In the long run, we shape our lives, and we shape ourselves. The process never
ends, until we die. And the choices we make, are ultimately our own responsibility "
- Eleanor Roosevelt
Their timings are noted. After all 3 have completed these

tasks their timings are disclosed. Again they are told to perform the same tasks
but in different ways,
a) Wear the apron from his wrong side,
b) Wear the wristwatch on his wrong hand,
c) Write his name on the piece of paper backwards.
( Example : Abhishek -------- Kehsihba )

After all 3 have completed, their timings are disclosed. They
are requested to share their experience with the group on how they felt the
effect of this change of doing things and how they suggest, to minimize this
effect.
A4] Communication effectiveness test:

This consists of an exercise to demonstrate the lack o
communication skills in individuals and the volume of distortion it causes to any
information. It stresses the need for effective listening, reading, writing and
speaking in an organisational environment.

A participant is asked to come forward to the dais and handed
a piece of paper with some complex information in it. He has to read it, go to
another table and write the same on another piece of paper. The second
participant then comes forward. He will again read that information written by
the first participant, go to another table and write it again on another piece of
" You will never change your life until you change something you do daily. "
- Mike Murdock
paper. Similarly one by one every trainee comes forward and repeats the same
process. When the final participant has done his part, the trainer, in front of the
gathering, reads the initial and final papers loudly. The trainer, specifying which
types of information were communicated properly and which were faltered with
analyzes the distortions caused.
Communication is usually described along a few major dimensions:

1. (what type of things are communicated )
2. (by whom )
3. (in which form )
4. (through which medium )

5. (to whom )
6. (with what kind of results )
The same exercise is repeated with another group, this time

the difference being that instead of writing the information; it should be passed
on orally to the next participant. Obviously, arrangements have to be made so
that others cannot overhear the conversation. For these exercises to be more
effective the minimum number of participants should not be less than 15. An
example of the information to be written on the sheet of paper and given to the
participants has been given here,
“ GENOMAC, An Austrian pvt. Ltd. Company producing and
exporting coolants used in nuclear reactors round the world has cut down it’s
workforce by 40%. 42% of the employees would retire within the next 18
months. 18 weeks after that, the company proposes to shut down it’s 8
branches out of 12 and shift it’s head office to London ” .
This exercise should be followed by a lecture on “ Effective
Communication ”, it’s types, Specifying the use and needs of each of them,
Barriers to communication and how to avoid them, etc..
A5] Have you seen it ?

This is basically a module to test individual’s observation
power and to point out the importance of having a sound power of observation
There are many things in our day-to-day life that we actually see, but do not
register in our memory. These are things that we believe are not important in
the present context but can indirectly relate itself with our existence. This
segment has to be conducted through a questionnaire which every participant
should answer on there own. The questions are related to things we see on a
daily basis, like some examples given here.
1) How many buttons are there in your shirt?
2) Did the watchman standing at the gate has a moustache?
3) How many stairs are there reaching your cabin or office room?
4) How many entry gates are there in the front side of your factory?
5) How many flower vessels are there outside the Genera
manager’s chamber?
6) How many pictures are there on the walls of the seminar hall?
7) What is the colour of the walls in the director’s chamber? etc..
A short debate can be organized on, “ Arjuna, in Mahabharata

saw only the bird’s eye while shooting his target, others saw more. Arjuna’s
concentration was more but others got more information on the circumstances”
Which one is more important and why?
" If you want things to be different, perhaps the answer is to become different
yourself "
- Norman Vincent Peale

B1] Attention – Retention:
Attention means the ability to concentrate on a particula
subject for longer time periods. As to figures, human mind processes
information at the rate equivalent to 400 – 500 words a minute while reading or
speaking capability ranges between 125 – 200 words per minute.
Generally, attention begins to dip after 15 – 20 minutes and

can fluctuate dramatically. To address this concern, the following steps should
be taken:
a) Trainee’s need to practice by talking throughout about the
work, while doing a task.

b) Use the method of symbolic coding which shall raise the
involvement level.
c) Meditate at least 15 minutes per day, just before going to
sleep, by recollecting the events of the whole day step by
step and with details.
Retention means the ability to recall information after longer

durations. The various ways to do this are:
1) Activation of memory from time to time.
2) Symbolic coding of information.
3) Behavioral reproduction.
4) Hypothetical situation rehearsal.
In order to retain a specific skill, the steps involved are:
" To live a creative life, we must lose our fear of being wrong. "
- Joseph Chilton Pearce
1) Create effective support network
2) Reduce emotional reactions
3) Diagnose support skills
4) Choose a skill to retain
5) Identify likely circumstances for relapse
6) Peer support
7) Plan to apply skills back on the job
Another effective way of checking one’s ability to retain
information is by giving them parts of the same story every day before training
starts and at the last day of training when the whole story is complete
participants will have to reproduce the whole story once again in writing. This
module should be put forward in the form of lecture and demonstrations.
B2] Building blocks game:
This game has been designed specifically involving role-plays

in order to develop a better understanding between employees in various
diversified, conflicting roles within the organisation. This enables to judge each
others perspective and thought process involved. This also signifies the
importance of collective decision-making. Each group of 4 participants forms a
department. They need to select a role they want to play, out of
i. The manager,
ii. The supervisor,
iii. The employee,
iv. The analyst.
With 30 solid wooden cubes ( 4 cms. X 4 cms. ), the trio of
manager, supervisor and employee need to put forward their achievement
targets individually ( first manager, then supervisor and lastly employee ) of the
task, which is to balance the maximum number of cubes, one over the other
with closed eyes. The 3 then discuss and fix a common target, which everyone
thinks and believes they can achieve at the maximum. The employee is
blindfolded and made to sit in the center with the manager and supervisor on
either side. They can assist the employees on the task, without touching either
the employee’s hands or the cubes. The analyst gives them the prefixed allotted
time along with noting down his observations on targets ( individually as well as
collective ) and actual achievements. Performance details of every department
is compared with their respective targets & reasons discussed for their “ success
” or “ failures ”, by the analysts in front of the trainees.
B3] What can he say?
This is another role-play exercise, which is again based on

understanding the perspective of the person you are dealing with. This has
been basically designed to enhance one’s capabilities to facilitate group
dynamics by understanding individual differences. It helps tremendously in
conflict resolution and increasing persuasion power of trainees.

In this module, participants are divided into groups of 4 or 6
Each group is again divided into 2 subgroups having 2 or 3 participants. The
group have to choose from the following list, which role they would like to
perform,
(1) Manager – Union representative
(2) Manager – Supervisor

(3) Manager – Employee
(4) Supervisor – Employee
(5) Senior employee - Fresher employee
A topic of discussion is decided ( from organisational context )
and communicated to the group. Persons representing a particular role are

briefed upon the other’s role and vice-versa. Both the subgroups are expected
to prepare a character description list of their role as well as the opposite role
The subgroups are then allowed to meet and put forward their cases and
viewpoints on the given topic for discussion. Finally the trainer judges how
much were the groups able, to guess each other’s views. One participant from
each group will discuss their experience with the gathering.
B4] On the other side of the table:
This is another segment dealing with role reversal where the

stress has been laid upon the agreeableness factor in an individual, which
affects his position in a team. Some are of the view that this is a trait that
comes naturally into the behavior of any person, from birth. Others believe in
the theory that this is a skill and can be developed through systematic
counseling and practice.
In organisational context, agreeableness plays a vital role in
decision-making process. In group meetings, generally a large number of ideas
and suggestions are floated and debated over. Consensus can only be achieved
when everybody is prepared to accept better ideas, others than their’s. The
other factor that goes with this is persuasion power of individuals that forms the
core of any decision making process. In this exercise participants are made
to carry forward various contradicting ideas ( most of which are not true ) in a
team meet. Participants are expected to open chit with ideas written on them,
which they have to accept without further questions and elaborate them. They
have now have to present this idea as effectively as they can in strong
influencing manner, to the rest of the participants. Even cross-questioning is
allowed, so that the extent, to which the trainees can adapt to different points
of views, is tested. The Trainer will judge, which group succeeded the most in
influencing their colleagues sitting on the other side of the table.
C1] The solitary judge:
Here, the in-basket training technique has been applied in

order to develop decision-making skills based on procedural and strategic
knowledge. These skills are primarily cognitive rather than behavioral. This
exercise provides trainees with 2 files each, one containing the cases that are to
be solved within a limited time period, while the other containing written
information and requests such as memos, messages, records, reports etc..
Each participant receives a different but interrelated set of
information. Trainees have to interact with one another to gather all the
necessary data and information from other counterpart’s file, to solve his cases
But, one thing has to be kept in mind that prescribed organisational procedure
for transfer of data from one table to another has to be strictly followed
Generally Case studies are given to the participants to respond to. They are
" Its better to be defeated on principle than to win on lies. "

- Arthur Calwell
also entitled to ask for additional information for effectively completing the
exercise.
After completion, a discussion with the trainer follows in which
trainees describe the rationale for his decisions. Alternative ideas are also
welcomed from participants on each other’s decisions. The process of work
done is also evaluated.
C2] Parliament :
This is just like a debate or elocution competition but the

systematic procedure involved in it makes it more interesting and develops a
lot of soft skills. The most important part of this game is the presentation skills
This is the unification process of a variety of views, some of which might be
even contradicting. Generally, very new and exiting ideas emerge from within
the participants, which add a new dimension to the whole training process.
Say, for a group of 30 participants, 10 topics, generally related
to organisational problems or general business related problems are given to
them on a black board. Voting, by raising of hands is done for each topic, one
by one where the participants are expected to support the one they can relate
to in a better way. The 8 most voted topics are listed again for the second
round voting. The most voted 6 topics are listed for the final voting and then 4
are selected. The final group is based on who supported these 4 topics.
" Happiness depends more on the inward disposition of mind than on outward
circumstances.
- Benjamin
Each one is named after some famous political parties
celebrities, etc.. The game begins where each group has to nominate 3
candidates, who shall represent the party and present their point of view, on
why they support their topic. In the first round of presentation, one
representative from each group gets a chance to impress others and voting is
done after that to see whether someone wants to shift to another party. Round
2 and 3 also has the same format.
Finally, an attempt is made to have 51 % of the trainees,
supporting a single topic. If a consensus is achieved upon, the winner is
obvious; else a “ Hung Assembly ” is declared.
C3] Give me the options:

This section is for option hunting in real life situationa
problems. The foremost thing in such situations is to decide whether we can do
anything in the given circumstances or it’s out of our hands. Next step involves
looking for possible options and then to evaluate each of them in a virtua
environment resembling the actual one. Finally, the best option is selected and
implemented upon. Feedback is taken on the result and the decision is
evaluated. But, many individuals have the problem of unavailability of options
while taking decisions and thus they become one-dimensional. They cannot
create or innovate newer ideas, as their thought process is limited only to usua
ways.
" Character cannot be developed in ease and quiet. Only through experience of trial
and suffering can the soul be strengthened, ambition inspired, and success achieved "
- Helen Keller
To look into this problem the existence of this problem, the
following exercise has been designed. Each participant is provided with a list of
problems for which he has to suggest 5 options (minimum) for solving each of
them. He also has to select the best option out of them and write the logic of
doing so. Question papers are interchanged amongst participants and a list of
suggested options is prepared and debated upon.
C4] Guess work :
This module is a visual illusion test, which provides an in-

depth measure of an individual’s perception of things and events. Here, every
participant is made to sit in a dark room with visual images on a screen in front
of him. These images create sort of illusions that provide multiple descriptions
The participants are expected to see the multifaceted images and note down
their characteristics. The outlook of the trainees to analyze these images is
evaluated by the trainer. Individual’s knowledge, prejudices, bias, likes and

dislikes are reflected in his answers. A sample of such an illusion has been given
below. Please refer to the cd supplied along with this project report, to get
more samples.

Most participants when asked to read this would say, “ A bird

in the bush ” whereas actually it says, “ A bird in the the bush ”.
D1] I want to be _______ :
This is a self-evaluation technique where participants analyze
themselves with respect to their ideal and feel the urge to acquire the missing
knowledge, skills and attitudes. In organisational context, self-development is a
vital component in any training program and is supposed to be the best method
of incurring permanent behavioral changes.
Participants in groups of 4 need to suggest names o

individuals from within the factory or department whom they consider as their
ideal and select the best out of them by discussion. The positive characteristics
of that person are listed. Each participant then individually figures out the
difference, while relating those characteristics with his own. They are directed
to write down the ways by which they can also acquire those KSAs.
D2] It’s an emergency:

This is an adaptation from the virtual reality technique, where
trainees are put in artificial, 3-dimensional environment that stimulates
situation. The trainee interacts with these situations to accomplish goals. This
" The ultimate measure of a man is not where he stands in moments of comfort, but
where he stands at times of challenge and controversy "
- Martin Luther King Jr
teaching method is much more realistic to actual work environment and
trainees can actually feel the real pressure of the given situation. Scope of
learning increases tremendously, in such methods.
Here, trainees are taken to the factory unit where machines
and other production logistics are kept. Every group of 4 trainees is sent to such
different units, where they encounter major problems, close to real life and an
emergency is declared. In such a situation, the trainees have to take
appropriate measures with the available resources in very less time. This
exercise is usually carried under the supervision of a senior manager of that
unit, as they can create a virtual reality within the unit with their experience
Some problems to be considered for such programs are,

(1) Machine breakdown,
(2) Accidents,
(3) Lockouts,
(4) Power-grid failure,
(5) Huge order in less time,
(6) Overflow of stocks, etc..
D3] It’s the only time you have got :
This is a course on time management where participants are

taught how to effectively manage the only time they have got in their hands. It
stresses over the need to try to prioritize their jobs, so as to effectively
" The man who removes a mountain begins by carrying away small stones "
- William Faulkner
complete their assignments in time. Here, the participants are required to list
down their assignments to be completed within the next week. It shall include
their organisational, social as well as personal works. Then, those assignments
are to be classified according to the following features,
Urgent and Important
Urgent but Not Important
Not Urgent but Important
Not Urgent and Not Important
D4] Never say “ No ” :
This is a behavioral approach that is used on a daily basis in

every organisation. Requests are made to managers whom they accept or reject
based on their merit. We should try to make every situation better for the
organisational point of concern. Thus while accepting any request we
" Every noble work is at first impossible "
- Thomas Carlyle
should make it clear that under what situation it has been accepted and the
organisation’s expectations from him in return. While rejecting an offer, He

should again state the detailed circumstances for the decision and say, “ Sorry
for now, let’s try to give it another chance, sometime later. ” This is to avoid
saying “ No ” or any negative sentences, which can at times, prove fatal and
damage the morale of employees, beyond repair.
E1] Let’s discuss :

This uses the brain storming method to find out the needs of
employees in the organisation and to find methods to take them towards a
sense of fulfillment and self-actualization as far as their work goes. To start this
segment, a lecture is given on the Maslow’s need hierarchy, with detailed
examples of every level specifically. Every participant is made to sit in a single
table where through seminars and creative discussions, they have to decide
which need level do they belong to and the same for their subordinates also in
general.
Everyone is expected to suggest on how they can take their
subordinates to the next need level in the Maslow’s hierarchy. The trainer here
needs to coordinate the discussions, in order to give it a proper direction. He
needs to be aware that the participants understand human behavior which is

directed towards the fulfillment of aspirations, needs, drives, wants, etc.. So
they have to find answers for, why the employee’s behave in a particular way?
and what motivates them ?
" Knowledge of what is possible is the beginning of happiness "

- George Santayana
Lastly trainees need to specify the factors, which according to

them would satisfy the employees in general and what are the factors that are
not motivators as such, but absence of which, leaves the employees
dissatisfied. They should then rank these in order of preference.
E2] Grid management:
Developed by R. Blake and J. Mounton, the grid shows the

two - dimensions of management ie. Concern for production and Concern fo
people.
9

5
1 5 9
Infact the above chart is divided into 9 X 9 ie. 81 squares. The

participants are needed to assess in which block their organisation currently
belongs to and where they would ideally like it to be. This affects the leadership
style of managers and helps them to acquire a balanced approach that shall in
" Honest differences are often a healthy sign of progress "

- Mahatma Gandhi
the long run help the organisation to achieve cent percent achievement oriented
and participative leaders.
E3] Know your boss :
The last segment of this program is an assignment to be given

to the trainees, which they are required to complete within the next week, after
completion of the training. This deals with the manager’s or employee’s
psychological barrier restricting them to interact with seniors and know them
better as individuals. If you know the person you are dealing with, it becomes
easier to cooperate and move ahead together towards realization of the

organisational objectives.
Here, all the participants have to prepare some questionnaires
regarding social and organisational issues of concern and interview his
immediate boss to get his views on them. He should also report on the training
program and it’s benefits to him and seek his advice on implementing them in
the job situation. This talk should be one on one and preferably in an informa
environment.
" There are two kinds of people, those who do the work & those who take the credit.
Try to be in the first group, there is less competition there. "
- Indira Gandhi
Conclusion :
After completion of this training process, the trainees should
fill feedback forms on the trainer and training program. Certificates should be
distributed thereafter and volunteers from amongst the trainees to be requested
to say a few words on the training program.
This training program is basically concerned with those
methods that develop the soft skills of the trainees in a more participative
manner. These behavioral techniques are expected to stimulate learning
through practice. It minimizes the individual differences in adapting to changes
in their behavior and is thus sure to affect the morale and working standards of
the participants. Along with the existing training programs of Bata India Ltd.,
this program shall go a long way in preparing managers and staffs to face the
st
ever-evolving challenges of the 21 century. I strongly believe in the contents of

this training program and the process of imparting training and hope i
succeeds in the Batanagar plant. I wish this organisation all the best.

" If you are going to achieve excellence in big things, you develop the habit in little
matters. Excellence is not an exception, it is a prevailing attitude "
- Colin Powell
Problem of Absenteeism in Bata India Ltd.

Apart from our regular project work in Bata India Ltd
Batanagar plant, we were fortunate enough to get an opportunity to work on
the problem of absenteeism which hampering the rat of growth of the
organisation to a great deal. It has been observed that the phenomenon of
absenteeism does not exist only in Indian industries but it is a universal fact,
the only difference is in terms of magnitude. Reports show that some
engineering base industries in West Bengal suffer from absenteeism in the
vicinity of , which is slightly on the higher side, in the all India
perspective.
Random absenteeism data collected by me from a few
departments of the rubber factory ( 321 – 327 ) show a trend of employees in

access of 9 % being absent from work place. The actual figures in the whole
Batanagar unit might be more alarming.
If we add 1 % of the employees coming late ( more than 10

minutes ) from scheduled start and 2 % of employees taking one - hour
emergency leave, to the absenteeism figure of 9 % the total man - hours lost,
per day stands approximately at , out of that is . It
should be noted that the figures given here are not accurate but only
approximate indications.
" If you are going to achieve excellence in big things, you develop the habit in little
matters. Excellence is not an exception, it is a prevailing attitude "
- Colin Powell
Week - 1 Week - 2
Working days 5 Working days 5
Dept Absentee Total staff Total Man-days % Absenteeism Dept Absentee Total staff Total Man-days % Absenteeis
321 19 51 255 7.45 321 21 66 330 6.36

322 6 47 235 2.55 322 25 47 235 10.64
323 12 52 260 4.62 323 22 52 260 8.46
324 14 47 235 5.96 324 22 47 235 9.36
325 0 46 230 0.00 325 0 46 230 0.00
326 22 47 235 9.36 326 29 47 235 12.34
327 16 72 360 4.44 327 43 72 360 11.94
Week - 3 Week - 4
321 26 51 255 10.20 321 35 51 204 17.16
322 9 47 235 3.83 322 14 47 188 7.45
323 5 52 260 1.92 323 29 52 208 13.94
324 18 47 235 7.66 324 16 47 188 8.51
325 0 46 230 0.00 325 0 46 184 0.00
326 15 47 235 6.38 326 24 47 188 12.77
327 30 72 360 8.33 327 33 46 184 17.93
Week - 5 Week - 6
321 18 51 204 8.82 321 37 51 255 14.51
322 20 47 188 10.64 322 34 47 235 14.47
323 9 52 208 4.33 323 36 52 260 13.85
324 15 47 188 7.98 324 34 47 235 14.47
325 0 46 184 0.00 325 0 46 230 0.00
326 23 47 188 12.23 326 40 47 235 17.02
327 18 46 184 9.78 327 38 46 230 16.52
Week - 7 Week - 8
321 31 51 255 12.16 321 16 51 255 6.27
322 24 47 235 10.21 322 17 47 235 7.23
323 24 52 260 9.23 323 16 52 260 6.15
324 16 47 235 6.81 324 18 47 235 7.66
325 0 46 230 0.00 325 37 46 230 16.09
326 29 47 235 12.34 326 28 47 235 11.91
327 39 49 245 15.92 327 21 49 245 8.57
" From what we get, we can make a living; what we give, however, makes a life "
- Arthur Ashe
Week - 9 Week - 10
321 20 51 255 7.84 321 17 51 255 6.67
322 19 47 235 8.09 322 5 47 235 2.13
323 21 52 260 8.08 323 11 52 260 4.23
324 23 47 235 9.79 324 31 47 235 13.19
325 38 46 230 16.52 325 39 46 230 16.96
326 25 47 235 10.64 326 20 47 235 8.51
327 27 49 245 11.02 327 16 49 245 6.53
Week - 11 Week - 12
321 62 71 355 17.46 321 17 71 355 4.79
322 62 47 235 26.38 322 13 47 235 5.53
323 58 52 260 22.31 323 27 52 260 10.38
324 47 47 235 20.00 324 17 47 235 7.23
325 56 46 230 24.35 325 30 46 230 13.04
326 45 47 235 19.15 326 23 47 235 9.79
327 75 49 245 30.61 327 18 49 245 7.35
Week - 13 Week - 14
321 18 71 355 5.07 321 18 71 355 5.07
322 18 47 235 7.66 322 14 47 235 5.96

323 21 52 260 8.08 323 19 52 260 7.31
324 18 47 235 7.66 324 19 47 235 8.09
325 27 46 230 11.74 325 29 46 230 12.61
326 24 47 235 10.21 326 28 47 235 11.91
327 25 64 320 7.81 327 39 66 330 11.82
Week - 15 Week - 16
321 21 71 355 5.92 321 19 71 355 5.35
322 19 47 235 8.09 322 12 47 235 5.11
323 17 52 260 6.54 323 22 52 260 8.46

324 14 47 235 5.96 324 20 47 235 8.51
325 34 46 230 14.78 325 28 46 230 12.17
326 16 47 235 6.81 326 15 47 235 6.38
327 38 66 330 11.52 327 45 70 350 12.86
“ There's no such thing as Perfection. But, in striving for it, we can achieve excellence "
www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ - Vince Lombardi
Week - 17 Week - 18
321 16 71 284 5.63 321 26 71 355 7.32
322 15 47 188 7.98 322 31 47 235 13.19
323 11 52 208 5.29 323 32 52 260 12.31
324 18 47 188 9.57 324 24 47 235 10.21
325 32 46 184 17.39 325 43 46 230 18.70
326 18 47 188 9.57 326 30 47 235 12.77
327 16 70 280 5.71 327 28 70 350 8.00
Week - 19 Week - 20

321 35 71 355 9.86 321 14 49 245 5.71
322 18 47 235 7.66 322 7 47 235 2.98
323 23 52 260 8.85 323 16 52 260 6.15
324 13 47 235 5.53 324 15 47 235 6.38
325 28 46 230 12.17 325 13 46 230 5.65
326 18 47 235 7.66 326 39 47 235 16.60
327 33 49 245 13.47 327 35 70 350 10.00
Week - 21 Week - 22
321 10 49 245 4.08 321
322 5 47 235 2.13 322
323 8 52 260 3.08 323
324 9 47 235 3.83 324 A C P L
325 22 46 230 9.57 325
326 21 47 235 8.94 326
327 24 49 245 9.80 327
Week - 23 Week - 24
321 41 62 310 13.23 321 27 62 310 8.71

322 56 47 235 23.83 322 35 47 235 14.89
323 49 52 260 18.85 323 27 52 260 10.38
324 65 47 235 27.66 324 32 47 235 13.62
325 38 46 230 16.52 325 35 46 230 15.22
326 53 47 235 22.55 326 58 47 235 24.68
327 80 49 245 32.65 327 48 49 245 19.59
" The man who removes a mountain begins by carrying away small stones. "
- William Faulkner
Week - 25 Week - 26
Dept Absentee Total staff Total Man-days % Absenteeism Dept Absentee Total staff Total Man-days % Absenteeism
321 22 49 245 8.98 321 26 49 245 10.61
322 31 47 235 13.19 322 21 47 235 8.94
323 13 52 260 5.00 323 15 52 260 5.77
324 26 47 235 11.06 324 14 47 235 5.96
325 23 46 230 10.00 325 27 46 230 11.74
326 38 47 235 16.17 326 32 47 235 13.62
327 31 66 330 9.39 327 26 66 330 7.88
Week - 27 Week - 28
321 31 46 230 13.48 321 28 49 245 11.43
322 19 47 235 8.09 322 21 47 235 8.94
323 22 52 260 8.46 323 18 52 260 6.92
324 20 47 235 8.51 324 22 47 235 9.36
325 32 46 230 13.91 325 27 46 230 11.74
326 17 47 235 7.23 326 14 47 235 5.96
327 24 46 230 10.43 327 31 46 230 13.48
Week - 29 Week - 30
321 9 71 355 2.54 321 17 49 245 6.94
322 17 43 215 7.91 322 13 47 235 5.53
323 16 52 260 6.15 323 6 52 260 2.31
324 11 47 235 4.68 324 5 47 235 2.13
325 25 46 230 10.87 325 23 46 230 10.00
326 16 47 235 6.81 326 22 47 235 9.36
327 26 46 230 11.30 327 22 49 245 8.98
Week - 31 Week - 32
321 20 49 245 8.16 321 16 49 245 6.53
322 14 47 235 5.96 322 35 47 235 14.89
323 28 52 260 10.77 323 30 52 260 11.54
324 12 47 235 5.11 324 16 47 235 6.81
325 27 46 230 11.74 325 36 46 230 15.65
326 21 47 235 8.94 326 36 47 235 15.32
327 23 49 245 9.39 327 26 45 225 11.56
" Obstacles are those frightful things you see when you take your eyes off your goal "
- Henr Ford
Week - 33 Week - 34
321 29 51 204 14.22 321 15 46 230 6.52
322 36 47 188 19.15 322 40 47 235 17.02
323 24 52 208 11.54 323 19 52 260 7.31
324 21 47 188 11.17 324 12 47 235 5.11
325 33 43 172 19.19 325 37 46 230 16.09
326 27 47 188 14.36 326 30 47 235 12.77
327 35 51 204 17.16 327 40 40 200 20.00
Week - 35 Week - 36
321 13 46 230 5.65 321 15 51 255 5.88
322 16 47 235 6.81 322 0 47 235 0.00
323 10 52 260 3.85 323 7 52 260 2.69
324 8 47 235 3.40 324 4 47 235 1.70
325 16 46 230 6.96 325 0 46 230 0.00
326 5 47 235 2.13 326 8 47 235 3.40
327 5 49 245 2.04 327 7 49 245 2.86
Week - 37 Week - 38
321 18 46 230 7.83 321 35 71 355 9.86
322 0 47 235 0.00 322 0 47 235 0.00
323 4 52 260 1.54 323 16 52 260 6.15
324 6 47 235 2.55 324 17 47 235 7.23
325 0 46 230 0.00 325 0 46 230 0.00
326 7 47 235 2.98 326 23 44 220 10.45
327 14 55 275 5.09 327 11 44 220 5.00
Week - 39 Week - 40
321 16 71 284 5.63 321
322 0 47 188 0.00 322
323 7 52 208 3.37 323
324 6 47 188 3.19 324 A C P L
325 0 46 184 0.00 325

326 16 47 188 8.51 326
327 6 44 176 3.41 327
" When you are not practicing, remember, someone somewhere is practicing, and when you
meet him he will win " - Ed Macauley
Week - 41 Week - 42
321 321 27 71 355 7.61
322 322 0 47 235 0.00
323 323 18 52 260 6.92
324 A C P L 324 42 47 235 17.87
325 325 0 46 230 0.00
326 326 25 47 235 10.64
327 327 25 47 235 10.64
Week - 43 Week - 44
321 68 71 355 19.15 321 21 66 330 6.36
322 0 47 235 0.00 322 0 47 235 0.00
323 34 52 260 13.08 323 15 52 260 5.77
324 73 47 235 31.06 324 28 47 235 11.91
325 0 46 230 0.00 325 0 46 230 0.00
326 61 47 235 25.96 326 18 47 235 7.66
327 63 47 235 26.81 327 32 47 235 13.62
Week - 45 Week - 46
321 21 71 355 5.92 321 15 71 355 4.23
322 0 47 235 0.00 322 0 47 235 0.00
323 11 52 260 4.23 323 5 52 260 1.92
324 22 47 235 9.36 324 13 47 235 5.53
325 0 46 230 0.00 325 0 46 230 0.00
326 20 47 235 8.51 326 23 47 235 9.79
327 20 47 235 8.51 327 11 48 240 4.58
Week - 47 Week - 48
321 17 46 230 7.39 321 23 71 355 6.48
322 0 47 235 0.00 322 0 47 235 0.00
323 13 52 260 5.00 323 11 52 260 4.23

324 12 47 235 5.11 324 22 43 215 10.23
325 0 46 230 0.00 325 0 46 230 0.00
326 31 47 235 13.19 326 27 43 215 12.56
327 24 48 240 10.00 327 24 47 235 10.21
" A cynic is a man who knows the price of everything but the value of nothing. "
- Oscar Wilde
Week - 49 Week - 50
321 17 66 330 5.15 321 85 71 284 29.93
322 0 47 235 0.00 322 0 47 188 0.00
323 23 52 260 8.85 323 71 52 208 34.13
324 16 47 235 6.81 324 58 47 188 30.85
325 0 46 230 0.00 325 0 46 184 0.00
326 26 47 235 11.06 326 71 47 188 37.77
327 16 46 230 6.96 327 66 46 184 35.87
Week - 51 Week - 52
321 11 66 330 3.33 321 12 66 330 3.64

322 0 47 235 0.00 322 0 47 235 0.00
323 18 52 260 6.92 323 21 52 260 8.08
324 12 47 235 5.11 324 19 47 235 8.09
325 0 46 230 0.00 325 0 46 230 0.00
326 16 47 235 6.81 326 17 43 215 7.91
327 10 46 230 4.35 327 11 46 230 4.78
Absenteeism data Summary 2006 ( Dept 321 to 327 )

Departments
Weeks
321 322 323 324 325 326 327
1 7.45 2.55 4.62 5.96 0.00 9.36 4.44

2 6.36 10.64 8.46 9.36 0.00 12.34 11.94
3 10.20 3.83 1.92 7.66 0.00 6.38 8.33
4 17.16 7.45 13.94 8.51 0.00 12.77 17.93
5 8.82 10.64 4.33 7.98 0.00 12.23 9.78
6 14.51 14.47 13.85 14.47 0.00 17.02 16.52
7 12.16 10.21 9.23 6.81 0.00 12.34 15.92
8 6.27 7.23 6.15 7.66 16.09 11.91 8.57

9 7.84 8.09 8.08 9.79 16.52 10.64 11.02
10 6.67 2.13 4.23 13.19 16.96 8.51 6.53
11 17.46 26.38 22.31 20.00 24.35 19.15 30.61
12 4.79 5.53 10.38 7.23 13.04 9.79 7.35
13 5.07 7.66 8.08 7.66 11.74 10.21 7.81
14 5.07 5.96 7.31 8.09 12.61 11.91 11.82
15 5.92 8.09 6.54 5.96 14.78 6.81 11.52
16 5.35 5.11 8.46 8.51 12.17 6.38 12.86
17 5.63 7.98 5.29 9.57 17.39 9.57 5.71
18 7.32 13.19 12.31 10.21 18.70 12.77 8.00
19 9.86 7.66 8.85 5.53 12.17 7.66 13.47
20 5.71 2.98 6.15 6.38 5.65 16.60 10.00
21 4.08 2.13 3.08 3.83 9.57 8.94 9.80
22 A C P L
23 13.23 23.83 18.85 27.66 16.52 22.55 32.65
24 8.71 14.89 10.38 13.62 15.22 24.68 19.59
25 8.98 13.19 5.00 11.06 10.00 16.17 9.39
26 10.61 8.94 5.77 5.96 11.74 13.62 7.88
27 13.48 8.09 8.46 8.51 13.91 7.23 10.43
28 11.43 8.94 6.92 9.36 11.74 5.96 13.48
29 2.54 7.91 6.15 4.68 10.87 6.81 11.30
30 6.94 5.53 2.31 2.13 10.00 9.36 8.98
31 8.16 5.96 10.77 5.11 11.74 8.94 9.39
32 6.53 14.89 11.54 6.81 15.65 15.32 11.56
33 14.22 19.15 11.54 11.17 19.19 14.36 17.16
34 6.52 17.02 7.31 5.11 16.09 12.77 20.00
35 5.65 6.81 3.85 3.40 6.96 2.13 2.04
36 5.88 0.00 2.69 1.70 0.00 3.40 2.86
37 7.83 0.00 1.54 2.55 0.00 2.98 5.09
38 9.86 0.00 6.15 7.23 0.00 10.45 5.00
39 5.63 0.00 3.37 3.19 0.00 8.51 3.41
40 A C P L
41 A C P L
42 7.61 0.00 6.92 17.87 0.00 10.64 10.64
43 19.15 0.00 13.08 31.06 0.00 25.96 26.81
44 6.36 0.00 5.77 11.91 0.00 7.66 13.62
45 5.92 0.00 4.23 9.36 0.00 8.51 8.51
46 4.23 0.00 1.92 5.53 0.00 9.79 4.58
47 7.39 0.00 5.00 5.11 0.00 13.19 10.00
48 6.48 0.00 4.23 10.23 0.00 12.56 10.21
49 5.15 0.00 8.85 6.81 0.00 11.06 6.96
50 29.93 0.00 34.13 30.85 0.00 37.77 35.87
51 3.33 0.00 6.92 5.11 0.00 6.81 4.35
52 3.64 0.00 8.08 8.09 0.00 7.91 4.78
Absenteeism Dept. - 321
40.00
m
s
i
e 30.00
e
t
n 20.00
e
s
b
A
10.00
%
0.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
30.00
m25.00
s
i
e 20.00
e
t
n 15.00
e
s
b 10.00
A

% 5.00
0.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
40.00
m
s
i
e 30.00
e
t
n 20.00
e
s
b
A
10.00
%
0.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
40.00
m
s
i
e 30.00
e
t
n 20.00
e
s
b
A
10.00
%
0.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
" We may have to fight a battle more than once to win it. "
- Margaret Thatcher
30.00
m
s 25.00
i
e
e 20.00
t
n 15.00
e
s
b 10.00
A
5.00
% 0.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
40.00
m
s
i
e 30.00
e
t
n 20.00
e
s
b
A 10.00

% 0.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
40.00
m
s
i
e 30.00
e
t
n 20.00
e
s
b
A
10.00
%
0.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
" Fantasy is a necessary ingredient in living, it's a way of looking at life through the
wrong end of a telescope, which enables you to laugh at life's realities. "
- Pinkey Dangi
In-depth analysis of department wise absenteeism data and
graphs suggests hidden information and their reasons, which can be of utmost
importance in organisational planning and decision-making. Clearly evident
suggestions include:
1. All departments show an increase or decrease in absenteeism in the same

time periods. It can be thus be said that the factors leading to absenteeism
affect most people and most departments equally. Thus, individual problems
go out of the picture.
2. Absenteeism tends to be higher up to alarming levels (above 20%) 3 to 4
times in a year. In 2006, all departments showed a steep rise in absenteeism
during 11th week, 23rd week, 43rd week, and 50th week.
3. It should be specially noted that weeks following holidays (ACPL) showed
high rate of absenteeism. This suggests that the role of religious ceremonies
and employees going to their hometowns is significant in determining the
causes of absenteeism.
4. It should be specifically noted that in 2006, weeks no. 21st, 29th, 35th, 44th
and 51st showed tremendous decline in absenteeism (less than 5%) in all the
departments. The interesting fact here is that the difference between these
lowest tips is more or less equal (in the vicinity of 6 to 7 weeks).
Here we have tried to find out a few possible reasons for the
employee’s practice or habit of staying away from his scheduled work:
" The only way of discovering the limits of the possible is to venture a little way past
them into the impossible "
- Arthur C Clarke
1. Maladjustment with colleagues coming from different religions and tastes
speaking different languages belonging to different socio economic status.

2. Social and religious ceremonies.
3. Sickness, accidents and maternity.
4. For those staying far from their homes, frequent visits to their village are
a major cause of absenteeism.
5. Industrial fatigue.
6. Working conditions, heat, moisture, noise, vibrations, dust, fumes,
overcrowding etc.
7. Inadequacy to meet the performance standards.
8. Indebtedness.
9. Alcoholism.
10. Lack of commitment towards industrial growth.
11. Over identification with family affairs.
12. Dissatisfied with the status, importance or authority and responsibility
involved in his job.
Specifically the problem of absenteeism in Bata India Ltd,

Batanagar plant is a mere combination of all these factors. Out of these points
2, 3, 6, 8, 10 seem to be more effective and deeper causes for high rate of
absenteeism than the others. A few remedies or measures for control of
absenteeism have also been listed below:
" The past is like a river flowing out of sight; the future is an ocean filled with
opportunity and delight "
- Anna Hoxie
1. A well defined recruitment procedure that stresses on the employee’s

adaptability or the ability to change.
2. Study the level of motivation of workers and push them to thrive for
more.
3. Improved communication within various levels of organisation and prompt
redressal of grievances.
4. Education programs for personal developments of individual employees.
5. Spread awareness of employee’s rights and obligations.
6. Trained the employees in group dynamics along with interpersonal skills.
7. Take measures to improve employee’s loyalty and devotion towards his
work and work place.
8. Regularity in attendance can be transformed in to monetary rewards and
other pecuniary inducements.
9. Provision for ever-developing working conditions.
Above all, the employees should be communicated that it is
the religion of insects and animals to procure, eat and reproduce. If we are
born as human being, it is our moral responsibility to do more.
" Being happy doesn't mean everything's perfect. It means that you have decided to
see beyond the imperfections "
- Frank Kaiser
RESEARCH METHODOLOGY
Research refers to, the systematized approach to gain new
knowledge, concerning generalization and formulation of a theory. Research
work carried out for this project is basically what is known as library research,
which includes analysis of historical records and documents, statistica
compilations and manipulations. This is a scientific method of solving the
research problem as it,
 Is committed only to objective considerations.

 Presumes neutrality and aims at nothing but making only adequate and
correct statements about population objects.
 Results into probabilistic predictions.
 Realize on factual empirical evidence.
RESEARCH PROBLEM
The objective of this particular research work, by collecting
data (secondary in nature) related to performance achievements, by various
departments is to relate them with another variable, i.e. time. It can then be
utilized to draw the learning curve, which shall again be analyzed with respect
to the effect of appraisals or training programs on them.
RESEARCH DESIGN
The research design appropriate for this particular research problem involves
the following considerations: -
" Motivation determines what you do, attitude determines how well you do it. ”
- Anon
 Bata India Ltd, (Batanagar plant)
where this research work was based, has a unique system of maintaining
production details in their record book “ ” and re-entered to the
salary controlling statements in order to calculate the production
incentives. All data were to be collected from these documents.
 The sampling design as
described below made it possible to extract adequate data in the
stipulated time period of weeks.
SAMPLING DESIGN
The items under consideration in this field of enquiry or the
universe (also known as population) stretched over the production details of

departments, employees and months ( weeks ). The volume
of data required the use of a sampling design, which must result in a truly
representative sample, must result in a small sampling error and systematic
bias can be controlled in a better way. The most practical way of sampling in
this specific case is the , where groups of
were considered as the sample. The sample size

happened to be of the total population.
DATA COLLECTION
The relevant data were collected from the
of the respective weeks listed below, all data
There are two kinds of failures: Those who thought and never did, and those who did
and never thought. "
- Laurence Peter
belonged to the general shift. The payroll department’s record room provided
the said documents. Data were also collected from the Saldo, provided by
the rubber factory. Data were collected for the durations of:
I. October 2004 to March 2005 ( 6 months )
II. January 2006 to June 2006 ( 6 months )
III. January 2007 to June 2007 ( 6 months )
( Total - months )
MANIPULATION AND ANALYSIS OF DATA
Weekly data obtained for the research purpose, was converted

into a monthly average, so as to reduce the amount of data for analysis
purpose. The weeks containing less than 5 working days were extrapolated
to a 5 working days per week standard. The monthly average basically
constituted of the first 4 weeks of that particular month. The external factors
effecting production, were considered to be stable during the period in
question or diversity (if any) being negligible.

Individual department’s ability to cope up with changing
production targets, periodical appraisals and training / development
programs is to be determined by comparing these data with other events,
informations and factual evidences.
Please refer to the segment “ Data and Graphs ” for further information.
" A great attitude does much more than turn on the lights in our worlds; it seems to
magically connect us to all sorts of serendipitous opportunities that were somehow
absent before we changed. "
- Earl Nightingale
Data and Graphs :

2004 Dept : 321 Dept : 322 Dept : 323 Dept : 324 Dept : 325 Dept : 326 Dept : 327
% % % % % % %
Weeks Achievement Achievement Achievement Achievement Achievement Achievement Achievement
41 128 136 148 145 122
42 110 112 133 120

43
44
45 122 110 130 132 140 122
46 100 100 110 101 110 105
47 134 125 120 136 125 125
48 121 125 138 146 127 127
49 112 117 120 144 131 125
50 121 115 116 125 121 113
51 117 124 143 136 118
52 130 112 125 130 127
% % % % % % %
1 115 105 117 135 120 128
2 129 127 135 145 133
5 125 120 126 145 145 100
6 130 115 134 134 140 123
7 150 134 140 140 135
8 125 108 124 133 140 121
9 126 115 134 141 147 135
10 124 127 140 150 147 147
11 136 125 143 150 140 147
12 160 122 129 150 143 142
19 132 134 134 150 150 150
20 160 134 134 150 147 142
21 150 113 106 134 120 119
22
23 150 128 128 150 140
24 150 127 123 150 140
%
% % % % Achievemen % %
Weeks Achievement Achievement Achievement Achievement t Achievement Achievement
1 160 130 140 137 140 144
2 172 123 125 130 140 170
3 172 144 134 139 147 160
4 111 115 107 110 116 101
5 120 107 117 118 118 104
6 172 137 145 148 147 134
7 171 139 123 150 141 140
8 180 134 134 148 134 150 150
9 175 123 120 147 128 150 150
10 185 140 134 142 134 150 150
11 180 121 96 136 123 145
12 190 126 110 140 136 150 140
13 195 117 121 112 140 120
14 190 120 112 123 116 134 129
15 170 116 125 130 109 147 188
16 180 132 143 150 122 144 200
17 135 119 100 120 91 101 160
18 150 114 120 140 120 134 200
19 180 134 134 147 137 150 200
20 150 134 134 140 140 134 190
21 118 115 115 134 120 134 160
22
23 135 128 134 134 125 190
24 170 124 128 142 134 205
% % % % % % %
1 170 155 150 150 154
2 200 150 147 150 155
3 190 110 150 140 147 150
4 148 100 118 108 101 120
5 101 90 93 141 90
6 180 147 150 150 204
7 195 150 150 155 215
8 193 152 154 147 215
9 182 152 150 150 215
10 127 147 150 154 177
11 172 143 150 122 170
12 155 150 147 150 155
13 195 130 195 150 158
14 161 166 177 150 166
15 130 139 147 147 143
16 152 166 163 179 169
17 136 130 149 141 140
18 143 120 108 140 140
19 155 117 134 134 140
20 180 134 142 147 113
21 160 120 118 134 106
22
23 165 126 127 115
24 175 136 134 147 134
There are two prisoners shackled to the wall of a deep dark

dungeon. Spread-eagled, they are securely lashed by manacles and
chains and actually hanging suspended, side by side, a few feet above the
damp floor of the dungeon. There is only one small window high above
their heads, maybe thirty or forty feet up. They are immobile and
alone, pinned inexorably to the wall.
One prisoner turns to the other and whispers, “ Here’s my
plan ! ”
Monthly Performance Summary ( Oct 2004 to Jun 2007 )
Departments
Month 321 322 323 324 325 326 327
Oct-04 119.00 124.00 - 140.50 - 132.50 121.66
Nov-04 119.25 115.00 124.50 128.75 126.00 125.00 119.75
Dec-04 121.00 115.25 121.25 137.33 - 129.56 120.75
Jan-05 122.00 116.00 126.00 135.00 - 132.50 130.50
Feb-05 132.50 114.33 129.50 138.00 - 141.25 119.75
Mar-05 136.50 122.30 136.50 147.75 - 144.25 142.75
May-05 146.00 134.00 134.00 150.00 - 148.50 146.00
Jun-05 150.00 122.00 119.00 144.66 - 133.33 119.00
Jan-06 153.75 128.00 126.50 129.00 - 135.75 143.75
Feb-06 160.75 129.25 129.75 141.00 134.00 139.00 132.00
Mar-06 182.50 127.50 115.00 141.25 130.25 148.75 146.66
Apr-06 183.75 121.25 125.25 128.75 115.66 141.25 159.00
May-06 153.75 125.18 122.00 136.75 122.00 129.75 187.50
Jun-06 141.00 122.33 125.66 136.66 120.00 131.00 185.00
Jan-07 177.00 100.50 143.25 136.00 - 137.16 144.75
Feb-07 167.25 - 134.75 136.83 - 148.25 181.00
Mar-07 159.00 - 148.00 149.25 - 144.00 179.00
Apr-07 159.50 - 150.25 170.50 - 156.50 159.00
May-07 153.50 - 125.25 133.00 - 140.50 133.25
Jun-07 166.66 - 127.33 126.00 - 136.00 118.33
Monthly Performance Dept. - 321
200.00
e
c
n 150.00
a
m
r 100.00
o
f
r
e
P
50.00
%
0.00
4 4 5 5 5 5 0 5 5 6 6 6 6 0 6 0 6 0 7 7 7
t - c - 0 b - 0 p r - 0 n - 0 g - 0 c
t - 0 c - 0 b - 0 p r - 0 n - 0 g - 0 c
c t - c - b - p r - 0 n - 0
O D e F e A J u A u O D e F e A J u A u O D e F e A J u
Months
Mo nthly Performance Dept. - 322
160.00
e 140.00
c
n 120.00
a
100.00
m
r 80.00
o
f
r 60.00
e
P
40.00
% 20.00
0.00
t - 0 4 c - 0 4 b - 0

c
5 r - 0
5 - 0
n
5 - 0
5 t - 0
g c
5 - 0
5 0 6 r - 0 6 - 0 6 - 0 6 t - 0 6 - 0 6 - 0
c b - n g c c b
7 r - 0
7 - 0
n
7
O D e F e A p J u A u O D e F e A p J u A u O D e F e A p J u
Months
160.00
e 140.00
c
n 120.00
a
m 100.00
r
o 80.00
f
r 60.00
e
P
40.00
% 20.00
0.00
4 4 5 5 5 5 5 0 5 6 6 6 6 6 0 6 0 7 7 7
- c - 0 b - 0 r - 0 n - 0 g - 0 t 0
t 0 - c - b - 0 r - 0 n - 0 g - 0 t 0
- c - b - r - 0 n - 0
c p c p c p
O D F A J A O D F A J A O D F A J u
e e u u e e u u e e
Months
180.00
e 160.00
c 140.00
n
a 120.00
m
r 100.00
o 80.00
f
r
e 60.00
P
40.00
% 20.00
0.00
4 4 5 5 5 5 - 0 5 5 6 6 6 6 0 6 0 6 0 7 7 7
t - 0 c - 0 b - 0 p r - 0 n - 0 g - 0 c
c t c - 0 b - 0 p r - 0 n - 0 g - 0 c
t - c - b - p r - 0 n - 0
Months
Mo nthly Performance Dept. - 325
160.00
e 140.00
c
n 120.00
a
100.00
m
r 80.00
o
f
r 60.00
e
P
40.00
% 20.00
0.00
t - 0 4 c - 0 4 b - 0

c
5 r - 0
5 - 0
n
5 - 0
5 t - 0
g c
5 - 0
5 0 6 r - 0 6 - 0 6 - 0 6 t - 0 6 - 0 6 - 0
c b - n g c c b
7 r - 0
7 - 0
n
7
O D e F e A p J u A u O D e F e A p J u A u O D e F e A p J u
Months
200.00
e
c
n 150.00
a
m
r
o 100.00
f
r
e
P
50.00
%
0.00
4 4 5 5 5 5 5 0 5 6 6 6 6 6 0 6 0 7 7 7
- c - 0 b - 0 r - 0 n - 0 g - 0 t 0
0
t - c - b - 0 r - 0 n - 0 g - 0 t 0
- c - b - r - 0 n - 0
c p c p c p
Months
200.00
e
c
n 150.00
a
m
r 100.00
o
f
r
e
P
50.00
%
0.00
4 4 5 5 5 5 0 5 5 6 6 6 6 0 6 0 6 0 7 7 7
t - c - 0 b - 0 p r - 0 n - 0 g - 0 c
t - 0 c - 0 b - 0 p r - 0 n - 0 g - 0 c
c t - c - b - p r - 0 n - 0
O D F e e A J u u
A e
O D F e A J u u
A e
O D F e A J u
Months
These graphs shown here with percentage performance on

one axes and time duration ( in months ) on another is also known as the “
Learning Curve ” as it represents the effect of learning through training
programs or by sheer experience on the performance (productivity) o
individuals, groups, departments and even organizations. Analysis of the
following graphs suggests that:
1. Departments fail to stick to their performance standards due to many
external factors such as absenteeism, frequent change in articles to be

produced etc.
2. Frequent ups and downs in the curve are visible which indicates variable
levels of efforts from the employees.
3. Pointed peaks and V’s means that increase in level of performance o
decreased are short-lived. This indicates the involvement of a sense of
self-satisfaction at times and motivation from failure.

4. Unstable productivity levels tend to indicate the absence of training and
motivation programs, which constantly tries to improve performance of its
employees.
5. Curves of all the departments show a more or less similar trend, more
efficient production scheduling is possible when approximate improvement

or decrease in department’s performance is predictable.
A man found a cocoon of a butterfly. One day a small

opening appeared. He sat and watched the butterfly for several hours as
it struggled to force its body through that little hole. Then it seemed to
stop making any progress. It appeared as if it had gotten as far as it
could, and it could go no further. So the man decided to help the
butterfly. He took a pair of scissors and snipped off the remaining bit of
the cocoon.
The butterfly then emerged easily. But it had a swollen
body and small, shriveled wings.

The man continued to watch the butterfly because he
expected that, at any moment, the wings would enlarge and expand to be
able to support the body, which would contract in time. Neither
happened! In fact, the butterfly spent the rest of its life crawling around
with a swollen body and shriveled wings. It never was able to fly.
What the man, in his kindness and haste, did not

understand was that the restricting cocoon and the struggle required for
the butterfly to get through the tiny opening were God's way of forcing
fluid from the body of the butterfly into its wings so that it would be ready
for flight once it achieved its freedom from the cocoon.
CASE STUDIES AND EXPERIENCES IN B.I.L.
1. Case of Absenteeism :
Mr. NRS ( actual name not disclosed ) is an “accord” employee

of BATA INDIA LTD. Batanagar. He is directly involved in the shoe
manufacturing conveyor. He was known to be a regular absentee, but at the
same time a multi-skilled worker with lots of experience. The organisation’s
personnel department looked at the possible options to solve this problem
During the first half of 2007, NRS surpassed his casual and medical leaves
available by more than 125 (days), as per organisation’s SOR (Standing Orders
and Rules, as in agreement with Bata Mazdoor Union). Show-Cause notices
were issued under section 15(h), requiring him to explain in writing, the reasons
for his continuous absence from work.
NRS replied within the stipulated time along with a Medica
Certificate proving his illness. An in depth scrutiny of the Medical Certificate
proved that the documents were fake under the provision of 19(A) of the SOR
The guilty can be terminated from his present job. However the management
decided to give him one last chance to mend his ways (and not to lose a skilled
employee) and handed him three days suspension without pay. The personne
manager planned the process to regularize his unauthorized absence and
fraudulent means by creating an atmosphere where NRS should fully recognize
" Success does not consist in never making blunders, but in never making the same
one a second time. "

- Josh Billings
what is expected of him in the future.
He was scolded by one manager and was
comforted by another as was planned before to make him aware of this last
golden opportunity, provided to him. As of date NRS is still an employee in
BATA INDIA LTD. And his problem has relatively minimized to a great deal. This
incidence proves that human resource planning is not only to follow the
rulebook but also to invent complimentary ways to solve such type of problems
in long run interest of the organisation.
2. Case of Misconduct :
A permanent line cutter of a production department in BATA INDIA LTD
Batanagar plant, Mr. SKR (actual identity not disclosed) was involved in a
particular job for sometime. He was trailing behind his colleagues working in the
same conveyor, hampering the rate of production, and thus was allotted a new
job by his immediate boss (Asst. officer) Mr. DKB (actual identity not disclosed
for obvious reasons). Unable to mentally adapt to this decision to shift him to
another job, Mr. SKR started abusing his superior Mr. DKB and also attempted
to physically assault him. He also threatened to cause him harm outside the
factory.
The case was reported to the personnel department the very
same day and a show cause notice issued to the defaulter Mr. SKR, to be
answered within 48 hours as per clauses D and K under section 21 (a) of the
" It is the mark of an educated mind to be able to entertain a thought without

accepting it "
- Aristotle
standing orders and rules (SOR) of Bata India Ltd. and clause 14 of the mode
standing orders applicable to all industrial establishments of India. The said
employee pleaded guilty and was ashamed of his act and promised not to
repeat the same. The serious nature of the offence demanded disciplinary
action but considering it as his first minor offence was let of with a warning and
written undertaking.
This case is another fine example that the organisation
provides ample opportunity to rectify their improper acts and every opportunity
provided to him to put forward his version of the unwanted event. Thus the
disciplinary policy is preventive, corrective, reformative rather than punitive
Although, one important information missing here is that whether the Asst
officer Mr. DKB was advised to “ forgive and forget ”, which would have been
the perfect way to conclude this natural justice?

3. Case of Termination :
(Rise of Absenteeism to an abnormal
level)
Mr. PKM (actual identity not revealed) was an employee of Bata India Ltd
Batanagar plant for more than 19 years. He was terminated for prolonged
unauthorized absence in 1993, but reinstated in 1995 through a special request
by the Bata Mazdoor Union ( B.M.U. ). This opportunity provided to him by the
organisation was not fully utilized as his unauthorized, unexplained, avoidable
" Some succeed as they are destined to, but most succeed because they are
determined to. "

- Anonymous
& willful absence from work continued there after. According to his leave and
absence card 2004 and 2005 :
LEAVE AND ABSENCE CARD – 2004

S No.
From To C/L Ordinary leave Sick Leave

1 1/1/2004 20/01/2004 -- 5 15
2 9/2/2004 7/4/2004 -- 62 --
3 23/04/2004 30/04/2004 -- 8 --
4 12/5/2004 25/06/2004 -- 40 --
5 28/07/2004 3/8/2004 -- 6 --
6 31/08/2004 29/09/2004 -- 30 --
7 1/11/2004 31/12/2004 -- 61 --
LEAVE AND ABSENCE CARD – 2005

S No.
From To C/L Ordinary leave Sick Leave
1 1/1/2005 18/05/2005 -- 123 15
2 30/05/2005 23/09/2005 -- 116 --
3 25/10/2005 26/10/2005 2 -- --
4 7/11/2005 31/12/2005 -- 41 --
Mr. PKM once again remained absent without notice from

7/11/2005 to 17/3/2006 and was issued registered show cause notices under
clause 15(h) of the Standing Order and Rules (SOR). He was asked to report
within 2 weeks, his case was forwarded to the chief medical officer (C.M.O.),
" We are what we repeatedly do. Excellence, therefore, is not an act but a habit "
- Aristotle
who declared him fit to join his duties, but he did not. Further, show causes
were not replied. Finally the management decided to terminate him with effect
from 14/04/2006.
This highlights the peculiar and abnormal magnitude o
absenteeism prevailing in Indian industries. Thus, the importance of taking such
decisions in the longer interest of the organisation becomes absolutely
necessary at times. In order to send a clear message to the employees that
organisation’s tolerance has a limit. As such serious problems regarding

absenteeism involves heavy expenses, including overhead costs of reserves as
well as of the idle equipments.
My Experiences :
Bata India Ltd, Batanagar plant was the first instance our
career where the practical applications of managerial functions in an
organisation were displayed before us. We got ample exposure to the versatility
of the manager’s role as a figurehead meeting the routine, obligatory, social &
legal duties, as a leader, maintaining, developing and motivating the human
resources, as a disseminator distributing selected information to others outside
the unit, as an entrepreneur developing the unit, to take advantage of existing

opportunities and anticipated threats, as a resource-allocator integrating the
activities and resources utilization, as a negotiator, bridging the gap between
" Our lives begin to end the day we become silent about things that matter "
- Martin Luther King Jr.

the management and employee unions and as a spokes person to us
distributing selected information and conveying the appropriate image of the
unit.
Asst. Manager (Personnel) who guided me throughout this
project was instrumental in providing opportunities to directly get involved in
the day to day functioning of the department. He said “ books make a manager,
but practical experiences make them successful ”. I worked on absenteeism,
late-coming, early-going, union demands on major organisational issues etc
where the manager acts as disturbance handler and has to take many
aggressive, unwanted decisions at times along with initiating some creating
ideas, keeping in view the long term interest of the organisation.
I was invited at one of Bata India Ltd. retirement / farewel
party, to get me acquainted with the organisational culture and management’s
perspective towards its human resources. In a simply organized program in the
seminar hall of the personnel department, the organisation bid adieu to three of
its employees after a long and dedicated service period in the vicinity of 30-35
years. A soul touching speech was given by one of their long-time colleague,
which touched the soul of everyone present on the occasion. He said,” This is
not only to recognize their contribution over the years, but also to learn from
their experiences ”. Mementos and gifts were given to the departing employees
and refreshments served to the gathering. The event was significant in
specifying the importance of a formal and planned separation of employees
from the organisation.
" If people never did silly things, nothing intelligent would ever get done. "
- Ludwig Wittgenstein
I cherish the time spend in the leather factory, actually seeing
for the very first time, the step by step evolution of the various discrete parts
transformed into the final product, a shoe. Every shoe has to pass through
many hands, machines setup as a chain known as Rink conveyors. Experienced
hands along with creative brains have elevated shoe manufacturing up to the
level of art. It’s for sure now, that I shall value, each and every shoe that I am
going to buy in the future. The finished goods after passing the quality checks
are tagged with quality – symbols which Bata people call the ornament of the
shoes. They are then packed and travel hundreds and thousands of miles to
reach your feet.
Another experience worth sharing is visiting the Batanaga
estate. Stretching over 303 acres on the banks of the river Ganges, the area is
18 kilometers from Kolkata. Developed during the 1930’s under the British
colonial powers it has it’s own ferry-ghat, cinema-hall, sports-stadium, market,
hospital, residential colonies, community halls, auditorium, schools, children
parks etc..
This self-sufficient estate is well connected with public
conveyance facilities to nearby towns. Maintenance of such a huge fixed asset
infrastructure for providing every possible facility to its employees is worth
appreciating & admittingly rarer these days. Just as a fact, Batanagar once
owned a Territorial Army for security purposes, which adds a sense of nostalgia
to the name of “ Batanagar ”.
" All that we are is the result of what we have thought. The mind is everything. What
we think we become. "
- Buddha
Two men, both seriously ill, occupied the same hospital

room. One man was allowed to sit up in his bed for an hour a day to drain
the fluids from his lungs. His bed was next to the room's only window. The
other man had to spend all his time flat on his back.
The men talked for hours on end. They spoke of their families, their homes,
their jobs, their involvement in the military service, where they had been on
vacation. And every afternoon when the man in the bed next to the window
could sit up, he would pass the time by describing to his roommate all the
things he could see outside the window.
The man in the other bed would live for those one-hour
periods where his world would be broadened and enlivened by all the activity
and color of the outside world. The window overlooked a park with a lovely
lake, the man had said. Ducks and swans played on the water while children
sailed their model boats. Lovers walked arm in arm amid flowers of every
color of the rainbow. Grand old trees graced the landscape, and a fine view
of the city skyline could be seen in the distance. As the man by the window
described all this in exquisite detail, the man on the other side of the room
would close his eyes and imagine the picturesque scene.

One warm afternoon the man by the window described a
parade passing by. Although the other man could not hear the band, he
could see it in his mind's eye as the gentleman by the window portrayed it
with descriptive words. Unexpectedly, an alien thought entered his head:
Why should he have all the pleasure of seeing everything while I never get
to see anything? It didn't seem fair. As the thought fermented, the man felt
ashamed at first. But as the days passed and he missed seeing more sights,
his envy eroded into resentment and soon turned him sour. He began to
brood and found himself unable to sleep. He should be by that window and
that thought now controlled his life.
Late one night, as he lay staring at the ceiling, the man
by the window began to cough. He was choking on the fluid in his lungs. The
other man watched in the dimly lit room as the struggling man by the
window groped for the button to call for help. Listening from across the
room, he never moved, never pushed his own button, which would have
brought the nurse running. In less than five minutes, the coughing and
choking stopped, along with the sound of breathing. Now, there was only
silence deathly silence.
The following morning, the day nurse arrived to bring
water for their baths. When she found the lifeless body of the man by the
window, she was saddened and called the hospital attendant to take it
away--no words, no fuss. As soon as it seemed appropriate, the man asked if
he could be moved next to the window. The nurse was happy to make the
switch and after he was comfortable, she left him alone.
Slowly, painfully, he propped himself up on one elbow to
take his first look. Finally, he would have the joy of seeing it all himself. He
strained to slowly turn to look out the window beside the bed. It faced a
blank wall.
" No one can read your mind, so what they see, hear & feel from you is what they will
know you for. "
- Anonymous
1. Kothari C.R., Research methodology

methods and techniques , New age
international publishers, New Delhi, 2007.
2. Mamoria C.B., Gankar S.V., Personnel
management text and cases , Himalaya publishing house, Mumbai, 2001.
3. Blanchard P.N.,Thacker J.W., Effective training systems strategies and
practices , Pearson education, Delhi. 2007.
4. Sikula A.F., Personnel administration and human resource management ,
John Wiley and sons, New York, 1976.
1. www.en.wikipedia.org/wiki/Bata_S
hoes
2. www.ggits.org
3. www.google.org
4. www.rdunijbpin.org
5. www.bata.com
6. www.bata.org
7. www.bata.in

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7/29/2019 Project Report on HR in BATA

The best possible employee education, executive

Student of MBA ( III rd Semester )

A Message from Mr. Tomas Bata

We are not afraid of the

Tomas Bata started life as a

Thomas has visions of

realization of his great social ideal :

Tomas Bata remained true to

He coined the motto

Long Service Medallion

become a household home with millions of customers loyal to it’s brands

My object here was to study the existing training and

Assistant Manager ( Personnel ), Mr. Debabrata Sanyal whose heartiest co-

All India Senior Vice-President : Mr. A. H. M. Ehsanuzzaman

Senior Manager (Leather) : Mr. Shubham Kanti Mondal

Manager (Commercial) : Mr. Sudip Dutta

Each and every employee whom I met during this project,

can, and I am grateful to all of them.

providing us with the opportunity of doing this project. My sincere

I Chandan Chakraborty, student of M.B.A. ( 3rd

I declare that this project is entirely based upon my

Bata India is the largest company for the Bata Shoe

already recognized as a leading shoe brand

Bata, over the decades, used the ‘curren

Incorporated as Bata Shoe Company Private Limited in 1931,

the company was set up initially as a small operation in Konnagar (nea

The Company went public in 1973, when it changed its name

Over the years, Bata India has established a leadership

- Martin Luther King Jr.

• We provide quality for value.

• We constantly improve in what we do.

Bata is Divided into regions:

Bata operates in more than countries worldwide with,

• retail outlets of it’s own

Success will be measured by the Customers, employees,

shareholders, suppliers and community.

The New Projects :

While some mega-projects are still awaiting approval, Calcutta

To cost Rs. , Calcutta Riverside is perhaps the mos

(an alliance between Kolkata Metropolitan Development Authority and United

It’s an equitable deal for the workers. The families

Further, the terms of Riverbank Holdings lay down that within

visitors. Post completion, Calcutta Riverside will give employment to

BATA’s Worldwide Network

Various departments operant in Bata India Ltd.

related to its human resource, that is it’s manpower. It acts as a connecting

appraisal, welfare schemes, services and benefits, labour relations, grievance

The extent of transactions through this department can be expressed through

essential, hourly fixed, special hourly fixed, accord ) payment is made by

Product Development Department :

- For eastern region sizes between (gents)

Production Planning & Control

unwanted late in delivery or unwanted dumping of the produced goods.

manpower they are having. Other functions of this department are:

- (leather & other material cut and bundled)

- (upper & lower components brought together)

- (shoes checked, inspected, sorted, stored, shipped)

Research and Development Department :

An overview of the company history :

– First factory building constructed

– Tomas first journey to the USA

– Second factory building constructed, first of the "new type"