SUMMER TRAINING PROJECT REPORT

ON
“A STUDY ON TRAINING AND DEVELOPMENT IN MARUTI
SUZUKI”

SUBMITTED BY
UTKARSH SRIVASTAVA
ROLL No: - 2005170700075

UNDER GUIDEANCE OF
Mr. DEVENDAR KUMAR GUPTA
Assistance Professor

In partial fulfillment for the award for degree of

MASTER OF BUSINESS ADMINISTRATION 2021-

2022

OF

Dr. APJ ABDUL KALAM TECHNICAL UNIVERSITY, LUCKNOW

KIPM- COLLEGE OF MANAGEMENT,

Sector-9,GIDA GORAKHPUR (UP)
 DECLARATION

I under signed, hereby declare that the p r o j e c t titled "A STUDY ON

TRAINING AND DEVELOPMENT IN MARUTI SUZUKI"
Submitted in partial fulfillment for the award of Degree of Master of
Business Administration of Dr. A P J Abdul Kalam Technical
University is a bonafide record of work done by me under the
guidance of Mr. Devendar Kumar Gupta (Assistant Professor) MBA
of KIPM College Of Management. This report has not previously
formed the basis for the award of any degree. diploma or similar title
of any University.

DATE: UTKARSH SRIVASTAVA

 ACKNOWLEDGEMENT

I would like to pay my sincere thanks to Dr. Jaibeer Pratap Singh head of
the department of MBA KIPM - College of Management GIDA for providing
me such a marvelous opportunity for doing the project report, and I escalate
a heart felt regards to our Diretor sir Dr. Deepak Kumar Srivastava for
giving me essential hands in concluding this work.
This report is based on “A STUDY ON TRAINING AND DEVELOPMENT IN
MARUTI SUZUKI”

I pay my heartiest thanks to my project guide Mr. Devendar Kumar Gupta

& and other faculty member whom I always found supporting me at times
when I was in trouble. He is very supporting and helping without him I
would not have complete my project report successfully.

I express my deep regards to my family esp. my beloved Parents, relatives,

friends & classmates for boosting up my morale at the times of disparity and
I am also thankful for my clients and the people whom I have surveyed ,for
their cooperation and the trust they have shown in me.

I would also like to thank all those who directly or Indirectly helped me in
the completion of my project work. Last but not the least I thank GOD for
being with me all the time, throughout completion of the given task.

DATE:

PLACE: UTKARSH SRIVASTAVA

 PREFACE

It was a pleasurable experience for me to work on this project

report “A STUDY ON TRAINING AND DEVELOPMENT IN MARUTI

SUZUKI ” It has not only helped me to enhance my knowledge about

various strategies followed by the company but also reviewed my
knowledge about training & job opportunities for the management
students.

In this project report every possible effort has been made to

highlight the major aspects related to the topic by a comprehensive
study of literature and by survey information.

To make it easier different tabular and diagrammatic approach

has been used which help in understanding the theme. It gives brands,
a market image as well as depicts phase of their life cycle to understand
the company value in a better way.

Survey report and secondary data are an important document

and contains information that can be used to find out what are the
findings of the research. I have tried my best to explore the truth in my
project reality regarding the survey and understanding practical way of
working.
 TABLE OF CONTENT

Sr.No Content Page No.

1. Executive Summary 1
2. Introduction 4
3. Review Of Literature 15
4. Objective Of The Study 19
5. Scope Of The Study 21
6. Company Profile 23
7. Research Methodology 74
8. Findings 76

9. Conclusion 78

10. Suggestion And Recommendation 81

11. Limitation 83

12. Bibliography 86
Executive Summary

1
 Executive Summary
The essential elements in any commercial enterprise are materials, equipment and

human resource. Training allied to the other human resource specializations within

management, ensures a pool of manpower of the required level of expertise at the

right time.

MARUTI SUZUKI understands it very well and trains its employees accordingly

so that they are always ahead of their competitors. In our study we have tried to

understand the methods adopted by MARUTI SUZUKI for training its employees

and evaluate their effectiveness.

This is an attempt to know how the theories can be applied to practical situation.

As a student of MBA, it is part of study for everyone to undergo RESEARCH at

some good institute or organisation. So for this purpose, I got the opportunity of

summer training at Maruti Suzuki Nexa. In the first path of the report, the general

information of the company has been collected. Information is gathered through

the primary and secondary source as well. In the second part of the report, contains

the specialised subject study. Objective of the project is to understand the

effectiveness of marketing strategies on sales. Goals indicate what a business unit

wants to achieve. Strategy is the action plan for getting the goals. Every business

must design a strategy for achieving its goals, consisting of a marketing strategy,

and a compatible technology strategy and sourcing strategy. Marketing strategy is

a process that can allow an organisation to concentrate its limited resources on the

greatest opportunities to increase sales and achieve a sustainable competitive

advantage. A marketing strategy should be centred on the key concept that

customer is the main goal . Over a period of more than two decades the Indian

Automobile industry has been driving its own growth through phases. The entry of

Suzuki Corporation in Indian passenger car manufacturing is often pointed as the

first sign of India turning to a market economy. Since then the automobile sector

witnessed rapid growth year after year. By late-90's the industry reached self

reliance in engine and component manufacturing from the status of large scale

importer. With comparatively higher rate of economic growth rate index against

that of great global powers, India has become a hub of domestic and exports

business. The automobile sector has been contributing its share to the shining

economic performance of India in the recent years. With the Indian middle class

earning higher per capita income, more people are ready to own private vehicles

including cars and two-wheelers. Product movements and manned services have

boosted in the sales of medium and sized commercial vehicles for passenger and

goods transport. Side by side with fresh vehicle sales growth, the automotive

components sector has witnessed big growth. The domestic auto components

consumption has crossed rupees 9000 crores and an export of one half size of this

figure
Introduction
 Introduction
Every organization needs to have experienced and well-trained employees to

perform the activities. Rapid changes in the environment have not only made the

jobs more complex but have also created increased pressures for the organizations

to re-adapt the products and services offered to compete in this fast changing

world. Therefore, in a rapidly changing society training is an activity, which is

must for maintaining a viable and knowledgeable work force.

Success of any training programme largely depends upon proper identification of

training needs. Training needs are felt by the managers when they

discover/perceive deviation between standard performance and actual performance

of its employees. It is not that only workers need training. Simultaneously

supervisors, managers and executives need to be trained and developed to grow

and acquire maturity of thought and action. Many organizations invest

considerable resources in training and development but never really examine how

and where this can most effectively promote organizational objectives and

individual growth. The failure to analyze training needs within the organization

will lead to lesser of benefits and huge investment in the training programme of the

institute. Hence it would be pertinent to analyze training needs first and then

impart training accordingly.

Training is a long term investment in HR using the equation given below:

 Performance = ability x motivation

Training can have an impact on both these factors. It can heighten the skills and

abilities of the employees and their motivation by increasing their sense of

commitment and encouraging them to develop and use new skills.

Specifically, the need for training arises due to the following reasons:-

1. To match the employee specification with the job requirements

and organizational needs: -

Management finds deviations employee‟s present specifications and the

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

developing and molding the employer‟s skill, knowledge, attitude, behavior etc .to

the tune of job requirements and organizational needs.

2. Organizational Viability and the Transformation Process:-

The primary goal of most of the organization is that their viability is continuously

influenced by environmental pressure. If the organization does not adapt itself to

the changing factors in the environment, it will lose its market share. If the

organization does not adapt to these changes, first it has to train the employees, it
will lose its market share, skills, knowledge in order to enable them to contribute to

organizational efficiency and to cope with the changing environment.

Technological advances:-

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

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

technology means and methods will not be complete until they are manned by the

employees possessing skills to operate them .So, the organization should train the

employees to enrich them in the areas of changing technical skills and knowledge

from time to time.

4. Organizational Complexity:-

With the employee of increased mechanization and automation, manufacturing of

multiple products and by the products or dealing in services of diversified lines,

extension of operations to the various regions of the country or in overseas

countries, organization of most of the companies has become very complex.

This creates the complex problems of co-ordination and integration of activities

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

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

requirements of growth, diversification and expansion.

5. Human relations:-

Trends in approach towards personnel management has changed from commodity

approach to the partnership approach, crossing the human relations approach. So

toady, management of the most of the organizations has to maintain human

relations besides maintaining sound relations although hitherto the managers are

accustomed to deal with the workers accordingly .So, training in human relations is

necessary to deal with the human problems (including with the alienation

,interpersonal ,and group conflicts.) and to maintain human relations .etc.

6. Change in job assignment:-

Training is also necessary with the existing employee is promoted to the higher

level in the organization and when there is some new job or occupation due to

transfer. Training is also necessary to equip old employees with the advanced

disciplines, techniques and technology.

The need for training also arises to:

 Increase productivity
 Improve the quality of the product.
 Help a company to fulfill its future personnel needs.
 Improve organizational climate.
 Improve health and safety.
  Prevent obsolescence.
 Effect personal growth.
 Minimize the resistance to change.
 To act as a mentor.

Mentoring as a Training tool:

Mentoring or counseling dates back to human civilization .It found it roots in India

in the traditional guru-sishya relationship. Most progressive organizations today

look-upon mentoring as a management tool to encourage development of

individuals and teams. The mentor must chalk out to plan to listen, coach and

counsel his mentees. The individual plan must be integrated to the corporate plan.

But there has to be an individual effort on the part of the manager to make it work.
Top Ten Players in Indian Automobile Sector

India are at their highest levels. The leaders of the Indian automobile sector, such

as Tata Motors, Maruti and Mahindra and Mahindra are leading the exports to

Europe, Middle East and African and Asian markets. The Ministry of Heavy

Industries has released the Automotive Plan 2006-2016, with the motive of making

India the most popular manufacturing hub for automobiles and its components in

Asia. The plan focuses on the removal of all the bottlenecks that are inhibiting its

growth in the domestic as well as international arena.The domestic players as well

as the foreign players dominate the Indian automobile sector. The key players

contributing to the growth of the sector are discussed below.

Maruti Suzuki India

Hero Motors Limited

Tata Group

Bajaj Auto Limited

Mahindra Group

Ashok Leyland

Yamaha Motor India

Hyundai Motors India Limited

Maruti Suzuki Kirloskar Motor Private

Limited Honda Siel Cars India Limited

Top Ten Players in Indian Automobile Sector

Industry profile

Origin and development of the industry.

The automotive industry in India is one of the largest in the world and one of the

fastest growing globally. India's passenger car and commercial vehicle

manufacturing industry is the sixth largest in the world, with an annual production

of more than 3.9 million units in 2011. According to recent reports, India overtook

Brazil and became the sixth largest passenger vehicle producer in the

world (beating such old and new auto makers as Belgium, United Kingdom, Italy,

Canada, Mexico, Russia, Spain, France, Brazil), growing 16 to 18 per cent to sell

around three million units in the course of 2011-12. In 2009, India emerged as

Asia's fourth largest exporter of passenger cars, behind Japan, South Korea, and

Thailand.[3] In 2010, India beat Thailand to become Asia's third largest exporter of

passenger cars. As of 2010, India is home to 40 million passenger vehicles. More

than 3.7 million automotive vehicles were produced in India in 2010 (an increase

of 33.9%), making the country the second (after China) fastest growing automobile

market in the world. According to the Society of Indian Automobile

Manufacturers, annual vehicle sales are projected to increase to 5 million by 2015

and more than 9 million by 2020.[6] By 2050, the country is expected to top the
world in car volumes with approximately 611 million vehicles on the nation's

roads.

The majority of India's car manufacturing industry is based around three clusters in

the south, west and north. The southern cluster consisting

of Chennai and Bangalore is the biggest with 35% of the revenue share. The

western hub near Mumbai and Pune contributes to 33% of the market and the

northern cluster around the National Capital Region contributes 32%. Chennai, is

also referred to as the "Detroit of India" with the India operations of

Ford, Hyundai, Renault, Mitsubishi, Nissan, BMW, Hindustan

Motors, Daimler, Caparo, and PSA Peugeot Citroën is about to begin their

operations by 2014. Chennai accounts for 60% of the country's automotive exports.

Gurgaon and Manesar in Haryana form the northern cluster where the country's

largest car manufacturer, Maruti Suzuki, is based. The Chakan corridor

near Pune, Maharashtra is the western cluster with companies like General

Motors, Volkswagen, Skoda, Mahindra and Mahindra, Tata Motors, Mercedes

Benz, Land Rover, Fiat and Force Motors having assembly plants in the

area. Aurangabad with Audi, Skoda and Volkswagen also forms part of the

western cluster. Another emerging cluster is in the state of Gujarat with

manufacturing facility of General Motors in Halol and further planned for Tata

Nano at Sanand. Ford, Maruti Suzuki and Peugeot-Citroen plants are also set to
come up in Gujarat. Kolkatta with Hindustan Motors, Noida with Honda and

Bangalore with Toyota are some of the other automotive manufacturing regions

around the country.

Future Plans of maruti

On May 11, 2011, Maruti announced its plans to design new car models at its

Rohtak Plant in India. The new car models will be crafted for the next four years

for the Indian and International Market. Maruti is experimenting with new car

models in an effort to stay ahead of its competition and will be responsible for 25

per cent of Suzuki, its parent company‟s, revenues. In the financial year 2010-2011

Maruti Suzuki reported a net sales figure of 37,522 crore rupees. Maruti will invest

in a new plant in Gujarat which will produce 6 million units a year which is being

done in an effort to make the company the leader in the car market. The company

is having a look at different plants as shown by the Government of India. In

another effort, Maruti will introduce four new cars in the Indian market: The mass-

market hatchback, a utility vehicle, a new and improved Swift, and a unique SX4.

The company plans to release the design of the YE3, the hatchback by June-July

2011 while the car will actually be shown in the Auto Expo 2012. The company

plans to design the YE3 without any involvement of Suzuki which is a major feat

since most of its cars have been designed in collaboration with Suzuki in the past.
The YE3 will be a four-door, four seat hatchback and will be available in a 600-

800cc engine and a five speed manual transmission. The company also plans to

launch the Maruti R3 under a different name. The Maruti R3 is a Multi-Utility

Vehicle that will come in a Rs. 7 lakhs – Rs. 9 lakhs ex-showroom price and is a

six-seater compact van strapped with three rows of seats and rear-hinged rear

doors. The car will come in both 1.2 litre K-Series engines and a 1.6 litre Variable

Valve Timing engine, each of which have been present in the popular models of

Swift and SX4. The R3 will compare to an Innova. The company plans to sell it in

emerging markets. It will be showcased in the Auto Expo 2012. The company

plans to get a diesel engine for the car from Volkswagen. The third new model of

Maruti, the new Swift will be launched by July 2011 will a 1.3 litre multi-jet diesel

engine and a 1.2 litre K-Series engine. The new Swift fall in the Rs. 3.5 - 5.5 lakhs

bracket depending on the model and approximately 17,000 units will be produced

each year. Along with coming up with new cars and new plants, Maruti is also

expanding its transportation capacity. The company has forged partnerships for this

with the Adani group to set up a mega car terminal at the Mundra port.
Review Of Literature
 Review of Literature

According to the Michel Armstrong, “Training is systematic development of the

knowledge, skills and attitudes required by an individual to perform adequately a

given task or job”. (Source: A Handbook of Human Resource Management

Practice, Kogan Page, 8th Ed.,2001) According to the Edwin B Flippo, “Training

is the act of increasing knowledge and skills of an employee for doing a particular

job.” (Source: Personnel Management, McGraw Hill; 6th Edition, 1984) The term

„training‟ indicates the process involved in improving the aptitudes, skills and

abilities of the employees to perform specific jobs. Training helps in updating old

talents and developing new ones. „Successful candidates placed on the jobs need

training to perform their duties effectively‟. (Source: Aswathappa, K. Human

resource and Personnel Management, New Delhi: Tata Mcgraw-Hill Publishing

CompanyLimited,2000, p.189) The principal objective of training is to make sure

the availability of a skilled and willing workforce to the organization. In addition

to that, there are four other objectives: Individual, Organizational, Functional, and

Social. • Individual Objectives –

These objectives are helpful to employees in achieving their personal goals, which

in turn, enhances the individual contribution to the organization.

• Organizational Objectives – Organizational objectives assists the organization

with its primary objective by bringing individual effectiveness.

• Functional Objectives – Functional objectives are maintaining the department‟s

contribution at a level suitable to the organization‟s needs.

• Social Objectives – Social objectives ensures that the organization is ethically

and socially responsible to the needs and challenges of the society. Further, the

additional objectives are as follows:

• To prepare the employees both new and old to meet the present as well as

the changing requirements of the job and the organization.

• To prevent obsolescence. •

• To impart the basic knowledge and skill in the new entrants that they need

for an intelligent performance of a definite job.

• To prepare the employees for higher level tasks.

• To assist the employees to function more effectively in their present

positions by exposing them to the latest concepts, information and

techniques and developing the skills they will need in their particular fields.

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

more responsible positions.

• To ensure smooth and efficient working of the departments.

• To ensure economical output of required quality.

Development is a process that leads to qualitative as well as quantitative

advancements in the organization, especially at the managerial level, it is less

considered with physical skills and is more concerned with knowledge, values,

attitudes and behaviour in addition to specific skills. Hence, development can

be said as a continuous process whereas training has specific areas and

objectives. So, every organization needs to study the role, importance and

advantages of training and its positive impact on development for the growth of

the organization. Quality of work life is a process in which the organization

recognizes their responsibility for excellence of organizational performance as

well as employee skills. Training implies constructive development in such

organizational motives for optimum enhancement of quality of work life of the

employees. These types of training and development programs help in

improving the employee behaviour and attitude towards the job and also uplift

their morale. Thus, employee training and development programs are important

aspects which are needed to be studied and focused on. This paper focuses and

analyses the literature findings on importance of training and development and

its relation with the employees‟ quality of work life .

Objective of the Study
 Objective of the Study

The object of report is not only to focus on competitors but also to get the

competitive position in the national as well as international market through

customer satisfaction. These are as follows.

 To discover and translate the needs and desire of customer into products and

services so as to create the demand of the product (through planning and

producing planned product).

 To serve the customer through channel of distribution.

 To face the keen competition.

 To know about the marketing strategies used by Maruti Suzuki..

 To know about the marketing strategies of the competitors of Maruti Suzuki

 To find out the market share of Maruti Suzuki.

 To know where Toyota stands as far as the BCG –matrix models concerned.
Scope of the Study
 Scope of the Study

The focus of our study will be on all the employees and the training methods

adopted for them excluding the top level executives. Although we wanted to cover

top level executives also but that was not possible because of less time and non-

availability of top executives. We will study the training methods adopted for

middle level managers, junior level managers and supervisors.

Company Profile
 Company Profile

Maruti Suzuki is one of India's leading automobile manufacturers and the market

leader in the car segment, both in terms of volume of vehicles sold and revenue

earned. Until recently, 18.28% of the company was owned by the Indian

government, and 54.2% by Suzuki of Japan. The Indian government held an initial

public offering of 25% of the company in June 2003. As of May 10, 2007, Govt. of

India sold its complete share to Indian financial institutions. With this, Govt. of

India no longer has stake in Maruti Udyog.

Maruti Udyog Limited (MUL) was established in February 1981, though the actual

production commenced in 1983. Through 2004, Maruti has produced over 5

Million vehicles. Marutis are sold in India and various several other countries,
depending upon export orders. Cars similar to Marutis (but not manufactured by

Maruti Udyog) are sold by Suzuki in Pakistan and other South Asian countries.

The company annually exports more than 30,000 cars and has an extremely large

domestic market in India selling over 500,000 cars annually. Maruti 800, till 2004,

was the India's largest selling compact car ever since it was launched in 1983.

More than a million units of this car have been sold worldwide so far. Currently,

Maruti Alto tops the sales charts.

Due to the large number of Maruti 800s sold in the Indian market, the term

"Maruti" is commonly used to refer to this compact car model. Till recently the

term "Maruti", in popular Indian culture, was associated to the Maruti 800 model.

Maruti Suzuki India Limited, a subsidiary of Suzuki Motor Corporation of Japan,

has been the leader of the Indian car market for over two decades.

Its manufacturing facilities are located at two facilities Gurgaon and Manesar south

of New Delhi. Maruti‟s Gurgaon facility has an installed capacity of 350,000 units

per annum. The Manesar facilities, launched in February 2007 comprise a vehicle

assembly plant with a capacity of 100,000 units per year and a Diesel Engine plant

with an annual capacity of 100,000 engines and transmissions. Manesar and

Gurgaon facilities have a combined capability to produce over 700,000 units

annually.

More than half the cars sold in India are Maruti cars. The company is a subsidiary

of Suzuki Motor Corporation, Japan, which owns 54.2 per cent of Maruti. The rest

is owned by the public and financial institutions. It is listed on the Bombay Stock

Exchange and National Stock Exchange in India.During 2006-07, Maruti Suzuki

sold about 675,000 cars, of which 39,000 were exported. In all, over six million

Maruti cars are on Indian roads since the first car was rolled out on December 14,

1983.

Maruti Suzuki offers 10 models, ranging from the people‟s car, Maruti 800,

for less than Rs 200,000 ($ 5000) ex-showroom to the premium sedan SX 4 and

luxury SUV, Grand Vitara.

Suzuki Motor Corporation, the parent company, is a global leader in mini and

compact cars for three decades. Suzuki‟s technical superiority lies in its ability to

pack power and performance into a compact, lightweight engine that is clean and

fuel efficient.
Maruti is clearly an “employer of choice” for automotive engineers and young

managers from across the country. Nearly 75,000 people are employed directly by

Maruti and its partners.

The company vouches for customer satisfaction. For its sincere efforts it has been

rated (by customers) first in customer satisfaction among all car makers in India

for seven years in a row in annual survey by J D Power Asia Pacific.

Maruti Suzuki was born as a government company, with Suzuki as a minor

partner, to make a people‟s car for middle class India. Over the years, the product

range has widened, ownership has changed hands and the customer has evolved.

What remains unchanged, then and now, is Maruti‟s mission to motorize India.

(1) Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act
of Parliament, to meet the growing demand of a personal mode of transport caused
by the lack of an efficient public transport system.

(2) Suzuki Motor Company was chosen from seven prospective

partners worldwide. This was due not only to their undisputed leadership in
small cars but also to their commitment to
actively bring to MUL contemporary technology and Japanese management
practices (which had catapulted Japan over USA to the status of the top auto
manufacturing country in the world).
(3) A licence and a Joint Venture agreement was signed between Govt of India
and Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in Oct
1982.

The objectives of MUL then were:

 Modernization of the Indian Automobile Industry.

 Production of fuel-efficient vehicles to conserve scarce resources.

Production of large number of motor vehicles which was necessary for

economic growth.
Maruti Suzuki India Limited

Type Public

Traded as BSE: 532500

NSE: MARUTI
BSE SENSEX Constituent

Industry Automotive

Predecessor(s) Maruti Udyog Limited

Founded 1981

Headquarters New Delhi, India[1]

Key people Shinzo Nakanishi

(CEO & MD)

Products Automobiles

Revenue 37,522 crore (US$6.79 billion)(2010-11)[2]

Net income 2,288 crore (US$414.13 million)(2010-11)[2]

Employees 6,903 (2011)[3]

Parent Suzuki Motor Corporation

Website www.marutisuzuki.com
Snapshot

Incorporated February 1981

Joint Venture Agreement October 1982

54.2% Suzuki, Japan, balance with Other Financial

Equity Structure
Institution and Public

Sales (No of Cars) Financial

year 674, 924 including 39,295 exports.
2006-07

Sales (Net of Excise)

INR 152.5 Billion , Yen 423.675 Billion ,
Financial year
$ 3.499 Billion *
2006-07

Profit After
Tax Financial INR 15.62 Billion, Yen 42.22 Billion , $ 358.34 Million *
year 2006-07

Employee Strength 4993 of Financial year 2006-07

Facilities Gurgaon: 3 vehicle assembly plants

Manesar: 1 vehicle assembly plant
Head Office in New Delhi, India
Regional offices: 16

Diesel Powertrain Plant
Suzuki Powertrain India Limited (SPIL), Joint Venture
between Suzuki Motor Coroporation 70% Equity the rest
is with Maruti Suzuki India Limited.
Global hub for Diesel engines and transmissions for
Suzuki worldwide.

Joint Venture 15 Joint Venture companies, including Suzuki Powertrain

India Limited for component supply.

Subsidiary Companies True Value: for sale and purchase of preowned cars
Maruti Insurance: for insurance of Maruti vehicles (four
companies)
Maruti Finance: for financing Maruti vehicles

Product Portfolio 10 models with around 100 variants including:

 Maruti 800 Omni
Alto WagonR
Swift Zen
Gypsy Esteem
Versa SX4
Grand Vitara

Proposed Investments till INR 9000 Crores i.e. INR 90 Billion, Yen 257 Billion
2010 ( 1Yen = 0.35 Rs), $ 2.25 Billion (1 $ = Rs 40) *

Network Reach Sales 398 Outlets covering 228 cities

Financial year Service 2421 workshops covering 1193 cities
2006-07 Pre-owned Car Sales 242 dealers covering 148 cities

* $ at the rate INR 43.59.

* Yen at the rate INR 0.37.

Growth, development & present status of the organization

Our Vision
Our core values

1) Customer obsession.

2) Fast, Flexible and First mover.

3) Innovation and creativity.

4) Networking and partnership.

5) Openness and learning.

Technological Advantage

1) We have to introduced the superior 16 * 4 hypertech engines across the entire

Maruti Suzuki range. This new technology harnesses the power of a brainy 16-

bit computer to a fuel-efficient 4-value engine to create a optimum engine

delivery. This means every Maruti Suzuki owner gets the ideal combination of

power and performance from his car.

2) Our other innovation has been the introduced of electronic power

steering(EPS) in select models. This result in better and greater

maneuverability. In other words our cars have become even more pleasurable

to drive.
Production /R & D

Spread over a sprawling 297 acres with 3 fully-integrated production

facilities, the Maruti Udyog Plant has already rolled
out over 4.3 million vehicles. In fact, on an average, two vehicles roll
out of the factory every minute. And it takes on an average, just 14 hours
to make a car. More importantly, with an incredible range of 11 models
available in 50 variants, there's a Maruti Suzuki made here to fit every
car-buyer's budget. And dream. PRODUCTION MILESTONES

1. 1st vehicle produced, December 1983

2. 1,00,000 vehicles produced by August, 1986

3. 5,00,000 vehicles produced by June, 1990

4. 1st vehicle produced, December 1983

5. 1 ,00,000 vehicles produced by August, 1986

6. 5,00,000 vehicles produced by June, 1990

7. 10,00,000 vehicles produced by March, 1994

8. 15,00,000 vehicles produced by April, 1992

9. 20,00,000 vehicles produced by October, 1997

10. 25,00,000 vehicles produced by March, 1999

11. 30,00,000 vehicles produced by June, 2000

12. 35,00,000 vehicles produced by December 2001

13. 40,00,000 vehicles produced by April, 2003

14. 45,00,000 vehicles produced by April, 2004

TRAINING AT MARUTI SUZUKI INDIA LTD.

All the employees of MARUTI SUZUKI LTD. (irrespective of their department)

are given training, covering the following contents:-

1. Team building

2. Business Communication

3. Corporate and business etiquettes

4. Interview

5. 7 QC tools (Quality tools in management)

6. world class

7. Statistics process control

8. logistic process control

9. Risk management

10.Information security awareness

11.Internal customer centric approach

12.Leadership

13.Finance for non-finance people

14.Yoga

Training programmers are conducted according to the needs of different

departments and this is just a small list of areas covered under training.
MILESTONES

2005

 The fiftieth lakh car rolls out in April, 2005

 Growth in overall sales by 15.8%
2004

 New (non A/C) variant of Alto

 Alto becomes India's new bestselling car
 LPG variant of 'Omni Cargo'
 Versa 5-seater, a new variant
 Baleno LXi, a new variant
 Maruti closed the financial year 2003-04 with an annual sale of 472122
units, the highest ever since the company began operations 20 years ago
2003

 New Suzuki Grand Vitara XL-7

 Redesigned and all-new Zen
 New upgraded WagonR
 Enters into partnership with State Bank of India
 Production of 4 millionth vehicles. Listed on BSE and NSE after a public
issue oversubscribed 10 times.
2002

 WagonR Pride

 Esteem Diesel. All other variants upgraded

 Maruti Insurance. Two new subsidiaries started: Maruti Insurance Distributor Services and
Maruti Insurance Brokers Limited

 Alto Spin LXi, with electronic power steering

  Special edition of Maruti 800, India‟s first colour-coordinated car
 Maruti True value in Mumbai
 Maruti Finance in Mumbai with 10 finance companies
 Suzuki Motor Corporation (SMC) increases its stake in Marutito 54.2
percent
2001

 Zen LXi
 Maruti True Value launched in Bangalore and Delhi
 Maruti Versa, India‟s first luxury MPV
 Alto Spin LXi, with electronic power steering
 Alto Vxi
 Customer information centers launched in Hyderabad, Bangalore and
Chennai
 Launch of versa
2000

 First car company in India to launch a Call Center

 New Alto
 Altura, a luxury estate car
 IDTR (Institute of Driving Training and Research) launched jointly with the
Delhi government to promote safe driving habits.
1999

 Maruti 800 EX ( 796cc, hatchback car)

 Zen LX (993cc, hatchback car)
 Zen VXi (993cc, hatchback car with power steering)
  Omni XL ( 796cc, MUV, high roof)
 Baleno (1600cc, 3 Box Car)
 Wagon R
 Launch of Maruti - Suzuki innovative traffic beat in Delhi andChennai as
social initiatives
1998

 Maruti launches website as part of CRM initiatives

 Zen D (1527 cc diesel, hatchback car)
 Zen VX & Zen VX Automatic
 New (Omni & Omni E) (796cc, MUV)
 Launch of website as part of CRM initiatives
1997

 1998 Esteem (1299cc, 3 box car) LX, VX and AX

 New Maruti 800 (796cc,hatchback Car) Standard and Deluxe
 Produced the 2 millionth vehicle since the commencement of production
1996

 Gypsy (E) (970cc, 4WD 8 seater)

 Omni (E) (796cc, MUV, 8 seater)
 Gypsy King (1298cc, 4WD, off road vehicle)
 Zen Automatic (993cc, hatchback car)
 Esteem 1.3L (1298 cc, 3 box Car)AX
 Launch of 24-hour emergency on-road vehicle service
1995

 Esteem 1.3L (1298 cc, 3 box car)VX

  With the launch of second plant, installed capacity reached200,000 units
1994

 Esteem1.3L (1298cc, 3 box car)LX

 Produced the 1 millionth vehicle since the commencement of production
1993

 Zen(993cc, hatchback Car), which was later exported in Europe and

elsewhere as the Alto
1992

 SMC increases its stake in Maruti to 50 percent

1991

 Reaches cumulative indigenisation of 65 percent for allvehicles produced

1990

 Maruti 1000(970cc, 3 box), India‟s first contemporary sedan

1988

 Installed capacity increased to 100,000 units

1987

 Exported first lot of 500 cars to Hungary

1986

 Maruti 800 ( New Model-796cc, hatchback Car)

 Produced 100,000 vehicles (cumulative production)
1985

 Launch of Maruti Gypsy (970cc, 4WD off-road vehicle)

1984

 Omni, a 796cc MUV

 Installed capacity reached 40,000 units
1983

 Maruti 800, a 796 cc hatchback, India‟s first affordable car.

 Production was started under JVA
1982

 License and JV agreement signed between Maruti Udyog Ltd. and SMC of
Japan

1981

 Maruti Udyog Ltd was incorporated under the provisions of the Indian
Companies Act,
1956
Organization Structure of Maruti
 Product and services of the Maruti Suzuki
THE COMPANY OFFERS A PORTFOLIO OF 14 BRANDS, RANGING FROM

THE PEOPLE”S CAR, MARUTI 800, TO THE LUXURY SEDAN, KIZASHI.

Maruti 800 Change your life

Maruti 800 has gone beyond just being a

car; it has transformed the lives of millions
of people across the country by bringing the
joy of motoring to them.
 ALTO Let’s Go

Alto is a great combination of economy,

practicality and styling. Its refreshed model
offers smart changes in the interiors. Alto is
the largest selling car in India and globally.
The Alto K10 has an appealing design that is
well-complemented with elegant and smart
accessories. The powerful 1litre K-series engine makes the Alto K10 an
exhilarating drive. Thoughtful engineering has made the Alto K10,
a truly eco-friendly car.

ESTILO Take a fresh view of life

With its aerodynamic contours and

smooth curves, the Estilo is a perfect
combination of sturdiness and class.
The all-new Estilo comes with the K-
series engine, Detent Pin
Transmission Technology and cable system that offer smooth gear shifting and
great handling.
 WAGONR For the smarter race

Based on a new platform, the all-new WagonR is

the tallest in its class and has a distinct sloping

stance. The new WagonR is powered with the K-

series engine that delivers improved power and

fuel efficiency. The new frame type front

suspension, three point control arm and gas filled

McPherson struts lead to better stability and riding comfort.

A-STAR Stop @ nothing

Made in India to meet European

standards, the A-star symbolises the

beginning of a revolution with its

unique aerodynamic styling.

Powered by the K-series petrol

engine, the A-star is ELV compliant

and ensures maximum recyclability of all parts when they complete their life span.

The A-star is exported to many countries under the brand name Suzuki Alto and

Suzuki Celerio.
 RITZ Live the moment

The Ritz combines modern

European design, the latest in engine

technology and Suzuki's global

expertise in compact cars. It is an

exceptional blend of modern design

and practicality with its

aerodynamic share and best-in-class headroom and legroom. The K12M petrol

engine and 1.3 litre DDiS diesel engine powering the Ritz are supremely refined

and silent.

SWIFT You are the fuel

he new Swift comes with a new platform that makes it longer and wider.

Lighter body-weight along with improved engine dynamics, leads to best-in-class

acceleration and a high power to weight ratio. While the plush, eye-riveting
interiors add exuberance, the new Swift gets an enhanced external appeal with

futuristic styling yet retains the characteristic sporty, bold and youthful DNA of

'brand Swift'. The new Swift is powered by the advanced K-series and DDiS

engines.

DZIRE The heart car

With its desirable exteriors and

luxurious interiors, the DZire is a

car that has everything one can

desire. The car comes with

excellent handling and luggage

space and a spirited engine. It has reassuring security features such as dual front

airbags, Anti-lock Brakes System (ABS) and Electronic Brake-force Distribution

(EBD).

SX4 Men are back

Revolutionary European design; world

class "drive-by-wire" technology; most

spacious in its class; steering-mounted

audio controls; maximum ground

clearance in its class; high on safety with dual airbags; Anti-lock Brake System

(ABS) and Electronic Brake-force Distribution (EBD) are the SX4's salient
features. The recently added VVT technology adds a feather to its crown. SX4 now

also comes with a 1.3 litre diesel engine

KIZASHI

Kizashi with its dynamic

contours mirrors an athlete in

motion and makes a bold and

powerful impression. The fine

balance of elegance and

sportiness makes it a design marvel. A product of in-house engineering and

designing by Suzuki, it is India's first sports luxury sedan. Powered by a 2.4 litre

engine, the car has upscale interiors and excellent safety features provided by the

eight standard airbags.

NEW GRAND VITARA 2.4-Reloaded

Distinctively styled, the third generation

Grand Vitara takes three decades of

Suzuki SUV heritage to the next level.

The Vitara model first hit the roads in Japan in 1988 as a 3-door part-time four

wheel drive . In its second avatar, the Vitara came armed with a stylish design,

superior engineering and a new name, the Grand Vitara.

OMNI Ab kamyabi se hai sirf omni bhar ka fasla

Omni is truly India's original MPV. Today it

is available in five variants, 5 seater, 8 seater,

cargo, ambulance and liquefied petroleum gas

(LPG). It meets diverse needs across different

user segments and can double up both as a

people carrier and a goods carrier. It is easy on the pocket, yet tough on the job.

EECO Happiness family size

Be it a short trip, a picnic or a drive

to the market, things are always best

enjoyed when done with the family.

Eeco has a perfect mix of power,

style, space, comfort and safety that

ensures you and your family have an

enjoyable experience every time. The Eeco is available as a 5-seater and a 7-seater

and in the cargo version as well.

 GYPSY KING There is a gypsy in everyone

With superb manoeuvrability, smooth handling and raw energy, packed into a

sleek yet rugged frame, the Gypsy King is the real adventure MUV whether

ploughing through dirt tracks, climbing formidable terrain or making way through

city traffic. Maruti Suzuki is proud to support the operations of the country's

defence services with the tailor made Gypsy King.

 THEORITICAL PERSPECTIVE
Training is a learning experience in that it seeks a relatively permanent change in

an individual that will improve his/her ability to perform on the job. We typically

say training can involve the changing of skills, knowledge, attitudes or social

behavior. It may mean changing employees, how they work, and their attitudes

toward their work of their interaction with their co-workers or supervisors. The

essential elements in any commercial enterprise are materials, equipment and

human resource. Training allied to the other human resource specializations within

management, ensures a pool of manpower of the required level of expertise at the

right time. But firstly consider the attention given by an average organization to the

provision of materials, machinery and equipment. Then compare the commitment

to the third essential factor in then production cycle, viz: - human resources. One

of the most important factors in his regard is the traditional view of training and

trainers. They are seen as an expense, a service, as second rate to production or as a

necessary evil. Training has tended to fall behind other management activities,

especially in the planning phase. It is often carried out as a reaction to immediate

needs, a patch up operation in many cases, instead of an ordered activity. Training

and Development is especially designed to enhance the competency of managers

and workers dealing with a variety of organizational functions.

Training and Development is a process through which the goals of management

development can be achieved. Investment in Training and Development has come

to be considered as an asset for organizational development or in other words,

Training is indispensable for effective organizational development. Earlier,

training was almost exclusively trainer oriented and it was not need based. The

trainer (training institute) determined the objectives of the course, its duration, its

contents and format etc. On many occasions training was of a pedagogic nature

with the trainer in complete control of the direction of the training. Moreover, the

alignment of the corporate goal was missing. The views of the trainees were rarely

sought or even if they were, it was with a condescending attitude. Due to all these

reasons the bottom-line contribution of training or the organizational development

was less.

All employees are expected to participate in company sponsored training programs

considered necessary for enhancing their work skills. We realize that in today‟s

constantly changing environment, our services have to be better than those of our

competitors. Therefore, training opportunities are offered through specialized

training programs conducted by in-house instructors, instructors from the industry,

or by experts in the field

BENEFITS OF TRAINING

 Training helps people to identify with organizational goals by preparing

guidelines for work and providing information for future needs in all areas of

organization.

 Training improves job knowledge and skills at all levels of organization,

which makes organization more effective in decision making and problem

solving. Hence training increases quality and productivity at work.

 Training aids in organizational development and development for promotion

from within. It creates an appropriate climate for growth and

communication.

 Training helps to keep cost down in many areas, e.g. production,

personnel, administration etc. It also reduces the cost of outside consulting

by utilizing competent internal consulting.

 Training improves relationship between the boss and subordinate or

labor management relations by fostering authenticity, openness and trust.

 Training aids in developing leadership skill, motivation, loyalty, better

attitudes and other aspects that successful workers and managers usually

display. It increases the moral of workforce.

 Training develops sense of responsibility to the organization for

being competent ant and knowledgeable.
 TRAINING OBJECTIVES AND STRATEGIES

Having identified the training needs based on the various analyses discussed

above, the next logical steps are to set training objectives in concrete terms and to

decide on the training strategies to be adopted to meet these objectives. The

training needs basically highlight the gap between the existing and desired

repertoire of knowledge attitude and skills at individual, group and organizational

level to enable the employees to contribute towards the realization of

organizational objectives at optimum efficiency. The training effort thus will have

to aim at filling in this gap by clearly stating the objectives in quantitative and

qualitative terms to be achieved through training. Such an exercise will also enable

the training specialists to evaluate, monitor and measure the extent to which stated

objectives have been met through training intervention. As the training objectives

are related to organizational objectives, the involvement of the top management

will be necessary to ensure that the two sets of objectives are integrated.

It will be desirable to use the following criteria in setting training objectives:

I. Specific requirements of individuals and organizations so as to achieve

integration of the two.

II. Roles and tasks to be carried out by the target group.

III.Relationship with other positions vertically and horizontally and technological

imperatives.
 IV.Relevance, applicability and compatibility of training to work situations.

V. Training as a means of bringing about a change in behavior back on the job.

VI.Behavior including activities that can be observed, measured and/or recorded

VII.The expected change in behavior must be useful, closely related to and subject

to maintenance in the work environment.

TRAINING OBJECTIVES

I. To prepare the employee, both new and old to meet the present as well as the

changing requirements of the job and the organization.

II. To prevent obsolescence.

III. To impart the new entrants the basic knowledge and skills they need for an

intelligent performance of a definite job.

IV. To prepare employees for higher level tasks.

V. To assist employees to function more effectively in their present positions by

exposing them to the latest concepts, information and developing the skills they

will need in their particular fields.

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

more responsible positions.

VII. To broaden the mind of senior managers by providing them with opportunities

for an interchange of experiences within and outside with a view to correcting

the narrowness of outlook that may arise from over generation.

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

IX. To ensure economical output of required quality.

To promote individual and collective morale, a sense of responsibility, co-

operative attitudes and good relationship.

 SYSTEMATIC APPROACH TO TRAINING

ORGANISATIONAL ANALYSIS

 Identification of organizational objectives/needs/growth potential and resources.

TASK ROLE ANALYSIS

 Identification of knowledge, skills and attitudes required.

MANPOWER ANALYSIS

 Identification /definition of target population and performance analysis.

STATEMENT OF TRAINING NEED

 Identification of gap between existing and required level of knowledge skills and attitude.

 Isolate problem areas amenable to resolution through training

SETTING TRAINING OBJECTIVES

 In terms of behavioral charges

 In terms of output/results

DEVELOP TRAINING POLICY, PLAN, PROFICIENCY

PLAN AND DESIGN TRAINING AND PROGRAMME

  Course construction

 Arrange resource

CONDUCT TRAINING PROGRAMMES

 Individual

 Group

 On-the job

FOLLOW UP AND EVALUATION

 Carry out evaluation at various phases against the training objectives set.

 Develop follow-up measures for monitoring.

ENSURE FEEDBACK OF RESULTS

REVISE IF NECESSARY
 DETERMINING TRAINING NEEDS AND PRIORITIES

Management can determine the training needs by answering the following

questions:

 What are the organization's goals?

 What task must be completed to achieve these goals?

 What behaviors are necessary for each job incumbent to complete his/her

assigned jobs?

 What deficiencies, if any, do incumbents have in skills, knowledge or attitudes

required to perform the necessary behaviors?

 It again depends on seeing the performance of an individual?

Based on out determination of the organization's needs, the type of work that is to

be done, and the type of skills necessary to complete this work, the training

programme should follow naturally.

What kind of signals can warn a manager that employee training may be

necessary?

Clearly, the more obvious, ones relate directly to productivity; inadequate job

performance assuming the individual is making a satisfactory effort, attention

should be given toward raining the skill level of the worker. When a manager is
confronted with a drop in productivity, it may suggest that skills need to be “fine

tuned”.

In addition to productivity measures, a high reject rate may indicate a need for

employee training. A rise in the number of accidents reported also suggests some

type of re-training is necessary. There is also the future element: changes that are

being imposed on the worker as a result of a job redesign or a technological

breakthrough. These types of changes require a training effort that is fewer crises

oriented; that is, a proportion for planned change rather than a reaction to

immediately unsatisfactory condition.

Training cannot be the answer of the problem that lies outside the job activity

itself. For examples, if salaries are low, if supervision is poor, if workers benefits

are inadequate or if the physical work tryout is deficient, spending on employee

training may have little or no effect on productivity, since inadequate performance

is due to conditions that training cannot remedy. Training can enhance skills but

does nothing to relieve monotony.

Once if has been determined that training is necessary, training goals must be

established. Management should explicitly state what changes or results are sought

for each employee. It is not adequate merely to say that change in employee

knowledge, skills, attitudes or social behavior is desirable, we must clarify what is

to change, and by how much. These goals should be tangible, feasible and

measurable. It should be clear both to the management as well as the employee.

THE TRAINING PROCEDURE

The training procedure discussed below is essentially an adopted of job instruction

training course, which has been proved to have a great value.

The important steps in the training procedure are discussed below:

1. Assessment of training needs

There are five steps towards the assessment and analysis of training and
development of the organization.

 Collection of information through interviewing and discussing with key

personnel both inside and outside the organization or specific departments;
observing the work place, working conditions, processes and outcomes;
examining records, other written information and annual employee appraisal.

 Compare performances of each department and each employee against

objectives, targets and standards set for them and keeping in mind future work
requirements in the organization.

 Identify cause of problems faced by the organization to enable the management

to train the employees in handling the problems as well as solving the problem
in a satisfactory manner.

 Segregate identified problems into problems requiring staff development action

such as training and into problems requiring other management actions, so that
these problems are accurately addressed.
Prioritize training actions in accordance to where the training need is more urgent.
2. Preparing the Instructor: the instructor must know all the job to be taught and
how to teach it. The job must be divided into logical parts so that each can be
taught at a proper time without the trainee losing plans. For each part, one should
have in mind the desired technique of instruction, that is, whether a particular point
is best taught by illustration, demonstration or explanation.

A serious and committed instructor must:

 Know the job or subject he is attempting to teach.

 Have the aptitude and ability to teach.
 Have willingness towards the profession.
 Have a pleasing personality and capacity for leadership.
 Have the knowledge of teaching principal and methods.
 He should equip himself with the latest concepts and knowledge.

3. Preparing the trainee: As in interviewing, the first step in training is to attempt

to place the trainee at ease .Most people is somewhat nervous when approaching
an unfamiliar task. Though the instructor may not have executed this training
procedure, many times he or she never forgets its newness to the trainee. The
quality of empathy is a mark of the good instructor.

4. Getting Ready to teach: This stage of the programme is class hour teaching
involving the following activities:

 Planning the programme.

 Preparing the instructor‟s outline.
 Do not try to cover too much material
 Keep the sessions moving along logically
 Discuss each item in depth.
 Take the material from standardized texts when it is available.
 When the standardized text is not available, develop the programme and course
content based on group approach .Group consists of employer ,skilled
employees, supervisors, trade based on group approach and other familiar with
job requirements. Group prepares teaching material.
 Teach about the standard for the trainee like quality, quantity, waste or scrap,
ability to work without supervision, knowledge or procedure, safety rules,
human relations etc.
5. Presenting the operation: There are various alternative ways of presenting the
operation, vis .explanation, demonstration etc. An instructor mostly uses these
methods of explanation .In addition; one may illustrate various points through the
use of pictures, charts, diagrams, and other training aids.

6. Try out the trainee’s performance: As a contribution of the presentation

sequence given above, the trainee should be asked to start the job or operative
procedure. Some instructors prefer that the trainee explains each step before doing
it, particularly if the operation involves any danger, through repetitive practice,
will acquire more skill.

7. Follow-up: The final step in most training procedures is that of follow up. When
people are involved in any problem or procedure, it is unwise to assume that things
are always constant. Follow –up can be adapted to a variable reinforcement
schedule as suggested in discussion of learning principles. Every training
programme should have a follow-up; otherwise the training programmers in ten
futures cannot be improved.
 TRAINING METHODS
As a result of research in the field of training, a number of employees are available

.Some of these methods are new, while others are traditional methods. The training

programmes commonly used to train operative and supervisory personnel are

discussed below. These programmers are classified into on-the-job and off-the-job

training programmes.

TRAINING METHODS

ON THE JOB TRAINING METHODS OFF THE JOB TRAINING METHODS

 JOB ROTATION  VESTIBULE TRAINING

 COACHING  ROLE PLAYING
 JOB INSTRUCTION  LECTURE METHODS
 TRAINING THROUGH  CONFRENCE OR DISCUSSION
 BY STEP- BY-STEP  PROGRAMMED INSTRUCTION
 COMMITTEE ASSIGNMENTS
ON-THE-JOB TRAINING METHODS:-

This type of training, also known as job instruction training is the most commonly

used method. Under this method individual is placed on a regular job and taught

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

and guidance of a qualified worker or instructor. On-the-job training has advantage

of giving first hand knowledge and experience under the actual working

conditions. While the trainee learns how to perform a job, he is also a regular

worker rendering the services for which he is paid. The problem is placed on

rendering services in the most effective manner than learning how to perform the

job. On-the-job training methods include job rotation, coaching, job instruction

through step by step and committee assignments.

1. Job Rotation:--

This type of training involves the movement of the trainee from one job to

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

her supervisor or trainer of the different job assignments. Though this method

of training is common in training managers for general management positions,

trainees can also be rotated from job to job in workshop jobs. This method gives

an opportunity to the trainee to understand the problems of employees on the

other jobs and respect them.

2. Coaching:-

The trainee is placed under a particular supervisor who functions as a coach in

training the individual .The supervisor provides feedback to the trainee on his

performance and offers him some suggestions for improvement. Often the

trainee shares some of his duties and responsibities of the coach and relieves

him of his burden .A limitation of this method of training is that the trainee may

not have the freedom or opportunity to express his own ideas.

3. Job Instruction:-

This method is also known as training through step by step .Under this method,

the trainer explains to the trainee the way of doing the job, job knowledge and

skills and allows him to do the job. The trainer appraises the performance of the

trainee, provides feedback information and corrects the trainee.

4. Committee Assignments:-

Under this committee assignment, a group of trainees are given and asked an

actual organizational problem. The trainee also solves the problem jointly. It

develops the team work.

OFF-THE-JOB METHODS:-

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

his attention is focused upon learning the material related to his future job

performance. Since the trainee is not distracted by job requirements, he can place

his entire concentration on learning the job rather than spending his time in

performing it. There is an opportunity for freedom of expression for the trainees.

Companies have started using multimedia technology and information technology

on training. Off-the-job training methods are given below:

Vestibule Training :-

In this method, actual work conditions are simulated in a class room. Material,

files, equipments which are used in actual work performance are also used in

training. This type of training is used for training personnel for clerical and

semi-skilled jobs. The duration of this training ranges from days to few weeks.

Theory can be related to practice in this method.

2. Role Playing:-

It is defined as method of human interaction that involves realistic behavior in

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

practice. The participants play the role of certain characters such as the

production manager, mechanical engineer, superintendents, maintenance

 engineers, quality control inspectors, foremen, workers and the like. This

method is mostly used for developing inter-personal interactions and relations.

3. Lecture method:-

The lecture is a traditional and direct method of instruction. The instructor

organizes the material and gives it to trainees in the form of a talk. To be effective,

the lecture must motivate and create interest among the trainees .An advantage of the

lecture method is that it is direct and can be used for a large group of trainees. Thus,

costs can time involved are reduced. The major limitation of the lecture method is

that it does not provide for transfer of training effectively.

4. Conference or Discussion:-

It is a method in training the clerical, professional and supervisory personnel.

The method involves a group of people who pose idea, examine and share facts,

ideas and data, test assumption and draw conclusion, all of which contribution

to the improvement of job performance. Discussion has the distinct advantage

over the lecture method; in that the discussion involves two-way

communication and hence feedbacks provided. The participation feels free to

speak in small groups. The success of this method depends on the leadership

qualities of the person who leads the group.

 5. Programmed instruction:-

In recent years, this method has become popular. The subject matter to be

learned is presented in a series of carefully planned sequential units. These units

are arranged from simple to more complex levels of instruction. The trainee

goes through these units by answering questions or fillings the blanks. This

method is expensive and time consuming.

EVALUATION OF TRAINING PROGRAMME

The specification of values forms a basis of evaluation. The basis of evaluation and

the mode of collection of information necessary for evaluation should be

determined at the planning stage. The process of training evaluation has been

defined as “any attempt to obtain information on the effects of training

performance and to assess the value of training in the light of that information.”

Evaluation leads to controlling and correcting the training programme. Hamblin

suggested five levels at which evaluation of training can take place, viz reactions,

learning, job behavior, organization and ultimate value.

I. Reactions: - Training programme is evaluated on the basis of the

trainee‟s reactions to the usefulness of coverage of the matter, depth, of course

content, method of presentation, teaching methods, etc.

II. Learning:- Training programme, trainer‟s ability and trainee ability are

evaluated on the basis of quantity of content learned and time in which it is

learned and the learners ability to use or apply the content he learned.

III. Job Behavior: - The evaluation includes the manner and extent to which the

trainee has applied his learning to his job.

IV. Organization: - The evaluation measures the use of training, learning and

change in the job behavior of the department/ organization in the form of

increased productivity, quality, morale, sales turnover and the like.

V. Ultimate Value:- It is the measurement of the ultimate result of the the

contributions of the training programme to the company goals like survival,

growth, profitability, etc. and to the individual goals like development of

personality and social goals like maximizing social benefits.

The various methods of training evaluation are:-

I. Immediate assessment of trainees‟ reaction to the programme.

II. Trainee‟s observation during the training programme.

III. Knowing training expectation before the training programme

IV. Seeking opinion of trainee‟s superior regarding his/her job performance

and behavior before and after training.

V. Evaluation of trainee‟s skill level before and after training programme.

VI. Measurement of improvement in trainees on the job behavior.

VII. Examination of testing system before and after sometime of training

programme.

VIII. Measurement of trainee‟s attitude after the training programme.

IX. Cost-benefit analysis of training programme.

X. Seeking opinion of trainee‟s colleagues regarding his/her job performance and

behavior.

XI. Measurement of levels in absenteeism, turnover, wastage/scrap, accidents,

breakage of machinery during pre and post period of the training programme.

XII. Seeking opinion of trainee‟s subordinates regarding his/her job

performance and behavior.

RECENT DEVELOPMENTS IN TRAINING

 Employees have realized that change is order of the day and they have started

playing the role of a change agent. Consequently employees identify their own

training needs, select appropriate training programmes organized by various

organizations and undergo the training programmes. Thus employees in recent

times started taking proactive learning measures on their own.

 On line training - : Companies started providing on-line training. Trainees can

undergo training by staying at the place of their work. Participants complete

course work from wherever they have access to computer and internet.

Different types of media are used for on-line training.

 DISCUSSIONS ON TRAINING
Student Work Profile

 Handling customer talking‟s and maintaining company register.

 Execution of home visits to the customer address along with sales
executive.
 Knowledge about the finance process and the various check points.
 Pitching of the various sales promotions.
 Handling the road show @ pitampura along with sales team.
 Visiting customer address to resolve the complaints raised and
attaining satisfaction note from customer.
 Handling of customer meet and helping in organizing the event.
 Helping the team members on distribution of maruti brands visit at the
mapped transport department office to observe the vehicle registration
process.
 Handling of customer complaints.
 Calling to customers where payment given at the time of booking has
got dishonored.
 Visit @ workshop to observe the flow of process there
 Understanding the process of new number plate registration process.
 Understanding the insurance renewal process and the tariff chart with
exceptions.
 Handling the case for insurance claim process
 Preparation of daily report in the given format
 Greeting and congratulating the customer at the delivery area
  Handling cases related to registration of commercial vehicles.
 Handling the accessories counter along with the team members

Key Learning From Training

1. A detailed project plan agreed before project commencement helped to

achieve successful delivery

2. Rigorous and flexible use of effective project techniques that incorporated

project planning, continuous monitoring and reporting of the progress, as well as

effective resource management. Allowed project management team to better

control the entire process as well as allow for more efficient change

management

3. Shared vision contributing to creating a single purpose of vision necessary to

deploy a potent programme

4. Senior management support – a critical element. It brought in an additional

sense of importance and urgency. It also ensured that, if delivered successfully,

the entire organisation would benefit from the project

5. Effective relationship management due to the level of collaboration involved,

effective relationship management among the stakeholders, sponsors,

outsourcers and end-users cannot be over emphasised. Managing the

relationship with external outsourcing service providers was identified as being

particular important
6. Effective change management that ensured smooth inter and intra-

organisational transformation

7. Effective management of multiple stakeholders where regular meetings with

direct stakeholders were carried out to ensure that all requirements and

expectations have been met, and any conflicts between stakeholder interests

were resolved

8. Regular progress meetings which helped to evaluate stages in project

development

9. Effective and continued communication among the parties was sustained and

helped in leading to project success

10.Skilled and competent staff - the empowerment and flexibility of staff to adapt

to the new environment, helped in achieving success in the complex IT projects.

11.User involvement – project managers should pay particular attention to the

customer side of the project delivery and ensure the continuous involvement of

end users throughout the project life-cycle

Research Methodology
 Research Methodology

The descriptive research design is used for analyzing and studying the process of

Business Development. It is very simple & more specific than explanatory study.

Data Sources:

Secondary Data:-

Secondary data is collected from already existing sources in various organization

broachers & records. Secondary data for the study were collected from the

magazines, websites & other previous studies.

To meet the objectives, the study used qualitative research. The descriptive study

was done through review of existing literature that helped in validation and

extraction of the important variables and factors. Data was collected from

secondary sources. Secondary sources were magazines, websites, books, office

executives, and company data.

Findings
 Findings

The training team consults the DPMs (Department Managers). Maruti has 110

DPMs to know the needs of their employees. They speak to them on one-to-one

basis. DPMs tell the training department about the needs of the employees of their

department and help them to decide and design the training programmes. This

process takes 20-25 days. They compile the information gathered from different

people and then categorize the different needs of different people and transfer them

from hard copy to soft copy. After categorizing they combine the needs of different

people which are similar or slightly different. As it is not possible to run a separate

training program for every need this process takes nearly one month then the

training team comes up with different modules depending upon the needs then the

company invites different trainers and informs them about the basic needs and

structure required, Number of days they can allot for training and the basic

procedure/pattern. The company which fulfills their requirement is chosen for

training. They invite companies such as CII and others.

Conclusion
 Conclusion
Our main objective was to identify study and evaluate the various training

methods adopted By Maruti Suzuki India Ltd and compare them to what we have

studied and we have achieved the same by studying different methods of training

by meeting various officials of Maruti Suzuki India Ltd.In our research we have

learnt a lot and realized that although the methods adopted by different

organizations are generally those which we have studied but the approach is

different. Maruti Suzuki takes up various methods for training and is successful

also as their approach is right.

Training programmes in Maruti Suzuki Have been a great success.

Training process of Maruti Suzuki depends upon: -

 Training need identification

 Selecting the right training programmes

 Preparation of training calendars

 Finalizing about the training programme and sending the information to the

concerned employees

 Organize effective training programmes

 Deliver course and validate training

 Take a training programme feedback

Changing trends in Training &Development today:-

 Focus on right attitude and overall development of the employee.

 Focus on sophistication of technologies

 Trainer-trainee cooperation
 Suggestion and
Recommendation
 Suggestion and Recommendation
How to make training effective:-

 Determining training needs through job description, performance appraisal

forms and potential appraisal discussions.

 Prepare a training calendar in discussion with managers.

 Training programme should be well defined with specific objectives.

 Nominate the employees for training based on a need for training.

 Trainers should be qualified and experienced and preferably internal.

 Thrust in future should be on developing people skills and not only

functional skills.

 Computer applications should be a key focus area.

 Many trainees are not satisfied with performance because most of the times,

trainees are involved in many programmes.They should be given one

training at a time as it will help them to concentrate in the learning.

 Training sessions should not be long and self directed.

Limitation
 Limitation
 DIFFICULTY IN GETTING APPOINTMENTS:

Due to busy schedules of marketing professionals and others it was very

difficult to get appointments and several times despite of prior

appointments meetings couldn‟t take place.

 DISCLOSURE OF INFORMATION:

Advertising strategies being sensitive issues, people were not very

forthcoming in giving their responses. Also concerned authorities were

reluctant to disclose any confidential information.

LOW CONFIDENCE IN THE PROCESS:

Several employees don‟t believe that the exit interview will be read or will

make a difference and hence consider it a waste of time.

 DIFFICULTY IN GETTING APPOINTMENTS:

Due to busy schedules of marketing professionals and others it was very

difficult to get appointments and several times despite of prior

appointments meetings couldn‟t take place.

 DISCLOSURE OF INFORMATION:
 Advertising strategies being sensitive issues, people were not very

forthcoming in giving their responses. Also concerned authorities were

reluctant to disclose any confidential information.

LOW CONFIDENCE IN THE PROCESS:

Several employees don‟t believe that the exit interview will be read or will

make a difference and hence consider it a waste of time.

Bibliography
 Bibliography
 Dessler,Gary, Human Resource Management ,Prentice hall India

Publishers, Unit 9

 Rao,P Subba, Human resource and personnel management

 Gautam, Vinashil and V. ,Shobhana , Training and development –

towards an integrated approach

 www.marutisuzuki.com

 Economic Times, Business World

 Books:

 Kotler Philips, Marketing Management: 30th Edition

 Chabra T.N., Marketing management 2005

 C.B. Gupta, Marketing management 2006

 Magazines

 Business standard Motoring May 2008 edition

 Forbes India Magazine

 Internet:
 www.google.com

 www.marutisuzuki.com

 www.yahoo.com

 www.wikipedia.com