GODREJ

Introduction:
Established in 1897, the Godrej group has grown in India from the days of the
charkha to nights at the call centers. Our founder, Ardeshir Godrej, lawyer-
turned-locksmith, was a persistent inventor and a strong visionary who could
see the spark in the future. His inventions, manufactured by his brother Pirojsha
Godrej, were the foundation of today’s Godrej empire. One of India’s most
trusted brand, Godrej enjoys the patronage and trust of over 400 million Indians
every single day. Our customers mean the world to us. We are happy only when
we see a delighted customer smile.

With 7 major companies with interests in real estate, FMCG, industrial

engineering, appliances, furniture, security and agri care – to name a few – our
turnover crosses 2.5 billion dollars. You think of Godrej as such an integral part
of India – like the bhangara or the kurta – that you may be surprised to know
that 20% of our business is done overseas. Our presence in more than 60
countries ensures that our customers are at home with Godrej no matter where
they go. With brands you can believe in, service excellence you can count on
and the promise of brighter living for every customer, Godrej knows what makes
India tick today.

Today, we are at a point in Godrej’s history when our amazing past is meeting
up with its spectacular future head on. Godrej is learning and relishing being
young again.

History:
In 1897, Ardeshir Godrej, the founder, learned the first lesson of success:
FALIURE. Not one, but two of his bussiness went bust. Then he set up a lock
company. What followed is the stuff of legend. Today, over 400 million indians
are keyed into his vision. Here was a man who did not fall with his faliure. Over
100 years on, his preserverance is there’s Inspiration.
In 1989, they went against the tide of Raj, and launched the dirst soap in the
world to be made without animal fat. They scored for not only ahimsa, but also
swadeshi.
In 1951, the Election Comissioner asked Godrej to make ballot boxes for free
india’s first elections. Within days, 1.7 million ballot boxes were shipped out of
there company to every corner of india.
In 1958, Godrej made the first refrigerators. In 1986, introduced the hair dyes,
700,000 numbers of which are sold daily. In 1995, created the first independent
Washing machines. In 2008 Godrej helped Indians go over the moon, helped
develop the launch vehicle and the lunar orbiter for Chandrayaan-1, India’s first
unmanned mission to the moon. Contributing to Nation’s Pride.
Staff Pattern:
In 1987, Godrej employee count stood at 12,000. Today, it’s 20,000 and still
growing. As Businesses continue to expand globally- in over 60 countries, they
provide a dynamic working environment, simulating mentorship and a host of
employee benefits that hoist godrej onto the list of “Ten Best Places To Work”.
Creating a better pace for their employee’s to work, who make magic happen
everyday.
Culture of the Organization:

Organizational culture is an idea in the field of Organizational studies and

management which describes the psychology, attitudes, experiences, beliefs
and values (personal and cultural values) of an organization. It has been defined
as "the specific collection of values and norms that are shared by people and
groups in an organization and that control the way they interact with each other
and with stakeholders outside the organization."

High Values - High Performance” is what defines the work culture at

Godrej. A strong commitment to our values and a high performance
brings with it the rewards, be it your growth or compensation in the
organization. Performance underwrites your growth. Our compensation
system makes room for us to suitably differentiate and reward
outstanding performance. We are strongly focused on Economic Value
Added (EVA) as the metric for measuring financial performance. This
has improved capital efficiency and overall business performance.
Following the concept of EVA encourages greater owner - like and
entrepreneurial behavior. Our Collective bonus plan is linked to changes
in EVA while individual bonuses are linked to the goal setting and
review process. The best performers across the Group are recognized in
our grand annual award function. There are also schemes which
promptly recognize and motivate excellent work.

This definition continues to explain organizational values, also known as "beliefs

and ideas about what kinds of goals members of an organization should pursue
and ideas about the appropriate kinds or standards of behavior organizational
members should use to achieve these goals. From organizational values
develop organizational norms, guidelines, or expectations that prescribe
appropriate kinds of behavior by employees in particular situations and control
the behavior of organizational members towards one another."

Organizational culture is not the same as corporate culture. It is wider and

deeper concepts, something that an organization 'is' rather than what it 'has'.
Corporate culture is the total sum of the values, customs, traditions, and
meanings that make a Company unique. Corporate culture is often called "the
character of an organization", since it embodies the vision of the company’s
founders. The values of a corporate culture influence the ethical standards
within a corporation, as well as managerial behavior. Godrej industries bring out
the best organization culture for its employee’s in customers across the globe.

Motivational techniques:

Almost all employees want to do interesting work, secure a good salary

and earn recognition for their contributions. But motivating employees
takes more than money and an occasional “thank-you.” It requires a
strategy tailored to each worker’s needs.

1. Ask what they want out of work:

Just knowing that an HR manager or boss is interested in a worker's
goals will make many employees feel better about their jobs. It can be
difficult to get a quick and accurate answer to this question. However,
Some workers may say that they want to work on a prestigious project,
for example, only to discover once they have been assigned to the
project that it isn’t what they expected.
It may help to ask a more specific question. Have workers describe a
 previous project that they felt good about, then see what aspects of
that can be repeated.

2. Consider each employee’s age and life stage:

There are exceptions to every generalization, of course, but workers
nearing the end of their careers are often less focused on the next
promotion than those who are just starting to climb the corporate
ladder. Younger workers may also be less accustomed than older ones
to waiting patiently in a job they don’t find interesting.

3. Match motivators to the company or department culture:

Again, there are exceptions, but engineers are likely to be motivated by
working on cutting-edge projects. On the other hand, sales
professionals tend to use money as a way to measure how well they’re
doing.

4. Pinpoint each employee’s personality:

Some people love public praise; others are mortified by it and would
much prefer a sincere, in-person “thank-you.” Make sure you take this
into account if you are planning a ceremony to give awards or other
recognition.

5. Put money in its place:

How well does money motivate workers? The answer isn’t simple. An
employee who demands a raise might really be unhappy because his
or her suggestions are being ignored.
Money plays an important role in motivating the employees.

6. Offer help with career goals:

When you ask workers what kind of work they enjoy, also find out
about what they’re hoping to do in the future. Giving workers
opportunities to build the skills and make the connections they need to
get ahead in their careers will build loyalty and motivation.
7. Help employees learn:
It’s very important for workers to keep learning new skills on the job.
With people changing jobs more often than they used to and
companies no longer promising long-term employment, younger
workers in particular realize that continuing to learn is the way to stay
employable.

8. Recognize that motivation isn’t always the answer:

If your motivation efforts aren’t working, it may not be your fault. “Not
everyone can be motivated for that particular job”. If an employee
would really rather be doing something else, it may be best to
encourage him or her to pursue something new.

Performance Appraisal:

A performance appraisal, employee appraisal, performance review, or

(career) development discussion is a method by which the job
performance of an employee is evaluated (generally in terms of quality,
quantity, cost, and time) typically by the corresponding manager or
supervisor. A performance appraisal is a part of guiding and managing
career development. It is the process of obtaining, analyzing, and
recording information about the relative worth of an employee to the
organization. Performance appraisal is an analysis of an employee's
recent successes and failures, personal strengths and weaknesses,
and suitability for promotion or further training. It is also the judgement
of an employee's performance in a job based on considerations other
than productivity alone.

What is Godrej focus/Expectation from employees?

If you are an energetic, creative professional with a burning

desire to perform, learn and grow Godrej could well be right
place to build your career. While we will undoubtedly look for a
strong academic record when assessing your application, there
are certain skills and qualities which are critical to performing
to the high standards we expect here. We look at following
leadership competencies in the candidates:

Methods:

A common approach to assessing performance is to use a numerical

or scalar rating system whereby managers are asked to score an
individual against a number of objectives/attributes. In some
companies, employees receive assessments from their manager,
peers, subordinates, and customers, while also performing a self
assessment. This is known as a 360-degree appraisal and forms good
communication patterns.

The most popular methods used in the performance appraisal process

include the following:

 ORGANITATINAL assessment process.

 Management assessment process.
 360-degree appraisal.
 Behavioral observation scale.
 Behaviorally anchored rating scales.
Leadership:

Leadership is stated as the "process of social influence in which one

person can enlist the aid and support of others in the accomplishment
of a common task." Definitions more inclusive of followers have also
emerged. Leadership is ultimately about creating a way for people to
contribute to making something extraordinary happen.

Jamsetji Tata’s vision pioneered steel, power and science education in

India, which propelled the country to industrialisation. Jamsetji, a true
nationalist also devised innovative welfare measures that formed the
basis of corporate philanthropy, empathy and compassion in India-
synonymous with the Tata name even after 136 years.

Group Leadership:

In contrast to individual leadership, some organizations have adopted

group leadership. In this situation, more than one person provides
direction to the group as a whole.Organizations like Godrej have taken
this approach in hopes of increasing creativity, reducing costs, or
downsizing. Others may see the traditional leadership of a boss as
costing too much in team performance. In some situations, the
maintenance of the boss becomes too expensive - either by draining
the resources of the group as a whole, or by impeding the creativity
within the team.
Teamwork:

Teamwork is work performed by a team. The quality of teamwork may

be measured by analysing the effectiveness of the collaboration in the
following ways:

1. communication
2. coordination
3. balance of contributions
4. mutual support
5. effort
6. cohesion

Anyone who has ever worked in a corporate job can probably

call to mind countless seminars and meetings, all dealing with
issues such as team work, team building, cooperative efforts,
etc...Whatever the word of the week may have been, the point
was very likely the same, being that teamwork is essential for
the success of any business, both short and long term. All too
often though, it seems that such a simple idea is shoved
carelessly to the side in the name of meeting that all important
goal of making a quick dollar. And, if time has taught us
anything, it should be that businesses which get greedy quickly
often fail just as fast.

However, For a group to succeed, each member of the team has

to put forth their strengths, and, at the same time, work to cover
the weaknesses of the other members of the team. Productivity
does not appear by magic, and the best managers know how to
get the best work out of their employees. In effect, there is really
only one best way to do this; using the strengths of some to
cover the weaknesses of others. Doing this will make for a team
with no real weaknesses, a cohesive group, and an effective and
productive group of workers.
 Questionnaire:

Below is a list of questions asked to the candidates during their

recruitment process:

1. what is the role of journal in accounts?

2. what is the use of fudicial indicator in measurement?  
3. profarma of letter of credit ?
4. about bank reconciliation   ?
5. definition of bank guarantee and use?
6. definition of letter of credit   ?
7. WHAT IS DIFFERENCE BETWEEN PRESSURE VESSEL & COLUMN?
8. What is the ADP&PDP in air dryer?  
9. how to calculate the OEE for a equipment?
10. What is the difference between TDS and TCS?
11. What is the difference between Advance Tax and TDS?
12. what is the ejection system in mould making?  
13. What is cost of goods sold?
14. What are the types of receipts?

Organizational structure:

An organizational structure is a mainly hierarchical concept of

subordination of entities that collaborate and contribute to serve one
common aim.

Organizations are a variant of clustered entities. An organization can be

structured in many different ways and styles, depending on their
objectives and ambience.[clarification needed] The structure of an organization
will determine the modes in which it operates and performs.
Organizational structure allows the expressed allocation of
responsibilities for different functions and processes to different entities
such as the branch, department, workgroup and individual. Individuals
in an organizational structure are normally hired under time-limited
work contracts or work orders, or under permanent employment
contracts or program orders.

The set organizational structure may not coincide with facts, evolving in
operational action. Such divergence decreases performance, when
growing. E.g. a wrong organizational structure may hamper cooperation
and thus hinder the completion of orders in due time and within limits of
resources and budgets. Organizational structures shall be adaptive to
process requirements, aiming to optimize the ratio of effort and input to
output.

Organizational structure types:

Pre-bureaucratic structures

Pre-bureaucratic (entrepreneurial) structures lack standardization of

tasks. This structure is most common in smaller organizations and is best
used to solve simple tasks. The structure is totally centralized. The
strategic leader makes all key decisions and most communication is
done by one on one conversations. It is particularly useful for new
(entrepreneurial) business as it enables the founder to control growth and
development.

Bureaucratic structures

Bureaucratic structures have a certain degree of standardization. They

are better suited for more complex or larger scale organizations. They
usually adopt a tall structure.

It is very much complex and useful for hierarchical structures

organization, mostly in tall organizations.
Post-bureaucratic

The term of post bureaucratic is used in two senses in the organizational

literature: one generic and one much more specific [2]. In the generic
sense the term post bureaucratic is often used to describe a range of
ideas developed since the 1980s that specifically contrast themselves
with Weber's ideal type bureaucracy. This may include total quality
management, culture management and matrix management, amongst
others.

Functional structure

Employees within the functional divisions of an organization tend to

perform a specialized set of tasks, for instance the engineering
department would be staffed only with software engineers. This leads to
operational efficiencies within that group. However it could also lead to
a lack of communication between the functional groups within an
organization, making the organization slow and inflexible.

As a whole, a functional organization is best suited as a producer of

standardized goods and services at large volume and low cost.

Divisional structure

Also called a "product structure", the divisional structure groups each

organizational function into a divisions. Each division within a
divisional structure contains all the necessary resources and functions
within it. Divisions can be categorized from different points of view.
There can be made a distinction on geographical basis (a US division
and an EU division) or on product/service basis (different products for
different customers: households or companies). Another example, an
automobile company with a divisional structure might have one division
for SUVs, another division for subcompact cars, and another division for
sedans. Each division would have its own sales, engineering and
marketing departments.
Matrix structure

The matrix structure groups employees by both function and product.

This structure can combine the best of both separate structures. A matrix
organization frequently uses teams of employees to accomplish work, in
order to take advantage of the strengths, as well as make up for the
weaknesses, of functional and decentralized forms. An example would
be a company that produces two products, "product a" and "product b".
Using the matrix structure, this company would organize functions
within the company as follows: "product a" sales department, "product
a" customer service department, "product a" accounting, "product b"
sales department, "product b" customer service department, "product b"
accounting department. Matrix structure is amongst the purest of
organizational structures, a simple lattice emulating order and regularity
demonstrated in nature.

How they deal with their employees:

 Employees ideas and opinions count.

 They trust the people who work for them.

 The Management listens to them and involves them in

decision making.

 Employees share a good rapport with the management.

 Employees are regularly provided with feedback related to

your performance and work - Appreciation for work well
done and opportunities for improvement.

 Employees attend regular training sessions to keep

them abreast with the latest in their industry.
  All Employees are treated as equals. Bonuses, recognition
and salary hikes are given to those who genuinely deserve
it.

 Their boss trusts them and their abilities. Employees are

given an open hand to make decisions, try different things.

 The work culture in their office differs from an "All work

and no play" scenario. Besides working hard, all staff
members do fun things together along with the
management team - quizzes, contests etc.

 Though each person has his/her own definition of an ideal

work place, everyone agrees that the Company they work
for should believe in them and their abilities!

Over the years, it has been seen that more and more
companies in India and USA are changing the way
they treat their employees. This is primarily the reason
why the number of employees who are happy with the
Company they work for is gradually increasing.

RECRUITMENT FOR FRESHERS:

Godrej recruit fresh Graduates and Post Graduates from leading

Educational Institutions in the following disciplines:
* Arts/ Science/ Commerce
* Production/ Civil/ Architecture/ Electronics/ Electrical/ Aeronautical/
Automobile/ Mechanical/ Metallurgy/ Meteorology/ Computers
Engineering
* Legal/ Accounts and Finance http://www.ChetanaS.org
* Marketing/ Operations/ Human Resources/ Business Management
* Product Design
* Research and Development
The selection process for such positions comprises of written aptitude
test, group discussion and personal interview as per the company’s
Selection Process.

G.S.T  (GODREJ SELECTION TEST )

 It consists of 3 rounds:

     1) G.I: General Intelligence

     2) Essay Writing

     3) Interview

  1: G.I:   it  doesn’t mean Genaeral knowledge questions but it stands

for right thing at   right time.for clearing this round, there is no need for
special preparation but there is the time limit ..

    Candidates have to clear 40 questions in 15 minutes

    And questions will be like followings

    Opposite of RAW is ……

    JOLLY  means:………..

    If  ink is to PEN then sugar is to …..

    It also includes some aptitude questions of family relations ,

directions, circle and of triangles

  2: Essay Writing

    Candidates have to write an esaay of 200 words on any one of the
following topics

     Wonders of modern science

     Should smoking ban in public places?

     Your favorite sports

     Globalization

 3: Interview: this is final round consist of simple technical and HR

questions.

Once a candidate passes all this stages of recruitment he is eligible to

work in godrej.

Insurance facilities for employees:

The Pragati Kendra works hand in hand with Upchargraha

towards creative as well as preventive aspects of health.
Employees are covered under the Company’s medical
benefits scheme. Health care includes a variety of
facilities such as preventive measures, a dental clinic,
physiotherapy, a pathology laboratory, a psychiatric
clinic, yoga classes and a gymnasium. The immunization
programme in Godrej is the best in Maharashtra, perhaps
in the whole of India.

The godrej industries provide various insurance and medical policies,

some of which listed bellow:

1. Doctor on Site

2. Pre-Employment Medical Check-Up

3. Annual medical check-up

4. Executive Health Packages.

5. Handling Accidents, Emergencies.

6. Giving Discounts on OPD.

7. Giving News Letters On Topics Of Health Care like Child care,

Dengu fever, Aids, Stress, Diabetes, Hypertension etc.

8. Holding Trainings / Workshops on Cardiac Pulmonary

Resuscitation (CPR), Back Posture care, Healty Eating Life Style,
First Aid and Stress Management etc.

A number of corporate are associated with godrej to provide their

employees access to quality health care services at an affordable price.

Cashless Hospitalization: For the employees of their industries are

provide eith cashless hospitalization wherein their expenses are
reimbursed either by the Corporate/insurance company or the concerned
TPA.

Providing 24 Hour Helpline Numbers & Providing Local Ambulance :

 
Once a employee is empanelled with them, they provide 24 hours
helpline number. 70-80% problems of the employees can be sorted out
on short telephonic consultations. The employees are also given 24*7
helpline numbers for their personal health problems.

Housing facilities for employees:

Right from its inception, Naval laid down for the

Construction Department an "Environmental Policy"
committed to a gradual development and continuous
improvement in their environmental performance
pertaining to civil construction, property projects,
wetland waste management and landscaping. In the
attention they gave to environmental concerns, Godrej
were well in advance of most industries. It is only in the
last decade that the construction industry worldwide, in
strengthening its commitment to environmental issues,
has formed study groups with a view to investigating
how industry should modify its behaviour in order to
reduce its load on the environment.

In Godrej, however, the Construction Department made

it a point from the very beginning to adopt practices
which prevent pollution, and that is why Vikhroli, unlike
the city which it adjoins, remains clean and green. The
Construction Department had to conserve water
and other resources, use raw materials that had a
less adverse environmental impact, conserve and
enhance green cover, and strive to create
environmental awareness among their employees.

The first housing project for workers was taken in hand

in 1951. The project known as Betthi Chawl initiated a
brisk programme of housing for workers. There was a
break in the speed of construction between 1975 and
1985, when the Urban Land (Ceiling & Regulation) Act
1976 came into force. Otherwise, the going was smooth
throughout. As of today, about 4,200 tenements stand
erected in different sizes of one/two/three/four-room
flats with kitchen, along with a few bungalows for top
management executives on the hillside. There are three
Godrej housing colonies in Vikhroli, located at the
Creekside, Hillside and Station Road, where the
employees live comfortably in spacious rooms — quite
unheard of in Mumbai.

Naval had clearly chalked out his construction plans. The

land in Vikhroli, measuring over 3,000 acres — of which
approximately 1,800 acres were in the green non-
development zone — were demarcated as under:

 Housing in the three colonies at Vikhroli: Area

approximately 450 acres is reserved for their
employees and for other top management
executives.

Educational facilities for children:

Notable among several Godrej achievements, whose

consequences are far-reaching, was the provision of
education for workers’ children. On his routine visits
to the Company, Pirojsha was disturbed by the plight
of these children who, having nothing else to do,
were just whiling away their time in the streets. His
youngest son Naval suggested starting a school for
them.

Education being the right of every child, the School

admits workers’ children without any tests or
interviews, the only criterion being that the child
should be 3 years old at the time of admission.
Recently, the school opened its doors to students
from non-Godrej employee families too.

The School’s motto is "Tamaso-ma JyotirGamaya",

which means "from darkness to light". Education in
the School focuses on the total personality
development of the child, which is enhanced through
joyful learning, taking into account the physical,
socio-emotional, aesthetic, spiritual as well as
mental attributes, rather than just the academic
progress.

Udayachal believes in an integrated curriculum

resulting in each school day flowing smoothly,
providing opportunities for children to learn in all
developmental areas, allowing for individual
differences in learning, teaching styles and rates,
encouraging creativity through a variety of play
experiences. It is a holistic approach, a child-centred
programme based on the child’s developmental
needs. The curriculum also includes subjects such as
art and craft, ceramics, music and sports, all of
which are given equal importance. Talents bloom
under constant encouragement.

Every child is groomed to be an all-rounder and a

responsible citizen of the country. Love for one
another and respect for humanity as well as every
living creature are emphasized through skits,
projects, poems and stories of great individuals who
have made a mark in life.

Today, that dedication and effort have paid off, and

the School has slowly expanded from one room to a
full-fledged High School where the late Jaiben Godrej
taught English and Mathematics for many years,
inculcating a love for poetry and the English
language. More importantly, its innovative and
almost revolutionary methods of teaching children
have made it a model school, a trailblazer in the field
 of education. Not only bricks and mortar went into
the school’s construction, but also much concern and
much love.

The School’s vision for the millennium is "Creating

Visionaries for Universal Happiness".

Rewards and Promotions:

Retaining talent is one key to growing a successful business. To do so,

you need to reward them for great performance. By giving your
employees special rewards, you can:

1. Foster a positive, productive workplace.

2. Encourage loyalty and a sense of ownership in your business
3. Surprise employees without creating a feeling of entitlement.
4. Keep your customers happy — because happier employees do
better work.

Action Steps:

Have employees take stock

Employees care more about the success of their employer when they
own part of the company. Stock options, which allow an employee to
purchase a certain number of shares at a certain price

Give them bonuses when your company does well

Bonuses come in many flavors: profit-sharing (typically divvied up as a

percentage of each employee's salary), gain sharing (rewards for
productivity gains), task bonuses (at the end of an assignment) or spot
bonuses (given when an employee deserves special recognition).

Send them on a trip

If employees deserve special recognition — for instance, as a reward

for beating their sales quotas — consider a travel package.

Schedule playtime

Employees are often motivated by competition or contests that allow

them to earn non-monetary rewards. Sports-related rewards are
popular.

Let employees choose

Instead of trying to select an appropriate reward for your employees,

you can instead let them do the choosing.