CONTENTS

1. INTRODUCTION
General introduction
Industry profile
a. origin and development of the industry
b. growth and present status of the industry
c. Future of the industry.

2. PROFILE OF THE ORGANIZATION

Origin of the organization
Growth and development of the organization
Present status of the organization
Future plans of the organization
Functional department of the organization
Organization structure and organization chart
Product and service profile of the organization
Market profile of the organization

3. DISCUSSIONON TRAINING
Student ‗s work profile (role and responsibilities)
Description of live experience

4. STUDY OF SELECTED RESEARCH PROBLEM

4.1 Statement of research problem
4.2 Statement of research objectives
4.3 research design and methodology
4.4 Analysis of data
4.5 Summary of findings

1
5 SUMMARY AND CONCLUSION
Summary of learning experience
Conclusion and recommendation

APPENDIX
Annexure like copy of questionnaires, interview schedule, leaflets, Broachers,
photographs to be enclosed

BIBLIOGRAPHY

2
INTRODUCTION

3
 GENERAL INTRODUCTION

DAWAR TODAY

For more than Two decades, Dawar Group has controlled the Specification,
Production, Distribution and Technical information of footwear technology.
"Dawar Group" was founded in "1977" on the modest scale in the city Agra. A
move to set-up more Units were necessary to cope with the abrupt increase in the
volume of business.As a part of its expansion and diversification drive, Two
manufacturing Units came into existence under the Group.

"To give the better quality product and to be the customer first choice".

4
 Dawar Footwear Ltd. works with this mission. In 1977 Mr. Puran the C.P. of
Dawar Footwear Ltd. to work with his brother at Dawar Shoe Shop at Sadar there
he started to take order from the customers he learned salesmanship there.

In 1987 he comes in export. In 1987 the turnover of Dawar Footwear Ltd. is

I crore. It declines to 90 laks in 1988.

ORGANISATION CHART
Mr. Dawar (Chair Man)

Mr. P.P. Agarwal (G. M.)

Research & Production Human Resource

Development Department Department
Department

Mr. Vipin Gupta Production Manager Mr. Bipin Gupta (H.R.

(RND Manager) Manager)

Coordinator in Ani S.K. Sharma

Shera

D. K. Sharma
Coordinator

J.K. Mishra
Purchaser 5
Mr. Ajay Raj
Mr. Dinesh Kashyap
 In house production of PU, TRP Soles and shoes. Dawar family is large and
growing family. It expand beyond the people who work for Dawar. Group. There
families are also intergral part of it froup shares the hopes and aspirations of it's
people and their children. It goes out of it's way to revered their hard work and
dedication.

Saksham Dawar Memorial Trust

It is a child education in addition to this it also provides monitory assistance

to a large member of its worker's children studying in other schools.

The group also works in association with a number of NGO's to fulfill its
other social welfare commitments. It also organizes regular health check-ups for
the families of its workers.

Leading From The Front : -

By- Mr. Puran Dawar (Chairman)

6
Mr. Prem Agarwal (General Manager)

Dawar is led by Mr. Puran Dawar, a pro-active veteran from the shoe
industry. Mr. Dawar has been associated with the shoe industry from more them
thru decades. The understands the dynamics of shoe business and how it is
conducted in the international market. With his clear vision and rock solid
dedication, he has brought Dawar group this far and continue to lead it with
missionary zeal.

It is Mr. Dawar's concern for his people and environment related issues that
has endeavoured him to one and all A visit to group's manufacturing facility and
corporate office reflects these concerns.

Mr. Prem Agarwal, General Manager is one who look after the day to day
affairs of the company.

INFRASTRUCTURE :

It is a hazard free, airy, well lit and well bilt working facility, They provide
there complexes with clean toilets and adequate drinking water. Facilities.

RECREATION :

There is a volley ball court in the front amidst sprawling greens. It has
witnessed many a competitive in house tourneys it is imp. for our people to know
the joy of winning and the agony of losing to each other. But together they make a
formidable team of 800 strong and highly skilled people we are proud of.

Marketing Tactics :

7
 Our product range is exhibited in many prestigious fairs like 'Riva Del
Grada (Italy). GDS (Germany) and WSA (USA)'.

WORK STRENGTH:

For a company to stay ahead in term of quality and competitiveness. It has to

relay on the strength of its own infrastructure and resource. Weat Dawar Group
,Releasing it very early.

Today we not only have a most modern manufacturing complies but also an
array of sophisticated manufacturing complies but also array of sophisticated
machine to produce a diverce range of world class footwear.

Beside a no of Italian hasting machines and German closing machines, there

are other machines of various stages of production on line quality check's enable us
to monitor consistency in production of a particular order from shoe upper to
complete shoes, every thing is produce in house there by reducing production had
time enhancing cost effectiveness. Over the years, the group has kept a study pace
with technologically advances in footwear production. It has continuously
upgraded into infrastructure to produce quality footwear.

QUALITY POLICY:

At Dawar, we look at quality from a different perspective. Concern for

quality is ingrained in our system. It is an integral part of our thought process. And
that is how it has becomes a tangibles aspect of our product you can see and fell it.
Quality is not talking about it; it is doing it, it should be inherent in our belief
system.

8
 We at Dawar, have involved our own quality policy turned to a capabilities
of our people.

They produce quality because we provide them quality environment and

facilities. We lead the crusade for quality from the front. At professional inspect it
and together they deliver it.

From time to time people undergo orientation programmes conducted with the
assistance of technocrats to understand qualitative aspects of products we make. To
top it all , the management of Dawar Group monitors the production process to
ensure that each footwear bears Dawar's seal of Quality Always'

Alps Industries Limited is, committed to conducting its affairs ethically and
lawfully. This Code of Conduct establishes policies & procedures that are
intended to guide directors, officers and employees in the performance of their
duties and responsibilities and ensure compliance with the Company‘s
commitment to ethical and lawful conduct. These standards are set forth in the
pages that follow and are reflected in the character and the conduct of our
directors, officers and employees, which are in consonance of compliance of the
revised Clause 49(1D) of the Listing Agreement, in its true spirit and not only as a
matter of legal compliance.

In pursuant of the said Clause, the Board of Directors of the company in their
meeting held on January 29, 2005 approved the Code of Conduct, which has
become effective w.e.f. January 29, 2005. A copy of the Code of Conduct as
approved by the Board of Directors is provided hereinafter.

We urges you to become thoroughly familiar with the contents of this booklet – the
code of Business Conduct and Ethics (also referred to simply as the ―Code‖)—and

9
to use it as a guidelines in the performance of your responsibilities for the
company. We also encourage you to seek assistance either from your superior or
from the Human Resources Department when a question or concern arises with
respect to any matter addressed in this material. If you have question or concern
about a code of Conduct provision or about some action or practice you observe,
you should always bring your questions to the attention of the company by talking
to your superior, other members of management, the company‘s Legal or Human
Resource Department or use the Company‘s anonymous reporting system. The key
is to make the Company aware of any questions of concerns you have so they can
be investigated, evaluated and appropriately addressed.

OBJECTIVE OF THE STUDY

 Help employee overcome his weakness & improve ones his strengths &
thus enable him to improve his performance & that of the Deptt.
 Generate adequate feedback & guidelines form the repotting officers to
the employee.
 Contribution to the growth & development of the employee through
helping him in realistic goal setting.
 Help in creating a desirable culture & traditions in the organization.
 Help identifying employees for the purpose of motivating, training &
developing them.
 Generate significant, relevant, free & valid information about employees.
 Thus, a good Training & Development& review system should primarily
focus an employee development.

10
 INDUSTRY PROFILE

INDUSTRY AT A GLANCE

Leather industry occupies a place of prominence in the Indian economy in

view of its missives potential for employment, growth and exports.

There has been increasing emphasis on its planned development, aimed at

optimum utilization of available raw materials for maximizing the return particular
from returns.

EXPORTED PRODUCTS

(1) Leather Footwear

(2) Footwear Components
(3) Leather Garments
(4) Leather Goods
(5) Finished Leather

A PROFILE ON INDIAN LEATHER SECTORS

India is the largest livestock holding country with 21% Large animals and 11% Small animals

 Indian Leather industry fulfills the 10% of global requirement.

11
  The total production of India's is 4 billion U.S $.
 Total annual exports value is over $ 2 billion.
 During 2000-04 the export growth is estimated 8.20%
 About 2.50 million workforce is thee in India about it 30% are women.
 Promising technological inflow and foreign direct investment.
 Top priority to occupational safety and work environment.

Major Production Centre of Leather & Leather

Products

Southern Region :-

1) Tamilnadu :- Chennair, Ambur, Ranikhet, Saniyabadi, Trichy and Dindigul.

2) Andhra Pradesh :- Hyderabad
3) Karnataka :- Banglore

North Region :-

1) Punjab :- Jalandhar
2) Delhi :- Delhi

Eastern Region :-

1) West Bangal :- Kolkata

2) Central Region :- Kanpur
3) U.P. Agra

Western Region :-

12
 1) Maharastra :- Nambri

a. Origin and development of the industry :-

Unique combination

33-year-old Ghaziabad-based company, Alps Industries Limited (hereafter

referred to as Alps Industries), is a leading manufacturer of yarn, home furnishing,
fashion accessories and dyes catering to both the domestic as well as the
international market and also sells premium imported architectural products in the
domestic market. A vertically integrated company, Alps Industries operates eight
manufacturing facilities including a 100 per cent export-oriented integrated textile
unit and also owns two premium, well-established brands; "Vista" for home
fashions and architectural products and "Le Pashmina" for fashion accessories.

Vision

 To produce world-class fashion, furnishing and décor products with the

concurrent objective to protect the environment through the use of eco-
friendly material.
 To achieve a leading position in environment-friendly textile products.
 To create top-of-the-mind brand recall for its products.
 To pursue innovation of new products.
 To strengthen market reach in both the domestic and international markets to
fully capture emerging opportunities.
 To reach the customers directly for improved responsiveness to changing
customer preferences.
 To introduce own brands for home furnishing products in the international
market.

13
  To pursue inorganic growth opportunities that would help it strengthen its
market position, both in the domestic as well as the international market.

The opportunity

India's textile industry is expected to grow almost three times into a USD 40
bn business by 2010 from the current levels; Its share in the global textiles market,
which currently stands at 4 per cent, is expected to touch 8 per cent by 2010; After
garments, yarn is the next fastest growing textiles category, likely to grow at a
compounded rate of 17 per cent per annum;

Similarly, exports of home textiles has grown by nearly 39 per cent in 2006.
The anticipated growth in the future is where the real excitement lies: exports of
home textiles (made-ups) are set to touch USD10 bn by the year 2010 from the
current USD 1.9 bn.

In addition to the opportunities in the international markets, the domestic

real estate boom presents an opportunity to Alps Industries to especially cater to
the niche commercial and retail segment and high-end residential demand:

Indian real estate market is on a high growth curve and is growing at the rate
of 30 per cent per annum;

Looking at the current frenetic pace of commercial realty development

across the country; it is estimated that 103 mn sq ft of office space will be added by
the year 2010; and the IT and ITES industry would require office space of more
than 367 mn sq ft till 2012-13;

14
 The next two years from now will see the emergence of approximately 117.4
mn sq ft of new retail space with a total of 361 mall projects estimated to be under
construction.

Lastly, rising disposable incomes, easy financing terms and growing

urbanization continues to drive housing demand not only in the metros but also in
smaller cities.

The Alps value proposition

Because, over the years, we not only strengthened our position as a leading
textile manufacturer catering to the international market, but have also evolved as a
principal interiors infrastructure player well poised to ride the domestic realty
boom.

And because pre-empting the realty boom and the opportunities unfurling in
the global market, we not only expanded our capacities ten times, but more
importantly, made our timely foray into fast growing and high-value added textile
segments, set the base for our entry into the retail segment for our home
furnishings and embarked on prudent integration, cost competitive and
environment friendly initiatives, which we believe will continue to be our value
proposition for years to come.

FOR INSTANCE WE,

Enhanced capacities to manufacture value-added fiber-dyed, high quality

yarn; Embarked on installing compact yarn spinning facilities and high-value
Jacquard fabrics weaving facilities to manufacture higher value products; Ventured
into the production of high-value office and automobile upholstery fabrics in
addition to fashion oriented home furnishing;

15
 Undertook cost competitive expansion by choosing Uttranchal as our
expansion base - a state which offers several tax incentives, provides quality power
supply at subsidised rates and took loans from the government's TUF scheme to
reduce interest cost;

Enhanced our eco-friendly positioning by purchasing organic cotton, an

initiative which enables us to source nature friendly cotton;

Pioneered research in the area of natural dyes extraction and application to

textile fiber which provided us a distinct positioning of being an environmentally
friendly manufacturer;

Initiated measures to establish a strong branded retail presence, Launched

high-value architectural products such as real wood flooring & aluminum
composite panels to ride the domestic boom and leverage our strong Vista brand,
our national distribution network and our carefully nurtured relationships with
architects and interior designers.

We are confident that all these measures will increase our visibility, attract
large overseas retail and textile manufacturers and speed up top line growth and
protect our profitability significantly in the long-term.

The response

Several industry players are scaling up capacities especially to

attract overseas retail houses looking to move their production bases to
India in the post-quota regime.

16
 So far, across Asia, textile companies have gained from a surge in
sales to developed markets primarily driven by shutting down of
capacities in overseas market.

However, in this business of manufacturing products for leading brands,

expanding margins beyond a point is imminently difficult. And that's where our
response to these emerging opportunities will be truly appreciated.

17
COMPANY
PROFILE

18
 COMPANY PROFILE

ORIGIN OF THE ORGANIZATION :-

DAWAR COMPANY POLICY

We at Dawar Footwear Ind. a leading manufacturer and exporter of footwear

and footwear components, are committed to carry out our activities with highest
concern for customer delight, environmental protection, Occupational health &
safety, ethical governance and in compliance with all applicable statutory,
legislative and national and international standards requirements.

Pursuant to this goal, we shall :

 Supply high quality of footwear and footwear components and meet

requirements of our customers.
 Continually improve quality, productivity, social performance, cost of poor
quality, impact of our activities on air, water & land and also in prevention/
control of occupational health and safety risks;
 Monitor, control and upgrade our technology/ processes and operational
practices so as to optimize resource consumption and ensure safe work
environment/ well being at work place;
 Recognize and care for the concerns of our employees and affected
interested parties regarding the impact of our operations on the environment
and occupational health & safety hazards at work place ;
 Participate in overall social development of the neighborhood;

19
  Strengthen awareness, skill and competence of our employees so as to
enable them to contribute effectively in ensuring sound quality,
environmental, social, occupational health and safety management.
 Date : 1st January, 200.

(Puran dawar) Chairman/ Managing Director

Agra footwear units are facing labour shortage. The supply of skilled and semi-
skilled labour has failed to match the growth in production of the industry.
Footwear exports from the city also record 20-25 per cent growth every year, thus
leading to further rise in demand for labour.

Several attempts to increase the supply of labour, including the much-publicised

―umbrella project‖ and a technological tie-up with Microsoft, have failed to deliver
results.

Industry sources claim the current demand for skilled and semi-skilled labour is
close to 50,000. There is an immediate need for a workforce of around 15,000 to
take advantage of the spurt in business generated by the opening of the US market
for Indian footwear.

To tide over the crisis, the industry is trying to encourage women to enter the
workforce. Women make up almost 50 per cent of the population of the town.
Puran Dawar, managing director, Dawar Footwear Industries, said that contrary to
the leather industry in Southern India, the Agra footwear industry has been
completely male-oriented, with women choosing to stay away from this sector

20
even though working in the leather industry was quite similar to the garment
industry, which employed women in large numbers.

Women were reluctant to work in the industry because there was lack of initiative
to train them and bring them into the workforce, he added.

The Central Footwear Training Institute (CFTI) in Agra has been churning out
about 100 trainees every year in the skilled labour category, but this is insufficient
in view of the present demand.

To promote young girls in the sector, the Agra Footwear Manufacturers and
Exporters Association has developed a project with the CFTI for running 3-month
duration courses that could produce thousands of semi-skilled labourers each year.

For the training, the footwear units have provided material like scrap leather,
machines etc. to the CFTI to enable the institute to train women in the trade of
leather stitching, grading and cutting. Dawar claimed that being a labour-intensive
industry, the footwear units of the town could easily train sufficient number of
labourers for their own purposes utilising the provisions made in the Apprentice
Act, 1961.

The Act allows hiring trainees in numbers of up to 20 percent of the total labour
strength in the unit. But the labour department did not allow the leather units to
take in trainees charging the unit owners of exploiting the labourers. If the
unjustified restriction imposed by the labour department could be lifted, the labour
crisis in Agra leather industry could be easily resolved, he added.

Agra produces close to 150,000 footwear pairs per day. There are 75-80 export
oriented units in the city, which earn foreign exchange worth almost Rs 1,500 crore

21
every year. Over the years, the increased demand by these export oriented units has
also led to an aggravation of the labour crisis.

Marketing Strategies of Dawar Footwear Ltd.

Marketing involves satisfying consumer's needs and want. The task of every
business 10 to deliver customer value at a profit. A company can win only by fine
tuning the value delivery process and choosing, providing and communicating
super value.

The value delivery process

The traditional view of marketing is that the firm makes something and then
sells in In this view, marketing takes place in the second half of process. dawar
footwear Ltd knows what to make and the market will buy enough units to produce
profits. companies that subscribe to this view have the best chance of succeeding in
economics marked by good shortages where consumer are not fussy about quality,
features or style.

22
At Dawar

The marketing framework is design to address

Three management question :-

1. How can a company identify new value opportunities

2. How can a company efficiently create more promising new value offering.
3. How can a company use. Its capabilities and infrastructure to deliver the new
value offerings more efficiently

Or

1. Value exploration
2. Value creation
3. Value delivery

The success of Dawar Footwear Ltd. depends on various marketing

strategies. Every company jhas a specific plan by which company tries to lerd in
market.this plan is depend on following strategies.

1. Market needs
2. Market trends
3. Market growth
4. Keys to success
5. Marketing objectives
6. Target Market
7. Sales forecast

23
Customer Relation :-

The Term customer relation refers to the long term relation with the
customer. For maintain these relation company has to work hard. In Dawar
footwear limited, they always keep in touch with their customer they regularly
organize meeting with them wallmart , trisco etc. are their major customer they
covers the market of Italy U.S. any many more countries. They invites buyers to
them. Company attends the fair also for new market or new customer. So this is
how htye maintain customer relation. The most important fact is they are loyal
towards their customer.

Target Market :-

A Marketer can rarely satisfy everyone in market. The needs, wants and
demand of very person is different that‘s why it is essential for a marketer that he
choose only a particular market or target customer and he tries to satisfy them. as
we know that " Dawar footwear ltd is 100% export company they don't sale their
product in India reason being their product is so expensive its started from 4000
per pair of ladies shoes and 5000 per pair of gents shoes. The one reason of
covering international market is that they are not able to find much customer in
India thereby they covers international market they find good customer their who
happily pays them for their product they only made shoes for adults not for kids.

Quality Product :-

Dawar Footwear Ltd. works on the concept of " Total quality management"
To managing the quality of a product from the initial to the last stage is the aim of
company . They properly check the quality of raw material, they purchase raw

24
material from Chennai, Kanpur and Agra itself if their requirement they send it
back and orders for new material.

There is a AQL system in the company i.e. Average quality line. there are
five quality assurance manager in the company. There is inline inspection system
in the company. They check the product when it is 50% completed after it there is
midline inspection where they check when it is 60 to 65% completed. The there is
finally checking system where they check the product when it is 100% complete
Inside of it there is a randomly checking system also, in it the quality inspector can
check the product at any stage and if he found any errors their he can report to
chairperson and process will be stopped there so deliver a quality product is the
aim of company.

Market Trends :-

The complete information of market in Dewar footwear Ltd trends is very

essential for any company if company not runs according to the market trends it
will be get finished. As we know that shoe industry is very glamour's industry and
trends in this industry changes very so it is very essential to know about the taste
and preference of the like labour costing, raw material, payment terms etc. Inspite
of it the policy is very much depend on competitors policy. if company wants to
capture the market of its competitors. then it tries to sale its product on cheaper
cost.

Distribution Channel :-

When we are talking of Dawar footwear ltd about ' Dawar footwear ltd, it is
very much clear to us that there is no role of distribution channel. they directly
meet with buyer because they never sell their product by its own brand name,

25
company gives order to them and they sell the product by their name. There are
only two parties :-

Manufacturer – Buyer

Sales forecasting :-

The whole production process at Dawar footwear ltd is depend on pre-order

that is why there is no need of forecasting best company tries to gain more order
from the customers and for this they regularly participate in fairs, keep in touch
with new trends and inspire their designer to work with creativity. Customer, what
they want, what they like. For this purpose customer, what they want, what they
like, for this purpose company send their person to visit international market
company consider the taste of customer. They focused on seasonal demand and
seasonal changes.

Market promotional schemes :-

Sales promotion, a of Dawar footwear ltd. key ingredient in market

campaigns consist of a collection of incentive tools sales promotion includes tools
for consumer promotion like in 'Dawar footwear ltd. they create new sample
design, send these sample to buyers. They are registered in ARS magazine. They
pay good amount to their designers. There is a designer of Dawar's in stay who
regularly studies the international market and design new samples, he get the
monthly package of 5 lacks.

26
Pricing policy :-

The pricing policy of any of Dawar footwear ltd. company is one of the
important parts of its market strategy. the structure of market is very much depends
on the pricing policy of company. if the company produces costly product that its
customers are only high income group peoples and vice-versa. the pricing policy of
any company affects by various factors.

Logistic system of Dawar Footwear Ltd.

According to Mr. Bipin Gupta, taking order to the customer is easy,

production of the order is easier but complete the order at time is tough and timely
shipment or deliver the product to the customer is more tough. ' Dawar footwear
ltd.' always tries to fulfill the requirement of the customer and always tries to be in
time. They use JNPT port, Mumbai for shipment.

27
PRODUCT
AND
SERVICES

28
 DAWAR PRODUCT

The brand "DAWAR" has been able to maintain its aura of exclusivity and
distinction in the global market. Our brand "DAWAR" cherish the dreams of
people from across the world by providing footwear of their choice. With the
growing popularity, proliferation comes along.

The company has elaborated the brand concept by launching a variety of sub-
brands and shoes to suit different occasions. The new brand were coined with
attractive catchword, thus helping the customers finding the right shoes.Our range
of brand caters to every need in footwear world.

DAWAR FOOTWEAR IND:-

is a Govt. recognized export house engaged in the manufacture & export of Men's
Footwear i.e Classic- Comfort Classic & Sport Line & all type of Uppers.

29
DAWAR LSD:-

is a Govt. recognized export house engaged in the manufacture & export of Ladies
Footwear *Fashion *Comfort *Sporty *Woven Ankled-Mid-Long Boots, Shoes &
Sandals.

Expansion:-

In house production of PU, TPR Soles and Shoes.

30
Dawar family is a large and growing family. It extends beyond the people who
work for Dawar Group. Their families are also an integral part of it. The Group
shares the hopes and aspirations of its people and their children. It goes out of its
way to reward their hard work and dedication.

"Saksham Dawar Memorial Trust" is a small but significant step in that direction.
Its a child education programme for the children of the workers. In addition to this,
it also provides monetary assistance to a large number of its worker's children
studying in other schools.

The Group also works in association with a number of NGO's to fulfill its other
social welfare commitments. It also organizes regular health check-ups for the
families of its workers. But these efforts are not enough. There is a lot more that
needs to be done. Nobody understands it more than the chairman of the Group,
"Mr. Puran Dawar".

31
 BOARD OF DIRECTORS

Mr. Puran Dawar(Chairman) Mr. Prem Agarwal(General Manager)

Dawar Group is led from the front by "Mr. Puran Dawar", a pro-active veteran
from the shoe industry. Mr. Dawar is a widely travelled person and has been
associated with the shoe industry for more than three decades. He understands the
dynamics of shoe business and how it is conducted in the international market.
With his clear vision and rock solid dedication, he has brought Dawar Group this
far and continues to lead it with missionary zeal.It is Mr. Dawar's concern for his
people and environment related issues that has endeared him to one and all. A visit
to Group's manufacturing facility and corporate office reflects these concerns.Mr.
Prem Agarwal , General Manager is a seasoned professional who looks after the
day to day affairs of the company.

32
 OUR PEOPLE

Dawar Group is indebted to its people for their unflinching support and dedication.
They have stood by us in our good, bad and ugly times. They have crafted some of
the finest shoes for most of the top names in international footwear and fashion
industry. They have made us a force to reckon with in the fiercely competitive
global footwear industry.

We, at one end, have not failed them either. To begin with, we have provided them
with a world class working environment envied by many in the industry. Its a
hazard free, airy, well lit and well built working facility we are talking about with
clean toilets and adequate drinking water.Its a facility that encourages performance
by its ambience. Hot Indian summer is hardly a distraction. Their health is a matter
of concern to us. Medical check-ups by qualified doctors are organised at regular
intervals to monitor their health and welfare. Then, there is a cafetaria for people
where they get subsidised food items.There is a volleyball court in the front amidst
sprawling greens. It has witnessed many a competitive in-house tourneys. It is
important for our people to know the joy of winning and the agony of losing to
each other. But together they make a formidable team of 800 strong and highly
skilled people we are proud of.

33
 WORK STRENGTH

For a company to stay ahead in terms of quality and competitiveness, it has to rely
on the strength of its own infrastructure and resources. We, at Dawar Group,
realised it very early. Today, we not only have a most modern manufacturing
complex but also an array of sophisticated machines to produce a diverse range of
world class footwear.

Besides a number of Italian Lasting Machines and German Closing Machines,

there are other machines at various stages of production. The assembly line
manufacturing enhances production and ensure quality. On-line Quality Control
Checks by seasoned professionals enable us to monitor consistency in production
of a particular order. From shoe upper to complete shoes, everything is produced
in-house there by reducing production lead time and enhancing cost effectiveness.
Over the years, the group has kept a sturdy pace with technological advances in
footwear production. It has continuously upgraded its infrastructure to produce
quality footwear.

34
 QUALITY POLICY

At Dawar, we look at quality from a different perspective. Concern for quality is

ingrained in oue system. It is an integral part of our thought process. And that is
how it has become a tangible aspect of our products. You can see and feel it.
Quality is not talking about it; it is doing it. It should be inherent in your belief
system. Over the years, we at Dawar, have evolved our own quality policy turned
to the capabilities of our people. They produce quality because we provide them
quality environment and facilities. We lead the crusade for quality from the front.
At Dawar, quality is people driven. Workers produce it, professionals inspect it and
together they deliver it.

From time to time our people undergo orientation programmes conducted with the
assistance of technocrats to understand qualitative aspects of products we make. To
top it all, the management of Dawar Group monitors the production process to
ensure that each footwear bears Dawar's seal of 'Quality Always'.

35
 ENVIRONMENT FRIENDLY COMPANY

Inherent in the work culture of "Dawar Group" is a deep concern for conservation
& Preservation of the environment. The sprawling greens in front of its Corporate
Headquarters and Manufacturing facility is one such example.A modern waste
treatment plant has been installed to ensure its surroundings are not polluted. The
facility has been designed meticulously to match international standards in terms of
temperature control, noise levels etc.

It has "top-of-the-line fire fighting" arrangements. The walls in the working areas
are fitted with fire fighting equipments and fire exits routes are painted all over the
work area. The electricity cables have been laid under the watchful eyes of
professionals as per the prescribed standards. To educate our workers regarding the
use of chemicals, regular orientation programmes are conducted. Our concern for
our environment and the measures we have taken to preserve it have got us an
"ISO 14001" Certification.

36
 RESEARCH & DEVELOPMENT

Dawar group is constantly innovating new designs. In sync with latest trends in the
European standards, development of new designs goes on round the year at our
Research and Development department.

At Dawar group , commitment to provide high class and quality service continues,
right from the designer's sketchbook through to the performance of our shoes on a
customer's foot.

Dawar group has adopted latest footwear technology to give new dimension to the
creative designers.

Success is never a matter of desire, it is the product of hard work and vision. The
phenomenal success of Dawar Group proves it. With effective presence in more

37
than "40" countries and a turnover exceeding "US$ 10 Million", the group has
been growing steadily.

It's success is simply a by product of the implicit faith and confidence its buyers
have in its capabilities. It has never let them down. And that is because their every
requirement is met as per their exact specifications. Today, the Group exports its
footwear to some of the top names in fashion and footwear business. "United
Colours Of Benetton, Lumberjack" etc. are some of the brands it makes footwear
for.Our product range is exhibited in many prestigious fairs like "Riva Del Garda
(Italy), GDS (Germany) and WSA (USA)". For us at Dawar every customer, no
matter big or small, counts. Whenever visiting our "Corporate headquarters" in
India, each customer is looked after well. We have even made independent work
stations for them to work with freedom. All the work stations are equipped with
modern telecommunication facilities. We cherish the mutually rewarding
relationship we share with our customers worldwide.

38
 2.6 ORGANIZATION CHART FOR DAWAR
GROUP
MR. PURAN
DAWAR

(Chairman)

EXT # 24 / 28 /
98370-65440

MR. SAMBHAV MR.

DAWAR P.P.AGARWAL

(Director) (General
Manager)
EXT # 27/99270-
65440 EXT # 21/93191-
05441
MR. BIPIN MR. B.K.GUPTA MR. MR.D.K.SHARM MR.ANIL JAIN MR.MANOJ
GUPTA S.K.SHARMA A TIWARI
(Manager HR & (Manager Export)
(Head R & D & Personal) (Lasting Planning (Closing Head (Q.A. Manager)
GM Material Head) Unit -I) EXT # 25/98371-
Planning) EXT # 52/93192- 88868 EXT # 39/94120-
06555 EXT # 38/99276- EXT # 42/94116- 10526
EXT # MR.J.K.MISHRA 56400 MR. SHYAM 27394 MR.NITIN
61/98970-38333 SINGH GUPTA
(Lasting Manager EXT # 38/99276-
Unit- I) (Lasting In charge (Export
56400 EXT # 38/99276-
EXT # 38/99276-Unit -II) EXT # 38/99276- Executive) 56400
EXT # 57/98973- 56400 56400
MR.DINESH MR.AJAY RAJ
63543 EXT # 54/ EXT # 25/98373-
KASHYAP SHARMA
34169
(Closing Manager (Purchase
Unit II) Manager)
EXT # 38/99276- EXT # 38/99276-
56400 56400 EXT # 38/99276-
EXT # 60/98377- EXT # 62/93199-
56400
08405 67218

MR. ANIL MR. DINESH MR. REHMAN MR.RAVINDR MR. RAJEEV MR. KAUSHAL MR.KULDEEP
EXT # 38/99276- EXT # 38/99276-
SEHRA VERMA ALI A GUPTA KISHOR SINGH
56400 56400

(Designer (Designer (Sample Co- (Sample Co- (Communication (Merchandiser) (Planning in

Men’s) Ladies) ordinator) ordinator) Manager) charge)
EXT #
EXT # 62 EXT # EXT # EXT # EXT # 62/98970- 62/93052- EXT #
62/99270- 67/98370- 67/93199- 40700 81008 62/93192-
27516 42026 67213 68527

39
TRAINING

40
Training is a process of learning a sequence of programmed behavior. It is
application of knowledge & gives people an awareness of the rules and procedures
to guide their behavior. It attempts to prepare them for an intended job.
Development is a related process. It covers not only those activities, which
improve job performance, but also those, which bring about growth of the
personality; help individuals in the progress towards maturity & actualization of
their potential capacities so that they become not only good employees but also
better men & women. In organizational terms, it is intended to equip persons to
earn promotion and hold greater responsibility. Training a for a bigger and higher
job is development. In addition, this may well include not only imparting specific
skills and knowledge but also inculcating certain personality and mental attitudes.

Training is a short-term process utilizing a systematic & organized procedure by

which non-managerial personnel learn technical knowledge & skills for a definite
purpose. Development is a long-term process educational process utilizing a
systematic and organized procedure by which managerial personnel learn
conceptual and theoretical knowledge for general purpose.

Training refers to instruction in technical and mechanical operations, while

development refers to philosophical & theoretical educational concepts. Training is
designed for non-managers, while development involves managerial personnel.

Training & Development differ in four ways:

 "What" is learned?
 "Who" is learning?

41
  "Why" such learning takes place &
 "When" learning occurs
The difference may be stated thus:

Learning dimensions Training Development

Who? Non-managerial Managerial personnel

personnel

What? Technical & mechanical Theoretical, conceptual

operations ideas

Why? Specific job-related General knowledge

purpose

When? Short term Long-term

NEED FOR BASIC PURPOSES OF TRAINING

1. To increase productivity-Instruction can help employees increase their level

of performance on their present assignment. Increased performance often
directly leads to increased operational productivity and increased company
profit.

42
2. To improve quality- Quality increases may be in relationship to a company
product or service, or in reference to the intangible organizational
employment atmosphere.
3. To help a company fulfill its future personnel needs- when the need arises,
organizational vacancies can more easily be staffed from internal sources if a
company initiates and maintains an adequate instructional program for both its
non-supervisory & managerial employees.
4. To improve organizational climate- Increased morale may be due to many
factors, but one of the most important of the most important of these is the
current state of an organization's educational endeavor.
5. To improve health & safety- Proper training can help prevent industrial
accidents. A safer work environment leads to more stable mental attitudes on
the part of employees.
6. Obsolescence prevention- Training & Development programs foster the
initiative & creativity of employees & help to prevent manpower
obsolescence, which may be due to age, temperament or motivation, or the
inability of a person to adapt him to technological changes.
7. Personal growth-
 An increased use of technology in production.
 Labor turnover.
 Employment of inexperienced labors.
 Old employees need refresher training to enable them to keep abreast of
changing methods.
 Enabling employees to do the work in a more effective way.
 Reducing grievances and minimizing accident rates.

43
  Maintaining the validity of the organization & raising the morale of the
employees.

Importance of training

Training is the corner stone of sound management, for it makes employees more
effective & productive. It is actively and intimately connected with all the
personnel or managerial activities. It is an integral part of the whole management
program, with all its many activities functionally inter-related.

There is an ever present need for training men so that new and changed techniques
may be taken advantage of and improvements affected in the old methods, which
are woefully inefficient. Training is a practical and vital necessity because it
enables employees to develop & rise within the organization, and increase their
"market value", earning power and job security. It moulds the employees ' attitudes
and helps them to achieve a better co-operation with the company and a greater
loyalty to it. Training, moreover, heightens the morale of the employees, for it
helps in reducing dissatisfaction, complaints, grievances & absenteeism reduces
the rate of turnover. Training is a widely accepted problem-solving device.

44
 Steps in training programs
Discovering or identifying training needs
( through organizational operations manpower
analysis)

Getting ready for the job

Preparation of the learner

(create, desire & prepare accordingly)

Performance try-out

Presentation of operations & knowledge

(Application of training techniques)

Follow-up

(rewards and feedback)

45
 Objectives of employee training
The overall objective of training program is to fill in the gap between the existing
and the desired level of knowledge, skills and aptitudes. Objectives of
training express the gap between the present and the desired
performance levels. A well designed training program improves the
personnel qualitatively. The main objectives of training may be defined
as follows-

1. To impart basic knowledge- To impart the entrants the basic knowledge

and skills required for efficient performance of definite tasks. It increases the
skill, knowledge and operative competence of the employee, which help to
increase the level of performance.
2. To function more effectively in their present position- It assists the
employees to function more effectively in their present positions by
exposing them to the latest concepts, information and techniques and
developing the skills required performing their job in a better way.
3. To build up second line of competent officers- Whenever there is a change
in a job position, the new incumbent from within can occupy the position
more confidently.
4. To broaden the minds of senior managers- It corrects the narrow outlook
caused by the over specialization.
5. To reduce supervision- It reduces the degree of supervision and makes the
workers more independent & more responsible. It reduces cost of production
and cost of supervision.
6. To improve the organizational environment- The purpose of training is to
generate an improved organizational environment. Proper training reduces

46
 industrial accidents. Proper & safer living and working environment leads to
more stable mental attitude on the part of the employees. It reduces the rate
of absenteeism and labor turnover.
7.

Principles of training
A sound training program must possess the following characteristics:

1. The training program should be designed so as to achieve pre-determined

objectives and needs of the organization.
2. Training program should be less expensive.
3. Training program should be developed for all in the organization and not for
a particular group.
4. Training program should be pre-planned and well organized, taking in view
the objectives of training program.
5. Training program should be designed according to size, nature and financial
position of the concern.
6. the program should be conducted by a senior and experienced supervisor or
executive of the concern or by training director who is in charge of the
training section under personnel department.
7. Theoretical and practical aspects of training should be given consideration
while preparing a training program.
8. Training program should be designed taking in view the interests of both
employer and employees.
9. The purpose of training is to develop the men and therefore more than one
method may be followed for different groups.

47
 10. The program should be flexible enough so that it may be adjustable to the
changing circumstances.

11. Training should be followed by a reward, so that employees may be

motivated.

12. Sufficient time should be provided to practice what the employees have
learned.

13.The trainee should be provided with 'feedback' on the progress he is making

in utilizing the training he has received.

Evaluation of effectiveness of training and management development

programs

Evaluation is an essential feature of all programs for the training of employees.

The concept of evaluation is most commonly interpreted in determining the
effectiveness of program in relation to its objectives. Management invests in
training programs of the employees only with the expectation to see some
tangible benefits derived there from. Evaluation can be done from various
purposes. Objectives of training evaluation is to determine the ability of the
participant in the training program to perform jobs for which they were trained,
the specific nature of the training deficiencies, whether the trainees required any
additional on the job training, and extent of training not needed for the
participants to meet the job requirements. Evaluation of the training program
may be done as follows:

1. To increase the effectiveness of the training programs while it is going

on.
2. To increase the effectiveness of the programs to be held next time.

48
 3. To find out to what extent the training objectives are achieved.
4. To help participants to get feedback for their improvement and
efficiency.
Evaluation of the training must be based on the following principles:

 Evaluation specialist must be clear about goals and purposes of evaluation.

 Evaluation must be continuous.
 Evaluation must be specific.
 Evaluation must provide the means and focus for trainers to be able to
appraise themselves, their practices, and their products.
 Evaluation must be based on objective methods and standards.
Realistic target dates must be set for each phase of the evaluation process. A sense
of urgency must be developed, but deadlines that are unreasonably high will result
in poor evaluation.

There are various approaches to training evaluation. To get a valid measure of

training effectiveness, the personnel manager should accurately assess trainee's job
performance two to four months after completion of training. The four basic
categories of outcomes can be measured -

Reaction: Evaluate trainee's reaction to the program.

Learning: Did the trainee learn the principles, skills and fact that the
supervisor or trainer wanted him to learn?

Behavior: Whether the trainee's behavior on the job changed because of the
training program?

Results: What final results have been achieved?

49
 TRAINING COURSE

Training may range from highly specified instruction in the procedures to be

adopted while performing a particular job to every general instruction concerning
the economy and society. Training courses in general areas usually aim at making
an employee a rounded individual, a happier worker and a good citizen, and at
training him for "larger responsibilities" and future advancement. Such training
exerts a remarkable influence on production and labor. From the employees point
of view, output would increase with decrease in cost of production. From the point
of view of labor, the employees' morale would improve; so would the rate of
turnover, excessive absenteeism and accidents reduce. Training programs are no
doubt expensive; but their worth to a growing concern cannot be over-emphasized.

Training in general areas is given in such subjects as general and home economics,
basic English, instruction in better writing and report drafting, reading using
gauges, the operation of machines, public speaking and public relations, selling
and communication with people.

SUPPORT MATERIAL FOR TRAINING

A variety of equipments are utilized to impart effective training. These are:

1. Lectures, conferences, seminars and staff-meetings, demonstrations, and

short courses, through coaching.
2. Role-playing and job rotation.
3. Case or project studies and problem-solving sessions.
4. Use of pamphlets, charts, brochures. booklets, handbooks, manuals etc.
5. graphs, pictures, books, slides, movies, projectors, film strips, tape recorders.
6. Posters, displays, notice and bulletin boards.

50
 7. Reading rooms and libraries where specified books and journals are
maintained for reference and use.
8. Under-study and visits to plants.
9. Correspondence courses under which knowledge about business law,
statistics, industrial management, marketing, offices procedures, retailing
and many other similar subjects may be imparted.
10.Teaching machines.

11.Membership of professional or trade associations, which offers new techniques

and ideas to their members.

TRAINING PERIOD

The duration of training varies with the skill to be acquired, the complexity
of the subject, a trainee's aptitude and ability to understand, and the training media
used. Generally a training period should not be unduly long; if it is, trainees may
feel bored, uninterested. The ideal session should not go beyond 2 to 3 hours at a
stretch, with a break in between two sessions. If convenient, employees may be
trained for a week or a fortnight for an hour or two, every day after work hours.
The training period may extend from 3 weeks to 6 months or even more,
depending upon the job requirements. The physical location of the program should
be in pleasant surroundings away from the noise and tension of the work place.

TRAINING FOR DIFFERENT EMPLOYEES

Employees at different levels require training. Unskilled workers require training

in improved methods of handling machines and materials to reduce the cost
production and waste and to do the job in the most economical way. Such

51
employees are given training on the job itself; and the training is imparted by their
immediate superior officers.

Semi-skilled workers require training to cope with the requirements of an industry

arising out of the adoption of mechanization, rationalization and technical
processes. These employees are giving training either in their own sections or
departments, or in segregated training shops where machines and other facilities
are usually available. Training is usually imparted by more proficient workers,
bosses or inspectors, Training methods include instruction in several semi-skilled
operations because training in one operation only creates difficulties in adjustments
to new conditions, lend the color of specialization to a job and makes work
somewhat monotonous for an individual.

Skilled workers are given training through the system of apprenticeship, which
varies in duration from a year to three or five years. Such training is also known as
tradesman or craftsmen training, and is particularly useful for such trades in
industry which require highly sophisticated skills- as in carpentry, drilling, boring,
planning etc. Such programs are usually conducted in training centers and industry
itself.

Supervisory staff needs training most, for they form a very important link in the
chain of administration. The training programs for supervisors must be tailor-made
to fit the needs of an undertaking. Their training enables supervisors to cope with
the increasing demands of the enterprise in which they are employed and to
develop team spirit. Supervisors' training may include the supply of necessary
reading material, job rotation to give them a wide- in plant experience, holding of
staff meetings, visits to other industrial units, participation in the work of other
departments, lectures and teaching, role-playing, case studies and conferences.

52
 TRAINING METHODS/ TECHNIQUES

Classification of training

methods

ON THE JOB DEMONSTRATION APPRENTICESHIP

OTHER TRAINING

AND EXAMPLES METHODS

VESTIBULE SIMULATION CLASSROOM

METHODS

ASSOCIATIONS

AUDIO-VISUAL

AIDS

LECTURES CONFERENCES

CASE STUDY

ROLE-PLAYING

PROGRAMMED

INSTRUCTION

53
ON-THE-JOB- TRAINING
It is the most common, the most widely used and accepted, and the most necessary
method of training employees in the skills essential for acceptable for job
performance. An employee is placed in a new job and is told how it may be
performed. It is primarily concerned with developing in an employee a repertoire
of skills and habits consistent with the existing practices of an organization, and
with orienting him to his immediate problems. Employees are coached an
instructed by skilled co-workers, by supervisors, by the special training instructors.
They learn the job by personal observation and occasionally handling it. There are
variety of OJT methods, such as ‗coaching' or ‗understudy‘; ‗job rotation‘; and
special assignments.

Job instruction training(JIT)

This method requires skilled trainers, extensive job analysis, training schedules,
and prior assessment of the trainee‘s job knowledge. This method is also known as
―training through step-by-step learning.‖ It involves listing all necessary steps in
the job, each in proper sequence. The actual training follows a four step process :

 The preparation of the trainee for instruction.

 Presentation of the instructions, giving essential information in a clear
manner.
 Having the trainee try out the job to show him each step of the job.
 Encouraging questions and allowing the trainee to work along and the trainer
follows up regularly.
 The JIT method provides immediate feedback on results, quick correction of
error, and provisions of extra practice when required.

54
Vestibule training (training-center training)

It is a classroom training, which is often imparted with the help of the equipment,
and machines, which are identical with those in use in the place of work. This
technique enables the trainee to concentrate on learning the new skills rather than
on performing an actual job. Theoretical training is given in classroom, while the
practical work is conducted on the production line. It is a very efficient method of
training semi-skilled personnel, particularly when many employees have to be
trained for the same kind of work at the same time. Training is generally given in
the form of lectures, conferences, case studies, role-playing and discussion.

Demonstration and examples(learning by seeing)

The trainer describes and displays something, as when he teaches an employee

how to do something by actually performing the activity himself. Demonstrations
are very effective In teaching because it is much easier to show a person how to do
a job than to tell him or ask him to gather instruction from the reading material.
Demonstration are used in combination with lectures, pictures, text materials,
discussions etc. Demonstration are particularly effective in the training for the
acquisition of skills; but their usefulness is limited when it is a question of training
management personnel.

Simulation

Simulation is a technique, which duplicates, as nearly as possible, the actual

conditions encountered on a job. Trainee interest and employee motivation are
both high in simulation exercise because the actions of a trainee closely duplicate
real job conditions. This training is essential in cases in which actual on-the-job
practice might result in a serious inquiry, a costly error, or the destruction of
valuable materials or resources.

55
Apprenticeship

For training in crafts, trades and in technical areas , apprenticeship training is

the oldest and most commonly used method. A major part of training time is
spent on-the-job productive work. Each apprentice is given a program of
assignments according to a pre-determined schedule, which provides for
efficient training in trade skills.

Classroom or off-the-job methods

It means training is not the part of everyday job activity. The actual location may be
company classrooms or in places which are owned by the company. These
methods consists of:

 Lectures
 Conferences
 Group discussions
 Case studies
 Role-playing
 Programmed instructions
 Laboratory training

56
 TRAINING MODEL

Implementation of training

Once the training program has been designed, it needs to be implemented.

Implementation is best with certain problems. Firstly, most managers are action-
oriented and frequently say no to training efforts. Secondly, there is problem of
locating suitable trainers within an organization. Any training program
implementation involves action on the following lines:

 Deciding the location and organizing training and other facilities.

 Scheduling the training program
 Conducting the program
 Monitoring the progress of trainees

57
 Why training fails?

The following factors have been regarded as the main reasons for failure of
training programs:

 The benefits of training are not clear to the top management.

 The top management hardly rewards supervisors for carrying out
effective training.
 The top management rarely plans and budgets systematically for training.
 The middle management, without proper incentives from top
management, does not account for training in production in production
scheduling.
 Without proper scheduling, first line supervisors have difficulty in
production norms if employees are attending training programs.
 Behavioral objectives are often imprecise.
 Training external to the employing unit sometimes teaches techniques on
methods contrary to the practices of the participants' organization.
 Timely information about external programs may be difficult to obtain.
 Trainers provide limited counseling and consulting services to the rest of
the organization

58
Improving effectiveness of training

The training program can be mad more effective and successful if the following
hints are considered:

 Specific training objectives should be outlined on the basis of the type

of performance required to achieve organizational goals and
objectives.
 Attempt should be made to determine if the trainee has the
intelligence, maturity, and motivation to successfully complete the
training programs.
 The trainee should be helped to see the need for training by making
him aware of the personal benefits he can achieve through better
performance.
 The training program should be planned so that it is related to the
trainee's previous experiences and background.
 Attempts should be made to create organizational conditions that are
conducive to a good learning environment.
 If necessary, a combination of training methods should be selected so
that variety is permitted and as many of the senses as possible are
utilized.
 It should be recognized that all the trainees do not progress at the
same rate.
 If possible, the personal involvement or active participation of the
trainee should be got in the training program.

59
 As the trainee acquires new knowledge, skills or attitudes and applies
them in job situations, he should be significantly rewarded for his
efforts.
 The trainee should be provided with regular, constructive feedback
concerning his progress in training and implementation of the newly
acquired abilities.
 The trainee should be provided with personal assistance when he
encounters learning obstacles.

60
DEVELOPMENT

61
Purpose and objective of management development

Executive development is an attempt at improving an individual's managerial

effectiveness through a planned and deliberate process of learning. For an
individual this means a change through a process of planned learning. This should
be the common and significant aim of development attempts from the point of
view of the trainer and the trainee in an organizational setting.

"All the development is self development. It must be generated within the man
himself. Development is highly individual. The development of an individual is
due to his day-to-day experience on a job. Any activity to designed to improve the
performance of existing managers and to provide for a planned growth of
managers to meet future organizational needs is management development.

The change in the individual must take place in those crucial areas, which can be
considered as output variables:

 Knowledge change
 Attitude change
 Behavior change
 Performance change
 End-operational results

The organizational aims of management development are to secure the following

valuable end-results:

62
  Improvement in technical performance.
 Improvement in supervision
 Improvement in inter-departmental co-operation
 Highlighting an individual's weakness
 Attracting good men
 Facilitating sound "promotion-from-within" policies and practices.
 Ensuring that the qualifications of key personnel become better
known
 Creating reserves in management ranks
 Marking an organization more flexible by an increased versatility
of its members
 Improving organizational structure
 Stimulating junior executives to do better work
 Keeping the company abreast of technical and economic
conditions
 'Broadening' key men in the middle cadre
Objectives of management development

 To develop managers to perform better on their present

assignments
 To prepare them for higher assignments
 To provide a steady source of competent persons at all levels to
meet future organizational needs
 To help them grow fast
 To prevent obsolescence of managers

63
  To replace elderly executives, who have risen from the ranks,
by highly competent and academically qualified professionals
 To create conditions and a climate which contribute to the
growth process
 To create an understanding of the methods and problems of
management
 To enable candidates to understand the problems of a business
organization
 To indicate how to apply to practical problems the knowledge
of the physical and social aspects of business problems and
management.

Causes or factors of management development

 The rapid rate of technological and social change in society has

necessitated the training of managers so that they may cope with
these development
 The introduction of automation, intense market competition from
foreign countries, the growth of new markets in the under
developed countries.
 Increased recognition by business and industrial leaders of the
social and public responsibilities of management has necessitated
the development of managerial personnel
 The increased size and complexity of most organizations-
governmental, industrial, commercial, on-profit public services-
require trained managers

64
  The frequent labor-management strife have necessitated the
services of trained personnel
 The changes in socio-economic forces, including changes in public
policy and the concepts of social justice, industrial democracy.
Need for executive development in Indian context

 Personnel in sectors as engineering and steel, coal, fertilizer, oil

and cement industries need training not only in the functional areas
of management but also need to acquire a thorough knowledge of
the sector.
 Management resource mobilization towards professionalizing such
public utilities as water supply, power distribution, transport and
communications. for agriculture and industry are dependent on the
efficient functioning of these utilities.
 Government and civic offices organized to render public services
have been untouched by the management movement
 Management principles and techniques need to be introduced in
other areas of national economy.
 Public administration is a vast sector, which needs management
attention.
 Management development programs for all those who are engaged
in positions above the supervisory level of operations.

Importance of management development

 The development of the full potential of all those who are under their
command as a prime responsibility

65
 Providing for the present an future needs of the firm of managerial talent by
establishing, operating and improving management training and
development scheme.
 Taking account by regular appraisal of how successful managers are
developing their own subsidiaries
 Providing opportunities for every manager to take an active part in his own
development
 Developing all parts of the scheme together as a consistent an orderly whole,
in line with the company's objectives.
Management development concepts

Some of these important concepts are:

1. There is no time limit for learning. Management training is not a "one

shot" affair but continues throughout an executive's whole professional
career.
2. There always exists some gap between actual performance and capacity,
which provides considerable opportunity for improvement. A large
number of employees do operate below a pre-determined standard, which
their training aptitude desires of them. If they get further training and
acquire additional technical knowledge in management, in
communication and in organizational affairs, they are bound to work
faster and more efficiently, actively, and productively.
3. There are certain forces, which may retard further growth, but these may
be offset or the direction of their movement changed.
4. Increased understanding of others, their behavioral attitude and of oneself
definitely aid in managing and contributing to personal development,
which is needed to increase and expand managerial effectiveness.

66
 5. Development seldom takes place in a completely peaceful and relaxed
atmosphere. Growth involves stresses and strains. "Adversity is the
mother of invention." It is because of errors and some failures that one is
impelled to try and succeed in one's mission.
6. Development requires a clear-cut setting of the objectives and goals
which are to be achieved or attained, and the ways and methods of
achieving these.
7. Participation is essential for growth. Active learning and effort are
needed.
8. Feedback from a superior to a subordinate, and from a group to an
individual is necessary for the recognition of shortcomings and for
keeping oneself in touch with the progress that ahs been achieved.
9. An important responsibility in the management of personnel is that of
development.
Executive development process

The object of management development is to influence and modify the behavior of

the managers in operation, it is necessary that in framing a management
development program for specified managerial group, the following things are
involved:

1. Identify the pattern of behavior at which the program is aimed at

which it seeks to influence and modify.
2. Identify the causes the impulses, horizontally up and down the
enterprise, which blend to give rise to the pattern of behavior.
3. Identify the nature of the exposure- the impulses that must be
introduced into the system-through the development program

67
 4. The program must take care to throw impulses into the system in a

manner that generates the urge to behavior changes from within the
trainee manager by the process of evolving rather than an imposition
from outside.

FACTORS INHIBITING MANAGEMENT DEVELOPMENT

Some of the factors, which hamper a management development program, are:

 Job security of the employees, its stability, and pension; these slow down the
mobility of employees and check the recruitment of younger people.
 Supervisors at different levels, especially in the middle management, often
feel trapped.
 Home ownership, home-sickness, close ties with one's family, community
and social activities inhibit development to a large extent; and when these
are accompanied by the absence of job security and chances of promotion,
the employees tend to stress the non-job aspects of their lives.
 Relations between superiors and subordinate are often not conducive to
management development.

68
 Basic requisites for the success of management development
programs

1. The top management should accept responsibility for getting the

policy of development executed.
2. Management development is essentially a "line job", it takes place on
the job and involves both the man and his boss.
3. Every manager must accept direct responsibility for developing
managers under his control on the job, and a high priority should be
given to his task.
4. Management development must be geared to the needs of the
company and the individual.
5. A policy of promotion from within is a necessary incentive for
managers to develop in an organization
6. Management development starts with the selection of the right
materials for managerial ranks. It is essential to ensure that really
good material is fed into the program at the entry levels.
7. There should be a realistic timetable in accordance with the needs for
managerial personnel over a sufficiently long period and the resources
which are available and which will be required.

Administering a management development program

While administering the program, due consideration should be given to the

following points:

69
 1. It should support a systematic career planning for managerial personnel,
otherwise the frustrated trainees might seek opportunities elsewhere and the
whole investment made in training programs would go waste.
2. Management development does not comprise involvement in a series of
structured courses, but there should also be an active interaction between the
trainee and the management.
3. Training program should cover, as far as possible, every manager, capable of
showing potential for growth.
4. The entire program should be properly planned. The trainees should take
part in it. The company should not normally allow any manager to opt out of
a training program.

TECHNIQUES OF MANAGEMENT DEVELOPMENT

1. On-the-job techniques

This method of training & development has its own value. It is inexpensive and
saves productive hours. Most popular techniques under this type are:

 The coaching or guided method

 Job rotation method
 Participation in deliberations of the Boards and committees
The coaching method
Coaching is a method, which is used in developing managerial thinking processes
as well as operative skills. In coaching, the superior plays the role of the guide and
the instructor. The coach sets some mutually agreed upon goals and tell the trainee
what he wants to be done, follows up suggestions, and corrects errors. It has certain
advantages:

70
  It requires the least centralized staff co-ordination, for every executive can
coach, his men even if no management development program exists.
 Periodic feedback and evaluation are also a part of coaching, which yield
immediate benefits to an organization, to the coach and to the subordinate.
Coaching will work well if the coach provides a good model with whom the
trainee can identify; if both can be open with each other; if the coach accepts his
responsibility fully; if he provides the trainee with recognition of his improvement
and suitable rewards.

Job rotation or channel method of development

It represents an excellent method of broadening the manager or potential manager,
for turning specialists into generalists. It is designed for beginning level managers
while planned progression is more likely to occur at higher managerial levels. The
emphasis is on diversified instead of specialized skills and knowledge. Its
advantages are:

 It breaks down departmental provincialism for everyone is moved from

one to another. It rather develops inter-departmental co-operation.
 It injects new ideas into the older departmental personnel who may
otherwise fall in a rut. New concepts are infused into them and they are
diffused throughout an enterprise.
 It ensures the avoidance of the problem, which arises when a newly
promoted manager is required to supervise his former peers.
 It makes possible for managers to compare one man with another, and
gives everyone an equal chance for advancement.
 Each manager‘s abilities and talents are best tested in a variety of jobs, so
the enterprise can secure his best utilization in the ultimate assignment.

71
Understudy assignment or attachment method
An ‗understudy‘ is a person who is under training to assume, at a future time, the
full duties and responsibilities of the position currently held by his superior. A
manager from amongst a large number of subordinates, or several individuals may
pick up an understudy. Such an understudy learns the complexities of the problems
and how to solve them, learns also the process of decision making and
investigation and making written recommendations to his superior. The advantages
of this method are:

 It is practical and quick in training persons for greater responsibility for it

lays emphasis on learning by doing.
 The learner‘s interest and motivation are high and the superior is relieved
of his heavy workload.
 It ensures continuity of management facilities even when the superior
leaves his position.
Participation in deliberations of the junior board and committees or the
multiple-management technique

It is a technique whereby juniors are assigned to board or committees, by the chief

executive. The juniors get an opportunity to share in a managerial decision-
making, to learn by watching others and to delve into specific organizational
problems. It has several advantages:

 It gives Board members an opportunity to gain knowledge on various

issues.
 It helps identify those who have executive talent. Multiple judgments are
obtained on each individual through the Board rating system.
 It is relatively inexpensive method of development.

72
  It permits a considerable number of managers to participate in certain
activities within a reasonable period of time.
2. Off-the-job techniques

A number of on-the-job management development programs are in vogue, they are

considered inadequate for a number of reasons. Hence, off-the-job techniques are
needed. There is wealth of executive development techniques that managers can
partake in off the job. Of these the more popular ones are:

 The case study method

 Incident method
 Role-playing
 In-basket method
 Business or management game
 Sensitivity Training
 Simulation
 Grading training
 Conferences
 Lectures

Incident method
The central aim of this method is to stimulate self-development in a blend of
understanding that is essential for productive interaction. Under this method, group
members address questions to the discussion leader. The general trend of
questioning is to find out about the what, when, where and how of the situation in
which an incident developed, and who was present at that time. After the collection
of data , it is necessary to isolate the most important items for decision-making.

73
Role playing
It is the concept of creating a more realistic situation, usually one of human
problems and conflicts, and then acting out the various parts. The value of role-
playing is:

 It requires the person to carry out a thought or decision he may have

reached.
 It permits the practice of carrying out an action and makes it clear that good
human relations require skill.
 It makes a person aware of the feeling of others.
 It helps in developing a fuller appreciation of the important part played by
feelings.

In-basket method
Each team of the trainees is given a file of correspondence bearing on a functional
area of management. Each individual studies the file and makes his own
recommendations on the situation. If further information is required by him, it is
supplied by the members of the team. Later, the observations of each individual are
compared and conclusion on different functional areas reached; and these are put
down in the form of a report. The merits are:

 Decisions are rapid, feedback is objective, and further decisions are based
on the feedback o f earlier decisions.
 Decision-making is by a group that consists of managers and specialists
from different departments.
 An abstract and complex situation is given the semblance of a real world
situation, and this illusion facilitates the learning process.

74
  Tem co-operation can be fostered and departmental conflicts softened
down and/or eliminated.
Business or management game
Business games are classroom simulation exercises in which teams of individuals
compete against one another or against an environment in order to achieve a given
objective. These games are designed to be representatives of real life conditions.
Under these, an atmosphere is created in which the participants play a dynamic
role, and enrich their skills through involvement and simulated experience. The
advantages are:

 There is usually a great sense of enjoyment in playing the game, and helps in
developing the problem solving skills.
 Helps in developing leadership skills and for fostering co-operation and
teamwork.
 It helps in changing attitudes. The participant becomes more tolerant.

Sensitivity, laboratory or Dawar Group training

It is a group experience designed to provide maximum possible opportunity for the
individuals to expose there behavior, give and receive feedback, experiment with
new behavior and develop awareness of self and of others.

It tries to provide:

 Managers with increased awareness of their own behavior and of how others
perceive them.

 Greater sensitivity to be behavior of others, and increased understanding of

group process.

75
  A clarification and development of personal values and goals consonant with
a democratic and scientific approach to problem of social and personal
decision and action.

Simulation

It is a training technique, which indicates the duplication of organizational

situations in a learning environment. It is a makeup of a real thing. This technique
has been used for developing technical and interpersonal skills. The advantages of
simulation are the opportunities to attempt to 'create an environment' similar to real
situations the managers incur, without high costs involved should the action prove
undesirable.

Grid training

The managerial grid is an organizational development technique. The grid

represents several possible leadership 'styles'. Each style represents a different
combination of two basic orientations-concerns for people and concern for
production. The management-training program is built around this managerial grid.
It aims at developing open confrontation of organizational problems and high-
people-high-production leaders.

76
 RESEARCH
METHODOLOGY

77
The method adopted for carrying out any project is called as Research methodology. For this

project the study is conducted among the employees of Dawar Footwear.

Research methodology used in this project is based on following factors :

 Sources of data – Primary (questionnaire) and secondary data (information

regarding both organizations through internet & booklets).
 Data collection method & techniques – Questionnaire and interviews.
 Sampling plan –
 Target population – All the employees of Dawar Footwear, Agra.
 Sampling method – Random sampling.
 Sample size – 50
 Area of population – Dawar Footwear Agra.

RESEARCH DESIGN
Research design specifies the methods and procedures for conducting a
particular study. A Research design is the arrangement of conditions for collection
and analysis of the data in a manner that aims to combine relevance to the research
purpose with economy in procedure. Research Design is broadly classified into
three types as

 Exploratory Research Design

 Descriptive Research Design
 Hypothesis testing Research Design

78
 On the basis of the objective of study, the study which is concerned with
describing the characteristics of a particular individual or of group of individual
under study comes under Descriptive Research design.

Descriptive Research Design:-

In this research design the objective of study is clearly defined and has
accurate method of measurement with a clear-cut definition of population that is to
be studied.

Questionnaire Design
The questionnaire for this survey includes both open ended and close ended
questions.

Why questionnaire
Now a days questionnaire are commonly used to collect data that is specific are
crucial to the success of business venture. With out doubt questionnaire allow to
gather information that can be found else where from say secondary information
such as Manuals, Books and internet resources this is because information
collected is fresh and unique. Questionnaire helps in identifying the following key
points.

 Study about Organization‘s Training & Development system

 Employee‘s awareness about Training & Development system
 Employee‘s attitude towards existing Training & Development system

79
Way of issuing questionnaire
It was personal interview (face to face). It helped in directly asking the question to
data available through this is a time consuming processed interviewers have little
time to think.

Target people: - Officers & Workmen‘s

RESEARCH DESIGN AND METHODOLOGY

Research methodology is a systematic way, which consists of series of actions or

steps necessary to effectively carry out research and the desired sequencing of
these steps. The research is a process of involves a number of interrelated
activities, which overlap and do rigidly follow a particular sequence. It consists of
the following steps

 Formulating the objective of the study

 Designing the methods of data collection
 Selecting the sample plan
 Collecting the data
 Processing and analyzing the data
 Reporting the findings

80
 Objective of Study

Research Design

Sample Design

Data Collection

Data Analysis

Reporting of Findings

81
 RESEARCH STUDY
A research study for the project on Training & Development system this is done
through questionnaire to employees. Research is a systematic and in depth study to
find out the awareness and attitude towards PAR among employees.

Analysis of data
Analysis may be categorized as descriptive analysis and (inferential analysis
is often known as statistical analysis)

Descriptive Analysis: -

Descriptive analysis is largely the study of distribution of one variable this

study provide us profile of companies, workgroups and person & other subject on
any of a multitude of characteristics such as size composition.

Correlation Analysis: -
Correlation analysis studs the joint variation two or more variables for
determining the amount of correlation between two or more variable.

Inferential Analysis: -
Inferential analysis is concerned with the various tests of significance for
testing hypothesis in order to determine with what validity data can be said to
indicate some conclusion.

82
 Student’s works profile
(role and responsibilities)
To steps are involved in formulating the research problem:
 Understanding the problem.
 Rephrasing the problem into meaningful terms form an analytical
point of view.
 The training sessions are conducted in the beginning of training in
order

 To make us clear about the tasks provided and how handle the
different situation

The research design used in this study is descriptive which includes interviewers.
Questionnaire and unit fact-findings enquiries with the employees

SAMPLING:
Sample is Researcher collect needed information from various persons who are
associated with this subject. When such associated persons are in new number
research can get information from all of them in such some people among
associated persons are selected and collect information from them. These selected
persons represent the whole universe and are called sample.

Sampling unit
The sampling for this research was Dawar Footwear Ltd. Employees were
available for interview.

83
Sampling frame
Sampling frame for this survey was least 10 officers & 10 workmen‘s

Sampling size
Sample size for the objective (Training & Developmentsystem) sample size cover
for the various departments such as

P&A Department, Quality control, Design Department, Mig Department,

Jaguar & SU 30, store Department, Security & Vigilance Department

The sampling method used for this visit of Different Department was done by
researcher

Questionnaire Design
The questionnaire for this survey includes both open ended and close ended
questions.

Why questionnaire
Now a days questionnaire are commonly used to collect data that is specific are
crucial to the success of business venture. With out doubt questionnaire allow to
gather information that can be found else where from say secondary information
such as Manuals, Books and internet resources this is because information
collected is fresh and unique. Questionnaire helps in identifying the following key
points.

 Study about Organization‘s Training & Developmentsystem

 Employee‘s awareness about Training & Developmentsystem
 Employee‘s attitude towards existing Training & Developmentsystem

84
Way of issuing questionnaire
It was personal interview (face to face). It helped in directly asking the question to
data available through this is a time consuming processed interviewers have little
time to think.

Target people: - Officers & Workmen‘s

Research study
A research study for the project on Training & Developmentsystem this is done
through questionnaire to employees. Research is a systematic and in depth study to
find out the awareness and attitude towards PAR among employees.

Description of live experience :-

The all time that I spend in DAWAR GROUP (excellence in footwear) was
very tremendous for me. I gain lot of experience from DAWAR GROUP. The
organization has a dynamic structure that support the person to work with its full
efficiency. The system of doing work in organization is very Relaxable and make
comport to all employee that are attached to Dawar group.

I gain lot of knowledge related to export documentation that is very

important for me. I done lot of work related to export documentation and know
about the all procedure of export & import of goods.

I know about the all procedure that is important for shipment of goods.

85
 In the end I want to say my experience was vary knowledgeable & must for
increase my knowledge.

Student’s contribution to organization :-

 To maintain the file of employee records.
 To maintain the attendance register of the company‘s employee.
 To calculate the salary of the employees.
 To test the market piece.
 Work to see packing quantity and packing process.
 Help in some official work.

Statement of research problem

 To study of about Training & Development System of Dawar Footwear Ltd.
Statement of research objectives

 Help employee overcome his weakness & improve ones his strengths &
thus enable him to improve his performance & that of the Deptt.
 Generate adequate feedback & guidelines form the repotting officers to
the employee.
 Contribution to the growth & development of the employee through
helping him in realistic goal setting.
 Help in creating a desirable culture & traditions in the organization.
 Help identifying employees for the purpose of motivating, training &
developing them.
 Generate significant, relevant, free & valid information about employees.
 Thus, a good Training & Development& review system should primarily
focus an employee development.

86
87
Q1.Your Organization considers training as a part of organizational strategy. Do
you agree with this statement?

Response No. Of Respondants Percentage

Agree 13 52

Disagree 1 4

Partly Agree 4 16

Can‘t Say 7 28

Total 25 100

60

50

40

30
Series1

20

10

0
AGREE DISAGREE PARTLY AGREE CANT SAY

Interpretation:-

The above graph indicates that Organization considers training as a part of

organizational strategy.

88
Q 2. How many training programmes will you attend in a year?

Response No. of respondants Percentage

Less than 10 14 56

10 - 20 2 8

20 – 40 6 24

More than 40 3 12

Total 25 100

60

50

40

30
Series1

20

10

0
LESS THAN 10 10 20 20 - 40 MORE THAN 40

INTERPRETATION:-

The above chart indicates that less training programmes are held in the
organization.

89
Q 3. To whom the training is given more in your organization?

Response No. of respondants Percentage

Senior staff 3 12

Junior staff 5 20

New staff 6 24

Based on requirement 13 52

Total 25 100

60

50

40

30
Series1
20

10

0
SENIOR JUNIOR NEW STAFF BASED ON
REQMT.

INTERPRETATION:-

Training is provided on the basis of requirement.

90
Q 4. What are all the important barriers to Training and Development in your
organization?

Response No. of respondants Percentage

Time 5 20

Money 4 16

Lack of interest by staff 6 24

Non-availability of skilled trainer 10 40

Total 25 100

45
40
35
30
25
20
15
10
5
0 Series1

INTERPRETATION:-

The above graph indicates that the important barriers to Training and Development
in the organization is Non-availability of skilled trainers.

91
Q 5. Enough practice is given for us during training session? Do you agree with
this statement?

Respondants No. of respondants Percentage

Strongly Agree 14 56

Agree 2 8

Somewhat agree 6 24

Disagree 3 12

Total 25 100

60

50

40

30
Series1
20

10

0
STRONGLY AGREE SOMEWHAT DISAGREE
AGREE AGREE

INTERPRETATION:-

This graph indicates that enough practice is given for employees during training
sessions.

92
Q6. The training sessions conducted in your organization is useful. Do you agree
with this statement?

Respondants No. of respondants Percentage

Strongly agree 15 60

Agree 5 20

Somewhat 5 20

Disagree 0 0

Total 25 100

70

60

50

40

30 Series1

20

10

0
STRONGLY AGREE SOMEWHAT DISAGREE
AGREE AGREE

INTERPRETATION:-

The above graph indicates that the training sessions conducted in the organization
is useful.

93
Q7. Employees are given appraisal in order to motivate them to attend the training.
Do u a

Respondants No. of respondants Percentage

Strongly Agree 14 56

Agree 6 24

Somewhat 3 12

Disagree 2 8

Total 25 100

60

50

40

30
Series1
20

10

0
STRONGLY AGREE SOMEWHAT DISAGREE
AGREE AGREE

INTERPRETATION:-

The above graph shows that Employees are given appraisal in order to motivate
them to attend the training.

94
Q8. What are the skills that the trainer should possess to make the training
effective?

Respondants No. of Percentage

respondants

Technical skills 8 32

People skills or Soft skills 6 24

Generalist makes better Personnel managers than 6 24

Specialist

Fond of talking to people 5 20

Total 25 100

35

30

25

20
Series1
15

10

0
TECH. SKILLS SOFT SKILL GENERALIST TALKATIVE

INTERPRETATION:-

The above graph indicates that the trainer should possess technical skills to make
the training effective

95
Q9. What are the general complaints about the training session?

Respondants No. of respondants Percentage

Take away precious time of employees 4 25

Too many gaps between the sessions 10 40

Training sessions are unplanned 6 15

Boring and not useful 5 20

Total 25 100

45
40
35
30
25
20
Series1
15
10
5
0
Take away Too many gaps Training Boring and not
precious time of between the sessions are useful
employees sessions unplanned

INTERPRETATION:-

The above graph indicates that there are two many gaps between the training
sessions.

96
Q10. Reason for shortage of skilled man power at workplace are :

Respondats No. of Percentage

respondants

Lack of planning 5 20

Lack of support from senior staff 10 40

Lack of proper guidance and training at workplace 8 32

Lack of quality education at primary and 2 8

secondary level

Total 25 100

45
40
35
30
25
20
15 Series1
10
5
0
Lack of planning Lack of support Lack of proper Lack of quality
from senior staff guidance and education at
training at primary and
workplace secondary level

INTERPRETATION:-

The above graph indicates that reason for shortage of skilled man power at
workplace are lack of support from senior staff.

97
 FINDINGS

1. The total production of leather footwear is 1565 million pair in 2009-10

2. The estimated production of non-leather footwear during 2009-10 is 1856

million pair.

3. The total share of India in world import is nearly 6.54% in 2010.

4. The total export of leather footwear is 570.10 million US$ in 2009.

5. The estimated export of non-leather footwear is 35.54 US million $ in 2008

6. The total export of leather footwear in Agra is nearly 1.03% in world import.

7. Agra will begin to work on special economic zone for its leather shoe

industry.

8. It is estimated that at $ 6.289 million India contributes1.03% to the global

leather and leather product exports.

9. Dawar Footwear Ltd. totally believes in 0 Defect product.

10. The production of Dawar Footwear Ltd. is totally based on pre-order.

98
 Esteemed Production capacity

The estimated production capacity during 2010-2011 are as follows :-

Hides 145 million pieces

Skins 197 million pieces

Leather Footwear 1565 million pair

Leather Shoe upper 175 million pair

Non Leather footwear 1056 million pair

Leather Garments 16 million pieces

Leather Goods 52 million pair

Suddelery 0.10 million pieces

After seeing this table this is very much clear to us that shoes industry occupies

very important place in Indian economy.

The total annual production of footwears are 1965 million pairs and among that

1565 million pairs are made of leather and rest are of another materials.

99
RECOMMENDATIONS

100
 RECOMMENDATIONS

 Training programme can be accompanied with industrial tours, both internal

and external faculties should play an important role in enhancing the
working condition of the employee, as it may be possible that internal
faculty may not be able to exchange new ideas & the mode of working.
 Training evaluation should be done at regular intervals and there should be
regular interaction between the employees and HODs so as to bring
transparency in providing training programme.
 Refresher training- a timely reminder of the concepts discussed in the
training programme should be repeated from time to time so that the
workers get a review of what they had learned. The development programme
is regularly undertaken.
 The training & development program should be discussed with the
employees and their suggestions should be incorporated. They should be
asked as to what they require.
 There should be more & more communication between the top level
management and the workers. Interpersonal relationships should be
established so that workers can approach their superiors any time.
 There must be a proper Grievance Handling procedure which would result in
overall satisfaction among the employees, increased loyalty & commitment
towards the organization and increased morale & motivation level.
 More interesting methods of training should be incorporated like Role-plays,
Hands-on exercises, visuals aids, animation movies, mental imagery, skits
and drills.

101
SUGGESTIONS

102
1. Awareness should be brought about in the employees to select those training
needs which matches their job profile. Accordingly, the HOD might not be
aware with some of the training needs required by his subordinates. Training
needs must be decided in a joint consultation between the superiors and
subordinates during their monthly meetings.
2. Learning peaks shortly after the end of the training program when the brain
has an opportunity to absorb the new material. Thereafter, without
reinforcement learning decays rapidly as much as 80% of the training is lost.
Hence, regular meeting of the team, which underwent training together,
should be conducted so that they can revise what they had learnt during the
training and how they have utilized in their day-to-day work.
3. The manager before hand should brief the trainer about the students that he
would be handling and what kind of training the department requires.
4. The manager also briefs the employees as to what they can expect from the
training program and what would be taught to them. Thus, he acts as a link
between the external faculty and his subordinates.
5. There should be a discussion of the trainer and the managers as to what
changes has been seen in his subordinates and how it has improved their
productivity. such kind of exercise would enable the organization to decide
whether to continue with the trainer or hire a new trainer.
6. The system of communication should be improved. In order to improve the
communication among the employees of the organization and to bring about
the cohesiveness among the employees a series of interactive meetings can
be organized.

103
CONCLUSIONS

104
 CONCLUSIONS
 Overall the employees are satisfied with the training that is provided to
them.
 They recognize the need and importance of training and are hopeful of
receiving future trainings at regular intervals.
 The variations in training methods is very less. Old methodology of lectures,
seminars and presentations is relied upon.
 The basic training of Safety, First –aid and fire prevention is given to all the
employees on a regular basis i.e. once in a year.
 The development programme is a regular feature in the organization.
 The evaluation and performance appraisal process has to be improved as
indicated from the responses. 360 degree appraisal method can be used and
more and more job-related tests should be conducted to evaluate the
effectiveness of training.
 The employees have a strong sense of belongingness towards the company.
They want to stay here and are happy with the facilities provided.

105
BIBLIOGRAPHY

106
 Organizational Behaviour- Stephen P. Robbins
 Personnel Management- C.B Mamoria &S.V. Gankar
 Journals like Human Capital, Business Today & Indian Journal of Training &
Development.
 Internet sites- google.com and other corporate sites
 Studies
 Notes
 Questionnaire

WEB. Sites
 www.dawarfootwear.com
 www.google.com

107
 QUESTIONAIRE
Q1.Your Organization considers training as a part of organizational strategy. Do
you agree with this statement?

Response No. Of Respondants Percentage

Agree

Disagree

Partly Agree

Can‘t Say

Total

Q 2. How many training programmes will you attend in a year?

Response No. of respondants Percentage

Less than 10

10 - 20

20 – 40

More than 40

Total

108
Q 3. To whom the training is given more in your organization?

Response No. of respondants Percentage

Senior staff

Junior staff

New staff

Based on requirement

Total

Q 4. What are all the important barriers to Training and Development in your
organization?

Response No. of respondants Percentage

Time

Money

Lack of interest by staff

Non-availability of skilled trainer

Total

109
Q 5. Enough practice is given for us during training session? Do you agree with
this statement?

Respondants No. of respondants Percentage

Strongly Agree

Agree

Somewhat agree

Disagree

Total

Q6. The training sessions conducted in your organization is useful. Do you agree
with this statement?

Respondants No. of respondants Percentage

Strongly agree

Agree

Somewhat

Disagree

Total

110
Q7. Employees are given appraisal in order to motivate them to attend the training.
Do u a

Respondants No. of respondants Percentage

Strongly Agree

Agree

Somewhat

Disagree

Total

Q8. What are the skills that the trainer should possess to make the training
effective?

Respondants No. of Percentage

respondants

Technical skills

People skills or Soft skills

Generalist makes better Personnel managers than

Specialist

Fond of talking to people

Total

111
Q9. What are the general complaints about the training session?

Respondants No. of respondants Percentage

Take away precious time of employees

Too many gaps between the sessions

Training sessions are unplanned

Boring and not useful

Total

Q10. Reason for shortage of skilled man power at workplace are :

Respondats No. of Percentage

respondants

Lack of planning

Lack of support from senior staff

Lack of proper guidance and training at workplace

Lack of quality education at primary and

secondary level

Total

112