Professional Documents
Culture Documents
INTRODUCTION
The growth and development of any organization depends not only on the
organization policy structure but quality of work. The quality of the work force can be
judged very effectively by the management tool called Training and Development. It
is such an important tool that it can convert unskilled employees to skilled employees.
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CEMENT INDUSTRY
Introduction
The cement industry comprises of 125 large cement plants with an installed
capacity of 148.28 million tones and more than 300 mini cement plants with an
estimated capacity of 11.10 million tons per anum. The cement corporation of India,
which is a central public sector undertaking, has 10 units. There are 10 large cement
plants owned by various state Govt. the total installed capacity in the country as a
whole is 159.38 million tones. Actual cement production in 2002-03 was 116.35
million tones as against a production of 106.90 million tons in 2001-02 registering a
growth rate of 8.84%.
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Exports
Apart from meeting the entire domestic demand, the industry is also exporting
cement and clinker. The export of cement during 2001-02 and 2003-04 was 514
million tones and 6.92 million tons respectively. Export during April – may 2003 was
135 million tones; Major exporters were Gujarat Ambuja Cements Ltd and L & T ltd.
Technological change
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(PBFS),oil well cement, Rapid hardening Portland Cement, Sulphate Resisting
Portland Cement, White cement etc. Production of these varieties of cement conform
to the BIS specifications.
HISTROY OF CEMENT
The search for men made bonding materials began with human Endeavour to
mimic the habits gifted by nature. Situations changed with growth in population,
during Paleothic age men used to enjoy adequate shelter provided by nature.
The Bronze age also witnessed the use of air hardening line. This obviously
linked with the discovery of fire and chanced calumniation of limestone in some
forest tracks.
In the evolutionary process the Phoenicians perfected the practice of Morta fro
preparation with the burnt lime and volcanic ash. The use of lime and its preparation
was handed over generation to generation to present times.
Modern Portland cement was invested by Joseph Aspasia of Leeds in the year
1824 abd tues was patented as Portland because of its hardening this used to look like
stone isle of Portland.
The attempt to produce cement in india dates back to 1889, when a calcutta
based firm attempted to produce Agrillsaceouskankara. The first organized attempted
as made to prude cement to mass scale was attempted in 1904 by south indian
industries limited. The growth continued and in 1936 eleven companies emerged to
form associated cement companies (ACC) the formation of concrete association in
india in 1927 Helped to populatize the use of indigenous cement. By 1947 have 23
cement plants with a capacity of 2.2 million tones per annum to meet the ever
increasing demand of cement.
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CEMENT INDUSTRY IN INDIA
The present scenario of the indian cement industry the mini cement units
faring in terms oc capacity Implementation and margins.
The present scenario of cement industry is very good in terms of demand and
with the prices going above RS 160 to RS 180 everywhere. Most importantly the gap
between the demand and supply does not exist by longer in any part of the country.
The figures for the cement year are for April-november period while the
figures in brackets represent full year for the year 2004-05 also there is an increase in
the consumption of PPC cement from 48 percent to 50 percent.
Todays cement from Andhra is going all over india including Assam,
Meghalaya , Jharkhand , Orissa , West Bengal , Chattisgarh , Gujrat and Maharashtra.
More cement is likely to flow into Tamil Nadu from the state in view of cut in sales
tax.
Any further increase in demand in the south india will benefit the cement
industry here. Cement movement from gujrat to mumbai is also coming down due to
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exports while cement movements from Orissa into Andhra has stopped and in fact,
cement is flowing into Orissa as well.
The housing sectors are contributing the most to the demand for cement in
Andhra as well as other southern states. The current demand here and is there any
scope for its further growth in the next one year.
Earlier in 2004-05 the housing sector alone consumed 65 percent of the total
demestic consumption. With the launch of several infrastructure projects. The housing
consumption may come down amy come down to 55 percent as the infrastructure and
other sectors are expected to move up to 45 percent from the present 35 percent.
Several companies are announcing expansion plants, this will impact on the
margins.
This means we need an additional 50 million tonnes for the next time years.
So it clearly shows that the proposed expansions will not impact the margins.
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Demand for cement in south will be more in the coming years in view of
better infrastruture required for the IT companies and their professionals.of all the
regions south is the largest producer as well as the longest consumer with 32 percent
of the country’s cement being produced and dispatched from the region.
Cost competitive
The indian cement industry is 70 year old. Some of the latest installations are
the best in the world. Unlike in the past, today the best technology is available.
As a result all the cement plants in the state are operating at 100 percent
capacity implementation and with improved bottom lines. The logistics cost for AP
companies in meeting the local demand is less compared to other states since cement
plants are scattered all over the state. Earlier the local demand was hardly 30 percent
of the capacity and theprices in other parts of the country wre also not attractive due
to transport costs. Now the local demand is more than 60 percent of the capacity and
the prices elsewhere in the country are reaching the viable levels of Rs.180 to Rs.200
per bag.
So now the logistic costs as not coming in the way of AP players to dispatch
cement to distant places. Also as limestones is available only in some states like AP,
we will always enjoy the benefit. At a time when Andhra had surplus supplies the
upcountry cement companies used to dump their surplus whenever the prices werer
high in the state and eat into the profits of local players.
Now, with the demand shooting through the roof all over the country. We do
not forsee any such threat in future. The most important factor for better prices is
consolidation of the industry. It has begun and we will see more consolidation in the
next years. This time price war would be waged for acquisition of cement plants.
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1.2 COMPANY PROFILE
Ultra Tech Cement limited was formed effective july 2004. With the demerger
of cement division from Larsen & Tourbo Limited and was taken over by the Aditya
Birla Group and got maerged into A.V Birla Group of industries.
Ultra Tech Cement Limited is a technology driven company with leading edge
capabilities in fields related to infrastruture and basic industries in terms of main
stream criteria viz., sales, profits , assets and market capitalization, Ultra Tech
Cement Limited ranks among top ten in india private sector. The company is also
ranked high by less tangibles yardsticks such as intellectual capital and brand
worth.
Ultra Tech Cement limited and its subsidiaries has manufacturing facilities at
10 locations in india and 3 terminals including one at sri lanka. Almost all the
factories have secured 180-9001 , 14001 , 18001 , (0H8A8) and other certificates of
highest order. Ultra Tech Cement limted distribution and services out reach underlines
its strong customr orientation. The network extends to virtually evry district in the
country. A concern for the environment is an integral part of the company vision.
Ultra Tech Cement limited is commited to growth is consonance with the ecology and
the needs of the communities it serves.
Ultra Tech Cement limited is india largest cement producer. With a manufaturing
capacity of over 16 million tones per year. Ultra Tech Cement limited manufactures
and markets.
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Ultra Tech Cement plants are located at :
1. Jarsuguda orissa
Cement Plants:
Grinding Units:
Magdalla Gujrat
Ratnagiri Maharashtra
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1.2.1.COMPANY OVERVIEW
We ensure that all of our policies forward looking initiatives and goals are
fully communicated to all employees and that they understand and relate to these. Our
commitment to our people is reflected in the sense of belonging and pride every
employee feels towards the group and the passion and commitment they bring to their
work.
The Aditya Birla Group is India first truly Multinational Corporation. Global
in vision, rooted in Indian values, the Group is driven by a performance ethic pegged
on value creation for its multiple stakeholders. A US$ 24 billion conglomerate with a
market capitalization of US$ 31.5% billion, our operations span 20 countries across
six continents. Headquartered in Mumbai, India over 50 percent of the Group
revenues flow our operations around the world. The group nurtures a work culture
where success is built on learning and innovation.
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Global and National:
• Leading player in life insurance and assets management Birla sun life and
Mutual Fund
The Ultra Tech Cement limited, Andhra Pradesh cement works is located at
360 kms. South of Hyderabad in the state of Andhra Pradesh in south India. Along
with the grinding unit at arakkonam it has a capacity of 3.6 million tons of cement per
anum. The plant is ideally suited to cater to the market in Andhra Pradesh, Karnataka ,
Tamil nadu and Kerala.
Ultra Tech Cement limited selected TADIPATRI for setting up its Andhra
Pradesh cement works. Because there is huge limestone deposit and the quality of
limestone is considered to be extremely good. Also, other corrective/additive
materials such as iron ore. Latrite and gypsum required in cement production are
available nearby. In addition tadpatri is well connected by railway line roads. The
chennai-mumbai railway lines run close to Ultra Tech Cement limited plant.
A peculiarly of Ultra Tech Cement limited APCW is that its mines fall in
Kurnool district while the plant is Ananthpur district.
The cement plant’s installed capacity is 2 million tons per annum (Mtpa).
(PCW project started with a prospecting license in March 1992 followed by a mining
lease in June 1993. When various formalities were completed, action shifted from the
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drawing board to the project site with the first association commencing in November
1995. Due to excellent co-operation from the government of AP . APCW did not face
many problems while setting up the plant.
This plant has been set up with the coordinated efforts of all its business,
groups which minimized the problems during execution stage.
Even the acute shortage of power in the state did not hamper the construction
activities. The construction was completed totally with the help of diesel generating
sets. In view of the expected power shortage. APCW is provided with two diesel
generator sets of 24.6 MW (Le “2*12.3 MW) which is around 60 percent of total
power requirement of the plant.
Plant capacity
Even though the plant has started with an installed capacity of 6000 TPD, later
on the capacity has been enhanced to 8000 TPD
APCW caters to the cement users in the southern part of India. It is ideally located as
far as the market is concerned.
Only cement plant in Ultra Tech Cement limited, with a split location of entire
main plant on top of a hillock and the plant down the hall.
Only plant where the entire cement loading rake of 40 wagons can be placed
on one stretch constructed on engine on load concept.
The REC chimney at the plant is the tallest in the Indian cement industry.
It has two vertical raw mills (Atox 50) having a roller diameter of 5 M these
are the biggest mill sin the country.
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Cement Machinery:
• Complete range from crushing to packing plants are supplied by Larsen &
turbo Machinery division. In collaboration with F.L.Smitdth & co., Denmark.
• Presently the largest capacity of 8000 TPD in a single line production in India.
• Vertical roller mills for raw materials and cement grinding.
• Fuel efficient pyre-processing systems.
• High – pressure roller presses for cement mill for cement grinding.
• Modern Duo flex burner for efficient flame control.
• Hydraulic drive coolax cooler with new generation CIS cooler inlet.
• Efficient pollution control equipment like ESP’s Bag houses and reverse air
bag house at appropriate locations.
Limestone if the major raw material in cement and is mined from captive
mines and crushed to the desired size fraction at a rated output of 1200 TPH. APCW
is having two vertical roller mills of rated capacity 265 tph @20 percent residue on 90
micron sieve, each for raw material grinding. The raw meal is transported by bucket
elevator system to 22.4 media C.F (control flow) silo with a capacity of 2100m3.
The coal used at APCW is either imported from south Africa / Australia /
Indonesia / china or procured indigenously. The coal required for burning into the
rotary kiln and calciner is pulverized in a vertical coal-mill with a capacity 71 tph at a
fineness of 15 percent on 90 – micron sieve. The coal – meal is stored in two fine coal
bins one for kiln firing and the other for calciner firing. The coal meal is deducted
through a bag filter.
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The raw meal is taken to the top of the six stage pre-heater by bucket elevators
and fed into the kiln and calciner strings where heat transfer is done by counter
demand method up to 95 – 99 percent degree of calcinations is achieved before being
fed into the rotary kiln for further processing. The output of kiln is called clinker,
which is then cooled, in a cooler. The air – cooled clinker is then transported through
a deep pan conveyor to the two clinker silos which each having capacity to store
1.50.000 tons and 57.000 tons of clinker respectively. The raw mills and the rotary
kiln system exhaust gases are deducted through Reverse Air Bag house.
The final stage is grinding of clinker and other additives into cement. There
are two cement mills with Roller Press of capacity 161 tph (on OPC basis) at a
specific surface of 3000 cm2/gm each. The mills are deducted / vented through ESP
(Electrostatic Precipitators).
APCW manufactures OPC, PPC & PSC. At APCW there are six silos of 4600-
m3 storage capacity for storing the cement.
The cement is packed in bags with the help of six electronic packers operating
round the clock. The packed cement is dispatched to various destinations by road and
rail. Jet pulse filters do deducting of the packing machines. The material handling
conveyors at transfer points in the plant are vented / deducted through dust
collectors.
• STP 9 acres
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Manpower
The total employees in APCW are 440 covering all departments as on 10.05.2007.
there are nearly 500 contract labors working every day on casual basis.
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HR in Ultra Tech Cement Limited:
Human Resources
• Potential appraisal
Functions of HR:
• Induction
• Performance management
• Employee welfare
• Employee motivation
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• Administrative activities
• Department wise
• Salary structure
INDUCTION
Employee are given different objectives and their results are reviewed
Midterm evaluation
Final review
The immediate superior employee shall appropriate the proficiency and the
performance of employees annually.
The appraisal for O & S staff shall be carried out through performances review
and development (based on guidelines of performances appraisal manual issued by
corporate HRD department)
During this appraisal one behavior competency and one technical competency
(function/product related) to be developed through training shall be identified and the
same shall be compiled in the training needs assessment for O & S employees, after
compilation of the training needs a copy of the same be sent to Ultra Tech Cement
division.
The training needs in respect of all employees may be amended as per the
requirement of the person on proposal of concerned champion in consultation with
personnel and administration SET during any time in the year.
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upon the contents of the program, usefulness of the program, need of the employee for
attending the program.
• Canteens
• In plant
ADMINISTRATIVE ACTIVITIES;
• General
• Office
• Schools
• Transport
• Medical centre
• Township management
• Clubs
• Cultural
• Rural development
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To be a premium global conglomerate with a clear focus on each business.
1.2.4 Values
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1. THEORETICAL CONCEPTS
Definition :
• It's not what you want in life, but it's knowing how to reach it
• It's not where you want to go, but it's knowing how to get there
• It's not how high you want to rise, but it's knowing how to take off It may not
be quite the outcome you were aiming for. but it will be an outcome
• It's not what you dream of doing, but it's having the knowledge to do it
• It's not the goal you set, but it's what you need to achieve it
Training is about knowing where you stand (no matter how good or bad the
current situation looks) at present, and where you will be after some point of time.
Training is about the acquisition of knowledge, skills, and abilities through
professional development.
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2.2 Importance of Training and Development:
Training and Development helps in increasing the job knowledge and skills of
employees at each level. It helps to expand the horizons of human intellect and an
overall personality of the employees.
Productivity:
Team spirit:
Training and Development helps in inculcating the sense of team work, team
spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the
employees.
Organization Climate:
Training and Development helps building the positive perception and feeling
about the organization. The employees get these feelings from leaders, subordinates,
and peers.
Quality:
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Training and Development helps in improving upon the quality of work and
work-life.
Healthy work-environment:
Training and Development helps in improving the health and safety of the
organization thus preventing obsolescence.
Profitability:
Training and Development leads to improved profitability and more positive
attitudes towards profit orientation.
2.3.Training Methods:
Lectures
Demonstrations
Discussions
Computer based training
Intelligent tutorial systems
Programmed instruction
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Virtual reality
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Main Features of Lecture Method
• Less expensive
To carry out an effective demonstration, a trainer first prepares the lesson plan
by breaking the task to be performed into smaller modules, easily learned parts. Then,
the trainer sequentially organizes, those modules and prepares an explanation for why
that part is required.
You will be doing so they understand what you will be showing them.
Explains why it should be carried out in that way.
The difference between the lecture method and the demonstration .method is
the level of involvement of the trainee. In the lecture method, the more the trainee is
involved, the more learning will occur. The financial costs that occur in the
demonstration method are as follows:
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Cost related to the organization of the training After completing the
demonstration the trainer provide feedback, both positive and or negative, give the
trainee the opportunity to do the task and describe what he is doing and why.
This method uses a lecturer to provide the learners with context that is supported,
elaborated, explains, or expanded on through interactions both among the trainees and
between the trainer and the trainees. The interaction and the communication between
these two make it much more effective and powerful than the lecture method. If the
Discussion method is used with proper sequence i.e. lectures, followed by discussion
and questioning, can achieve higher level knowledge objectives, such as problem
solving and principle learning.
Questioning can be done by both ways i.e. the trainees and the trainer. When
the trainees ask questions, they explain their thinking about the content of the lecture.
A trainer who asks questions stimulates thinking about the content of the lecture.
Asking and responding questions are beneficial to trainees because it enhance
understanding and keep the trainees focused on the content. Besides that, discussions,
and interactions allow the trainee to be actively engaged in the material of the trainer.
This activity helps in improving recall.
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training to accomplish those goals. Some of the benefits of Computer-Based Training
are:
• It is a text-based system
• It also improves the methodology for teaching the trainee based on the
information
• It is an interactive system.
• A scenario generator
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• A training session manager - interprets trainee's responses and responds either
with tutoring, more content or information.
• Tape
• Interactive Video
• Other formats
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• It frequently reviews the content
Games; and Simulations are structured and sometimes unstructured, that are
usually played for enjoyment sometimes are used for training purposes as an
educational tool. Training games and simulations are different from work as they arc
designed to reproduce or simulate events, circumstances, processes that take place in.
trainees" job. A Training Game is defined as spirited activity or exercise in which
trainees compete with each other according to the defined set of rules.
Training games and simulations are now seen as an effective tool for training because
its key components are:
• Challenge
• Rules
• Interactivity
These three components are quite essential when it comes to learning.
Some of the examples of this technique are:
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The various methods that come under Games and Simulations are:
• Behavior-modeling
• Business games
• Case studies
• Equipment stimulators
• In-basket technique
• Role plays
Behavior Modeling:
Behavior Modeling uses the innate inclination for people to observe others to
discover how to do something new. It is more often used in combination with some
other techniques. Procedure of Behavior Modeling Technique
Then, trainees are given instructions that what specific learning points or critical
behavior they have to watch
Then, the trainees are encouraged to practice the suitable behavior in a role
play or through any other method of simulation.
Trainees are then provided with some opportunities to give reinforcement for
appropriate imitation of the model's behavior
In the end, trainer ensures that trainees appropriately reinforce the behavior on
the work place
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Behavior modeling focuses on developing behavioral and interpersonal skills. This
type of method can be used for training in
• Sales training
• Interviewee training
• Interviewer training
• Safety training
Again, on the basis of the feedback they are asked to make the decisions again.
This process continues until some meaningful results do not came out or some
predefined state of the organization exists or a specified number of trails are
completed. As an example, if the focus is on organization's financial state, the game
may end when the organization reach at desirable or defined profitability level. Some
of the benefits of the business games are:
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• It strengthen management skills
Case Studies try to simulate decision-making situation thai trainees may find at
their work place. It reflects the situations and complex problems faced by managers,
staff. HR, CEO, etc. The objective of the case study method is to get trainees to apply
known concepts and ideologies and ascertain new ones. The case study method
emphasize on approach to see a particular problem rather than a solution. Their
solutions are not as important as the understanding of advantages and disadvantages.
Procedure of the Case Study Method
The trainee is given with some written material, and the some complex
situations of a real or imaginary organization. A case study may range from 50 to 200
pages depending upon the problem of the organization.
The trainee then makes certain judgment and opines about the case by
identifying and giving possible solutions to the problem.
In between trainees are given time to digest the information. If there is enough
time left, they are also allowed to collect relevant information that supports their
solution.
Once the individuals reach the solution of a problem, they meet in small
groups to discuss the options, solutions generated.
Then, the trainee meets with the trainer, who further discusses
the case. Case Study method focuses on:
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• Assessing and developing Knowledge, Skills and Attitudes (ICSAs)
Developing communication and interpersonal skills
IN-Basket Technique:
In this technique, trainee is given some information about the role to be played
such as, description, responsibilities, general context about the role.
The trainee is then given the log of materials that make up the in-basket and
asked to respond to materials within a particular time period.
After all the trainees complete in-basket, a discussion with the trainer takes
place. In this discussion the trainee describes the justification for the decisions.
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• Develops strategic knowledge
Role play is a simulation ill which each participant is given a role to play.
Trainees are given with some information related to description of the role, concerns,
objectives, responsibilities, emotions, etc. Then, a general description of the situation,
and the problem that each one of them faces, is given. For instance, situation could be
strike in factory, managing conflict, two parties in conflict, scheduling vacation days,
etc. Once the participants read their role descriptions, they act out their roles by
interacting with one another. Role Plays helps in
Conflict resolutions Group decision making Developing insight into one's own
behavior and its impact on others
In this type of role play, all trainees are in groups, with each group acting out
the role play simultaneously. After the role play, each group analyzes the interactions
and identifies the learning point
One group of participants plays the role for the rest, providing demonstrations
of situation. Other participants observe the role play, analyze their interactions with
one another and learn from the play.
Role Rotation :
In this kind of role play, one of the trainees plays herself while the other
trainees play people with whom the first participant interacted before.
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Both the methods can be used effectively to change attitudes, but through
different means.
MANAGEMENT DEVELOPMENT :
The more future oriented method and more concerned with education of the
employees. To become a better performer by education implies that management
development activities attempt to instill sound reasoning processes. Management
development method is further two parts:
The trainers are selected on the basis of technical expertise or area knowledge
Formal OJT programs are quite different from informal OJT. These programs are
carried out by identifying the employees who are having superior technical
knowledge and can effectively use one-to-one interaction technique. The procedure of
formal on-the-job training program is:
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• The participant observes a more experienced, knowledgeable, and
skilled trainer (employee)
• The method, process, and techniques are well discussed before, during
and after trainer has explained about performing the tasks
• When the trainee is prepared, the trainee starts performing on the work place
The trainee is given more and more work so that he accomplishes the job
lawlessly The four techniques for on-the job development are:
• Coaching
• Mentoring
• Job Rotation
COACHING:
Coaching is one of the training methods, which is considered as a corrective
method for inadequate performance. According to a survey conducted by international
Coach Federation (1CF), more than 4,000 companies are using coach for their
executives. These coaches are experts most of the time outside consultants. A coach is
the best training plan for the CEO's because
• It is one-to-one interaction
• It can be done at the convenience of CEO
• It can be done on phone, meetings, through e-mails, chat
• It provides an opportunity to receive feedback from an expert
• It helps in identifying weaknesses and focus on the area that
needs improvement
This method best suits for the people at the top because if we see on emotional
front, when a person reaches the top, he gets lonely and it becomes difficult to find
someone to talk to. It helps in finding out the executive's specific developmental
needs, The needs can be identified through 60 degree performance reviews..
Mentoring:
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Mentoring is an ongoing relationship that is developed between a senior and
junior employee. Mentoring provides guidance .and clear understanding of how the
organization goes to achieve its vision and mission to the junior employee.
The meetings are not as structured and regular than in coaching. Executive
mentoring is generally done by someone inside the company. The executive can learn
a Jot from mentoring. By dealing with diverse mentee's, the executive is given the
chance to grow professionally by developing management skills and learning how to
work with people with diverse background, culture, and language and personality
types. Some key points on Mentoring
Job Rotation:
For the executive, job rotation takes on different perspectives. The executive is
usually not simply going to another department. In some vertically integrated
organizations, for example, where the supplier is actually part of same organization or
subsidiary, job rotation might be to the supplier to see how the business operates from
the supplier-point of view. Learning how the organization is perceived from the
outside broadens the executive's outlook on the process of the organization. Or the
rotation might be to a foreign office to provide a global perspective.
For managers being developed for executive roles, rotation to different functions in
the company is regular carried out.
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Some of the major benefits of job rotation are:
Assessment of the employees who have the potential and caliber for filling the
position
Plan:
This step includes a written breakdown of the work to be done because the
trainer and the trainee must understand that documentation is must and important for
the familiarity of work. A trainer who is aware of the work well is likely to do many
things and in the process might miss few things. Therefore, a structured analysis and
proper documentation ensures that all the points are covered in the training program.
The second step is to find out what the trainee knows and what training should
focus on.
Present:
In this step, trainer provides the synopsis of the job while presenting the
participants the different aspects of the work, When the trainer finished, the trainee
demonstrates how to do the job and why is that done in that specific manner. Trainee
actually demonstrates the procedure .while emphasizing the key points and safety
instructions.
Trial:
This step actually a kind of rehearsal step, in which trainee tries to perform
the work and the trainer is able to provide instant feedback. In this step, the focus is
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on improving the method of instruction because a trainer considers that any error if
occurring may he a function of training not the trainee. This step allows the trainee to
see the after effects of using an incorrect method. The trainer then helps the trainee
by questioning and guiding to identify the correct procedure.
Follow-up:
In this step, the trainer checks the trainee's job frequently after the training
program is over to prevent bad work habits from developing.
• Sensitivity Training
• Transactional Analysis
• Straight Lectures/lectures
Sensitivity Training:
The trainees become aware of the inadequacy of the old values. This can be
done when the trainee faces dilemma in which his old values is not able to provide
proper guidance.
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guidance and assume leadership Soon, the trainees are motivated to resolve the
uncertainly, Then, they try to form some hierarchy. Some try assuming leadership role
which may not be liked by other trainees Then, they started realizing that what they
desire to do and realize the alternative ways of dealing with the situation
Development of new values:
This step depends upon how much opportunity the trainees get to practice their
new behaviors and values at their work place.
Transactional Analysis:
Transactional Analysis provides trainees with a realistic and useful method for
analyzing and understanding the behavior of others. In every social interaction,
there is a motivation provided by one person and a reaction to that motivation given
by another person. This motivation-reaction relationship between two persons is
a transaction.
Child:
Parent:
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It is a collection of recordings in the brain of an individual of behaviors,
attitudes, and impulses imposed on her in her childhood from various sources such as,
social, parents,' friends, etc. The characteristics of this ego are to be overprotective
isolated, rigid, bossy, etc. Verbal clues that a person is operating from its parent states
are the use of words like, always, should, never, etc and non-verbal clues such as, -
raising eyebrows, pointing an accusing finger at somebody, etc.
Adult:
Straight Lecture:
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• Less expensive
• Can be reached large number of people at once
• Knowledge building exercise
• Less effective because lectures require long periods of trainee inactivity
TRAINING;
Four steps
• Prepare
• Present
• Practice
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• Test
Training:
The why – why analysis a systematic approach for probing reasons for an
equipment breakdown / failure. The continuous questioning of “WHY” at each stage
for each reason helps in zeroing down to the root cause. The root cause if found to be
that of related to skill the same is captured by the SDPT and suitable training program
is designed and delivered. The PACT pillar reports monthly the MIS to management
in which the number of why – why analysis made, number of repetitive stoppages
occurred. The why – why analysis is meant for fact – finding and not aimed at
faultfinding.
• Self learning
• Sales talk
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2.5.Training Process
Classroom instruction:
Each net speed leadership module begins with face to face group instruction
facilitated by a certified trainer. You may choose to have one of you may use on of
our certified trainers. Employing a stylish and powerfully designed electronic
presentation. Participant work nook and detailed facilitator, insightful small group
discussion, skills practice sessions and practical application. Participants return to
their jobs with relevant tools and an action plan to apply them right away.
4.RESEARCH METHODOLOGY
Training is a key factor in updating the skill levels of the employees. Due to
rapid changes in the present scenario the company needs to upgrade the skills of the
employees. Most of the situations while introducing new concepts and techniques
managers commonly overlooked on training modules. At ultra tech the technological
changes that are happening rapidly since its inception.
• To find out the awareness levels of the employees on training programs in the
org.
4.4.Hypothesis:
43
• Employee awareness on the training program influences employee positive
opinion towards the training & org.
The study is confined to permanent workmen of the Ultra Tech Cement Ltd,
Tadipatri, Anantapur, and therefore the findings may be generalized only to them.
4.6.Sampling Procedure:
Sample Unit:
Respondents have been selected from different wings of Andhra Pradesh
Cement Works.
Sample size:
Respondents are mostly selected from the Executive level.Sample size is limited
to 50 due to availability and the busy scheduled of the employees.
Sampling Method:
The Sampling Method used was Random Sampling.This Sampling Method was
used because of lack of time and lack of through knowledge about the Universe.
Likert Scale: - A statement with which the respondents show the amount of agreement
or disagreements. It is developed by utilizing the item analysis approach.Where in a
particular item is evaluated on the basis of how well it discriminates between those
persons whose total score is high and those whose score is low.
44
Chi-Square test:
2
Formula:- χ2=∑ (Oij-Eij) /Eij
Where ‘O’ is observed frequency and ‘E’ is expected frequency.
Chi-square test is done to know two attributes are associated or not.And it tests
“the goodness of fit “of the observed frequencies with the expected frequencies.
• Most of the employees are not willing to express their opinions due to the
limited time.
1. The training needs are identified according to the organizational analysis and task
analysis
Table – 5.1.1
strongly agree 10 20
agree 20 40
not decided 8 16
disagree 10 20
strongly disagree 2 4
45
45
40
40
35
30
25
20 20
20 16
15
10
4
5
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
Table – 5.1.2
strongly agree 5 10
agree 24 48
not decided 8 16
disagree 10 20
strongly disagree 3 6
46
60
48
50
40
30
20
20 16
10
10 6
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
From the above graphical representation 10% strongly agreed, 48% agreed
with idealness of the location and quality of training programs. Whereas 20%
disagreed and another 6% strongly disagreed.
From this analysis we can describe that maximum number of employees are
agreeing with the idealness of location and quality of training programmes.
Table – 5.1.3
strongly agree 10 20
agree 24 48
not decided 5 10
disagree 7 14
strongly disagree 4 8
47
60
48
50
40
30
20
20
14
10 8
10
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
The above information clearly that 68% of respondents agree that measuring
and monitoring process of job content in this organization is effective. 14% disagree
and 8% strongly disagree.
4.The present performance appraisal system & merit rating system assess traning
needs effectively
Table – 5.1.4
strongly agree 8 16
agree 20 40
not decided 7 14
disagree 10 20
strongly disagree 5 10
48
45
40
40
35
30
25
20
20 16
14
15
10
10
5
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
The above graph shows that 40% of the respondents normally agree with the
statement. 16% of them strongly agree and 20% of the respondents disagree where as
10% strongly disagree.
5.Every one in the org is informed about the programs that are conducted
Table – 5.1.5
strongly agree 10 20
agree 16 32
not decided 6 12
disagree 10 20
strongly disagree 8 16
49
35 32
30
25
20 20
20
16
15 12
10
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
Table – 5.1.6
strongly agree 10 20
agree 25 50
not decided 7 14
disagree 6 12
strongly disagree 2 4
50
60
50
50
40
30
20
20
14
12
10 4
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
From the response received from the survey most of the respondents are
agreeing that training process objective is clear. Because the graph shows 20% the
respondents are strongly agreeing with the statement and 50% are agreeing but only
4% is strongly disagree
Table – 5.1.7
strongly agree 11 22
agree 30 60
not decided 1 2
disagree 6 12
strongly disagree 2 4
51
70
60
60
50
40
30
22
20
12
10 4
2
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
Table – 5.1.8
strongly agree 9 18
agree 19 38
not decided 5 10
disagree 13 26
strongly disagree 4 8
52
40 38
35
30 26
25
20 18
15
10
10 8
5
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
From the survey out of 50 respondents 38% of the respondents agreed that
implementing of off the job training programs in the organization is effective, 18%
strongly agree and 26% more disagree and only 8% strongly disagree with the
statement.
Table – 5.1.9
strongly agree 10 20
agree 16 32
not decided 12 24
disagree 8 16
strongly disagree 4 8
53
35 32
30
24
25
20
20
16
15
10 8
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
10.T&D classes are helpful to perform the new responsibilities and duties
Table – 5.1.10
strongly agree 8 16
agree 13 26
not decided 12 24
disagree 11 22
strongly disagree 6 12
54
30
26
24
25 22
20
16
15 12
10
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
For this statement (training and development classes are helpful to perform the
new responsibilities and duties) 26% of the employees agree 16% strongly agreed and
12% strongly disagreed.
From the analysis it can be understood training and development classes are
helpful to perform new responsibilities and duties.
Table – 5.1.11
strongly agree 12 24
agree 26 52
not decided 2 4
disagree 7 14
strongly disagree 3 6
55
60
52
50
40
30 24
20
14
10 6
4
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
The above information shows that maximum number of employees 52% are
satisfied in regarding the statement (Online training programs are available in the org)
24% strongly agreed and 14% disagreed. Remaining 6% strongly disagreed.
Table – 5.1.12
strongly agree 6 12
agree 20 40
not decided 4 8
disagree 15 30
strongly disagree 5 10
56
45
40
40
35
30
30
25
20
15 12
10
10 8
5
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
The above information shows that maximum number of employees 40% are
satisfied in regarding the statement (your feedback after the training program is
valued by the management) 12% strongly agreed and 30% disagreed. Remaining 10%
strongly disagreed.
Table – 5.1.13
strongly agree 10 20
agree 22 44
not decided 8 16
disagree 7 14
strongly disagree 3 6
57
50
44
45
40
35
30
25
20
20 16
14
15
10 6
5
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
The above analysis shows that 44% agreed and 20% strongly agreed. Hence it
quite clear that the job requirement factor influences the respondents to participate in
the training program
Table – 5.1.14
strongly agree 18 36
agree 17 34
not decided 2 4
disagree 12 24
strongly disagree 1 2
58
40
36
34
35
30
24
25
20
15
10
4
5 2
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
From the above table we can say that 34% employees agreed 36% strongly
agreed and 24% disagreed and 2% strongly disagreed.
The analysis shows that maximum number of employees is satisfied with the
appropriateness of the training courses to job need.
Table – 5.1.15
coaching 10 20
lecture 13 26
seminar 15 30
job rotation 12 24
59
35
30
30
26
24
25
20
20
15
10
0
coaching lecture seminar job rotation
Interpretation:
From the above table 20% of the employees said that coaching method
followed while training, 30% of the employees said that seminar method followed
while training,
Table – 5.1.16
monthly 22 44
quarterly 11 22
half yearly 14 28
annually 3 6
60
50
44
45
40
35
30 28
25 22
20
15
10 6
5
0
monthly quarterly half yearly annually
Interpretation:
From the above table 44% of the employees said that the training is conducted
monthly,22% of the employees said that the training is conducted quarterly. From this
table we can analyze that the organization will conduct the training programs
monthly.
Table – 5.1.17
strongly agree 12 24
agree 19 38
not decided 7 14
disagree 9 18
strongly disagree 3 6
61
40 38
35
30
24
25
20 18
14
15
10
6
5
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
Table – 5.1.18
strongly agree 13 26
agree 21 42
not decided 4 8
disagree 8 16
strongly disagree 4 8
62
45 42
40
35
30 26
25
20 16
15
10 8 8
5
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
19. The T & D program decrease stress, tension, frustration & conflict among the
employees
Table – 5.1.19
strongly agree 4 8
agree 13 26
not decided 15 30
disagree 10 20
strongly disagree 8 16
63
35
30
30
26
25
20
20
16
15
10 8
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
For this statement (The T & D program decrease stress, tension, frustration &
conflict among the employees) 26% of the employees agree 8% strongly agreed and
20% strongly disagreed.
20.Do you feel T & D program improve relationship between workers and
management
Table – 5.1.20
strongly agree 10 20
agree 20 40
not decided 9 18
disagree 6 12
strongly disagree 5 10
64
45
40
40
35
30
25
20
20 18
15 12
10
10
5
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
From the above table maximum no. of employees 40% feel that T & D
program improve relationship between workers and management , 20% strongly
agree, 12% disagree and 10% strongly disagree related to the statement.
Table – 5.1.21
strongly agree 12 24
agree 18 36
not decided 5 10
disagree 9 18
strongly disagree 6 12
65
40
36
35
30
24
25
20 18
15 12
10
10
5
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
Table – 5.1.22
strongly agree 13 26
agree 20 40
not decided 6 12
disagree 10 20
strongly disagree 1 2
66
45
40
40
35
30 26
25
20
20
15 12
10
5 2
0
strongly agree not disagree strongly
agree decided disagree
Interpretation:
From the above table 40% of the employees feel that T & D program helps to
handle additional work, 26% strongly agree,20% disagree,2% of the employees are
strongly disagree to the above statement.
5.2.1. Hypothesis –I
Agree 20 14 34
Disagree 5 11 16
Total 25 25 50
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sawarenes
EXPECTED FREQUENCY(E):-
2
χ2=∑ (Oij-Eij) /Eij
OBSERVED FREQUENCY(O):-
Employee Motivation
Agree Disagree Total
Agree 18 9 27
Disagree 58 15 23
68
Effective Implementation
Total 26 24 50
EXPECTED FREQUENCY(E):-
Employee Motivation
Effective Implementation
2
χ2=∑ (Oij-Eij) /Eij
O E O-E (O-E)^2 (O-E)^2/E
18 14.04 3.96 15.68 1.116
9 12.96 3.96 15.68 1.209
8 11.96 3.96 15.68 1.311
15 11.04 3.96 15.68 1.420
Total 5.056
6. SUMMARY OF FINDINGS
• 58 % of the employees are completely satisfied with the location & quality of
training programs and facilities are ideal, 16 % of the employees are
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moderately satisfied, 26 % of the employees are completely dissatisfied about
the quality of the training programs.
• 46 % of the employees feel that the T & D classes are more helpful to perform
new responsibilities and duties, 24 % of the employees feel that the T & D
classes
• 76 % of the employees said that the online training programs are available in
the org,20 % of the employees said that the online programs are not available
in the org, 4% of the employees having no idea about the online programs.
• 22 % of the employees said that the training programs will be conducted once
in a month.6% of the employees said that the training programs will be
conducted once in a year.
• 72% of the employees feel that the training programs are helpful for carrier
development,16 % of the employees feel that the training programs are not
helpful for carrier development, 2 % of the employees having no idea .
• 58 % of the employees feel that the effective training programs will change
the behavior of the employees,18 % of the employees having no idea,24 %
employees feel that the effective training programs will not change the
behavior of the employees.
• 60 % of the employees feel that the T & D programs improve the relationships
between workers & management,22 % of the employees feel that the T & D
programs may not be improve the relationships between workers &
management.
7. SUMMARY OF SUGGESTIONS
70
It is suggested by the employees that sufficient time/duration for certain
programme should be increased, as employees feel, the duration is very less
for certain programme.
concentration should be given on measuring Training effectiveness and adopt
sophisticated techniques to identify the needs of training which helps in
knowing employees requirements
Training centre should conduct brainstorming sessions with the managers to
identify specific training needs that they can impart it to their sub-ordinates.
Training Program should be conducted in such a way that the effectiveness in
improving quality of work should be of great extent to all the employees,
which increases the quality of products.
All the information regarding training Programme/Courses should reach every
employee in a systemic way.
The employees should not get transferred often from one job to another job
after acquiring sufficient knowledge in their relevant work.
The personnel department should analyze training feed back regularly from
the employees and take remedial measures to improve the same.
Outside training should be considered rather attending inside the factory
atmosphere, which lacks interest in the employees.
The personal department should give high importance to the training by
introducing new Methods/Techniques.
All the employees should be given computer based trainings related to their
work as well as in general to cope with the present scenario.
Training should be made compulsory to all the employees of the Organization.
A1.Annexure –I
71
A study on Training & Development in Ultra Tech Cement Ltd
Name :
Age :
Sex :
Designation :
Questionnaire
1.The training needs are identified according to the organizational analysis and task
analysis
4.The present performance appraisal system & merit rating system assess training
needs effectively
5.Every one in the org is informed about the programs that are conducted
72
a)Strongly agree b)agree c)not decided d)disagree e)strongly disagree
10.T&D classes are helpful to perform the new responsibilities and duties
73
19.The T & D program decrease stress,tension,frustration & conflict among the
employees
20.Do you feel T & D program improve relationship between workers and
management
74
A2.Annexure –II
BIBLIOGRAPHY:
Books:
Web Sites:
1. www.wikipedia.org
3. www.citehr.com
4. www.mbaguys.net
5. www.adityabirla.com
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