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 ACKNOWLEDGEMENT

We would like to express our heartfelt appreciation to Dr. Farha Khan

for her invaluable support and guidance throughout the project. Dr.
Khan's insightful feedback and willingness to share her extensive
knowledge have been instrumental in shaping our work. Her
mentorship has not only expanded our understanding but also inspired
us to strive for excellence. Thank you for your exceptional support,
Dr. Khan.

We would also like to thank the owner and all the other members of
SUKHADIA GARBADDAS BAPUJI AND SONS, for their
constant support during the project. It would not have been possible to
do this project without

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COMPANY NAME: SUKHADIA GARBADDAS BAPUJI AND
SONS
About SGB and Their Vision
Sukhadia Garbaddas Bapuji (SGB) stands as a living legend in the culinary world, with its
origins tied to Sukhadia Garbaddas Bapuji himself. Renowned for their traditional sweets and
namkeen, the brand upholds a legacy of freshness and authenticity. Originating from Nadiad
and now established in Anand, SGB's modern stores maintain the essence of ethnic flavours
while prioritizing unwavering quality. Their extensive range of sweets and savouries is
produced in a cutting-edge facility, ensuring stringent hygienic standards while preserving
authentic Indian recipes. Every SGB product is crafted from handpicked ingredients and pure
ghee, maintaining consistent taste and quality. Notably, their commitment extends to
exceptional customer service, fostering lasting relationships with their clientele.
From their modest beginnings in Nadiad to their present presence in Anand, SGB has
experienced significant growth while preserving traditional values. Their offerings, free from
preservatives and artificial flavours, resonate with a devoted vegetarian customer base. With a
vision to expand globally, SGB aspires to emerge as a leading brand in the realm of sweets
and savouries.

Organizational Chart

ADMINISTRATION
AND FINANCE
DEPARTMENT
OWNERS OF THE
BUSINESS
STORES,LOGISTICS
AND FACTORY

The business follows the following hierarchial chart.

The administration and finance departments handle the funding of the business as well as the
wages and salaries the business has to perform they also do the performance analysis of the
employees as well as their appraisal. This department also takes care of the various benefits
that the employees receive like complete healthcare, food, transportation expense and many
more.

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The Store managers of the different outlets report their daily revenue to the owner as well as
the administration and finance department. The Logistics teams is one of the major
contributors in the success of this business. Logistics acts as the majoor connection between
stores and their factory. It delivers fresh batch of sweets to each and every stores to provide
the customers with the fresh taste each and every time. Finally comes the Factory where the
products are manufactured and packed. All the sweets and namkeens are made in the factory
with taking atmost care of the health and safety measures and it also uses a blend of modern
technology as well as manual workforce.

Strategic Planning
SGB follows one major strategy:
This Stratergy is as following

Procuring Required raw

materials which are according
to the required quality
standards
Producing the sweets
according to the health and
quality standards
Logistics
Check stock in each and every outlet of
each and every product as well as the
demand on the current day in the
outlet.
Provide fresh and required products in
the required outlets in minimum time
Provide customers with their requested
products as well as make sure that the
product is in its best quality and is not
any defective piece.
Ensure that the customer receives the
best service as well as is motivated to
return back for further purchases

Factory Stores

Plan of the Factory

 The plan begins with acquiring the required raw materials and thoroughly doing the
quality check.
 Afterwards the raw materials are transported to the factory where the products again
go through quality check again to ensure that none of the materials have gone bad as
well as ensure that the products made are at its best.
Plan of the Logistics
 First contact all the stores and make a list of the required products as well as the
highly demanded products.
 Make sure that the required and demanded products are supplied to them in minimum
time and are fresh.
Plan of the Stores

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  Before providing the customers with their ordered products they have to check the
product one last time to ensure that the customer does not receive any damaged,
defective or stale product.
 Provide the customer with the ordered product and also provide reasonable incentive
or establish a good seller-customer relation to ensure that the customer returns for
buying products as well as they also recommend the same to potential customers.
Recruitment process

Recruiting workers who have

basic knowledge about cooking
sweet or namkeen/ Good in
communicating with the
customers as well as fellow
employees

Training of the recruited

employees in their field to ensure
standardisation at either stores or
manufacturing the products

Deploying the employees at their

required stores and required
position in the factory

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Based on the provided information about Sukhadia Garbaddas Bapuji
(SGB), let's conduct a detailed analysis using Porter's Five Forces model:
Threat of New Entrants:
 Barrier to Entry: SGB has a strong brand reputation, a well-established distribution
network, and a modern manufacturing facility. These factors can act as barriers to new
entrants trying to compete in the traditional sweets and namkeen industry.
 Economies of Scale: SGB's cutting-edge facility and established operations may lead
to economies of scale, making it challenging for new entrants to achieve similar cost
efficiencies.
 Product Differentiation: SGB emphasizes freshness, authenticity, and quality in its
products. This differentiation could deter new entrants from easily replicating SGB's
offerings.

Bargaining Power of Suppliers:

 Raw Materials: SGB relies on handpicked ingredients and pure ghee. If there are
limited suppliers for these specialized ingredients, they may have some bargaining
power, potentially affecting costs.
 Quality Standards: Suppliers must adhere to SGB's quality standards to maintain the
high-quality reputation of their products.

Bargaining Power of Buyers:

 Customer Base: SGB has a devoted vegetarian customer base who value the quality
and authenticity of the products. This loyalty may give SGB some power in setting
prices and maintaining customer relationships.
 Substitutes: While there may be other sweet and savory options available in the
market, SGB's emphasis on authenticity and quality may limit the availability of
direct substitutes.

Threat of Substitutes:
 Traditional vs. Modern: The traditional nature of SGB's sweets and namkeen may
limit the threat of direct substitutes, as customers seeking authentic, handcrafted
products may not readily switch to mass-produced alternatives.
 Health Consciousness: There could be a potential threat from healthier snack options
for customers who prioritize health over traditional indulgence.

Competitive Rivalry:
 Industry Concentration: Depending on the specific market and region, there may be
other local or regional competitors offering similar products. SGB's commitment to
quality and authenticity may provide a competitive advantage.

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  Innovation and Differentiation: SGB's emphasis on using a blend of modern
technology and manual workforce in their factory indicates a commitment to
innovation. This could give them an edge in terms of product offerings and efficiency.

Overall, Sukhadia Garbaddas Bapuji (SGB) appears to have a strong competitive position
within the traditional sweets and namkeen industry, with a focus on quality, authenticity, and
customer loyalty. However, as with any business, it's important for SGB to continue
monitoring market dynamics and adapting strategies as needed to stay competitive.

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Sukhadia Garbaddas Bapuji (SGB) demonstrates several principles of
management according to Henri Fayol's 14 principles. Here's a detailed
analysis:
Division of Work:
SGB efficiently divides tasks among different departments (administration, finance, stores,
logistics, and factory) ensuring each has specific responsibilities.

Authority:
There is a clear hierarchy, with authority flowing from the owner to the various departments
and teams. Decisions are made by the owner, administration, and finance department.

Discipline:
SGB places a strong emphasis on maintaining discipline in various aspects of the business,
such as quality control, health, and safety measures in the factory.

Unity of Command:
Employees in each department report to a single manager, ensuring clear lines of
communication and accountability.

Unity of Direction:
The strategic planning process, including the plans for the factory, logistics, and stores, is
aligned with the overall vision of providing fresh, high-quality products.

Subordination of Individual Interests to the General Interest:

SGB's focus on quality, hygiene, and customer satisfaction over individual preferences or
interests demonstrates this principle.

Remuneration of Personnel:
The administration and finance department handles wages and salaries, as well as
performance appraisal and benefits, ensuring fair compensation for employees.

Centralization:
The owner, administration, and finance department play a central role in decision-making,
particularly in matters related to funding, performance analysis, and benefits.

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Scalar Chain:
The hierarchical structure allows for a clear chain of command from the owner to the various
departments and teams, facilitating efficient communication and decision-making.

Order:
SGB's systematic approach to acquiring raw materials, quality checks, and timely delivery of
products to stores ensures an orderly process.

Equity:
The administration and finance department manages benefits like healthcare, food, and
transportation expenses, promoting fairness and equality among employees.

Stability of Tenure of Personnel:

While not explicitly mentioned, the emphasis on performance analysis and appraisal indicates
a commitment to retaining skilled and experienced personnel.

Initiative:
SGB encourages store managers to establish good relations with customers, demonstrating a
degree of empowerment and initiative at the store level.

Esprit de Corps:
The commitment to customer service and fostering lasting relationships with clientele reflects
a sense of team spirit and shared goals within the organization.
Overall, Sukhadia Garbaddas Bapuji (SGB) incorporates several of Fayol's principles of
management in its operations, contributing to its success and reputation in the culinary
industry. The clear organizational structure and adherence to these principles have likely
played a significant role in their growth and sustained success.

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Sukhadia Garbaddas Bapuji (SGB) demonstrates aspects of Frederick
Winslow Taylor's principles of Scientific Management in their business
operations:

Task Allocation and Specialization:

SGB allocates specific tasks to different departments and teams. For example, the
administration and finance departments handle funding, wages, performance analysis, and
benefits. The logistics team focuses on efficient product delivery, and the factory is
responsible for manufacturing and packaging.

Time and Motion Studies:

While not explicitly mentioned, SGB's emphasis on modern technology in the factory
suggests that they likely incorporate time and motion studies to optimize production
processes for efficiency.

Standardization of Processes:
SGB maintains stringent hygienic standards and follows specific procedures for acquiring
raw materials, conducting quality checks, and ensuring the freshness and quality of products.
This standardization helps maintain consistent taste and quality.

Clear Hierarchy and Reporting Structure:

The business follows a clear hierarchical chart, with departments reporting to the owner. This
structure ensures a defined chain of command and accountability.

Performance Evaluation and Incentives:

The administration and finance departments conduct performance analysis and appraisal of
employees. Additionally, the stores are encouraged to establish good seller-customer relations
and provide incentives to staff, which can motivate employees to perform well.

Emphasis on Efficiency and Productivity:

The logistics team plays a crucial role in ensuring timely delivery of fresh products to stores,
emphasizing the importance of efficiency in the distribution process.

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Minimization of Wastage:
SGB's commitment to quality checks at various stages, from raw materials to finished
products, helps minimize wastage by ensuring that only high-quality ingredients are used.

Use of Technology and Manual Workforce:

SGB's blend of modern technology and manual workforce in the factory indicates an
incorporation of both scientific and human elements in the production process.

Training and Development:

While not explicitly mentioned, it's likely that SGB provides training to employees in various
departments to ensure they have the necessary skills to perform their tasks effectively.

Focus on Customer Satisfaction:

SGB's commitment to providing fresh, high-quality products and exceptional customer
service aligns with Taylor's belief that customer satisfaction is crucial for business success.
While SGB may not explicitly state that they follow Taylor's principles of Scientific
Management, many elements of their business operations align with this approach. This
demonstrates a systematic and efficient approach to managing their business, contributing to
their success in the culinary industry.

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Sukhadia Garbaddas Bapuji (SGB) appears to have a hierarchical
organizational structure that reflects elements of Max Weber's theory of
bureaucracy. Max Weber, a prominent sociologist, proposed a theoretical
framework for understanding ideal bureaucratic organizations. Here's a
detailed analysis of SGB's structure in the context of Weber's bureaucracy:

Division of Labor:
SGB has distinct departments, such as Administration, Finance, Logistics, Store
Management, and Factory. This division of labor is consistent with Weber's principle of
specialized roles within the organization. Each department has its unique responsibilities and
functions.

Hierarchy of Authority:
The organization follows a clear hierarchy, starting with the owner at the top, followed by
department heads like Administration and Finance, Logistics, Store Managers, and the
Factory. This hierarchical structure aligns with Weber's emphasis on a well-defined chain of
command.

Written Rules and Procedures:

While not explicitly mentioned in the description, it can be assumed that SGB has established
rules and procedures for various aspects of their operations. Weber's bureaucracy encourages
the use of written rules and regulations to ensure consistency and fairness. For example, the
Finance department handles employee performance analysis and appraisal, suggesting the
presence of formal performance evaluation procedures.

Impersonality:
Weber's theory of bureaucracy advocates for the principle of impersonality, where decisions
and actions are based on established rules and not influenced by personal considerations.
SGB mentions that employees receive benefits like healthcare, food, and transportation
expenses, which suggests the application of impersonal rules for employee compensation and
benefits.

Employment Based on Qualifications:

SGB seems to prioritize quality and expertise, especially in its Factory, where it takes utmost
care of health and safety measures. This aligns with Weber's idea that employment should be
based on qualifications, competence, and expertise rather than nepotism or personal
connections.

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Clearly Defined Roles and Responsibilities:
The organization's structure indicates that each department has a clear set of roles and
responsibilities. For instance, the Logistics team is responsible for ensuring the timely and
fresh delivery of products to stores. This adherence to clear roles is in line with Weber's
concept of specialized roles within a bureaucracy.

Merit-Based Promotion:
While not explicitly mentioned in the description, it can be assumed that SGB's performance
analysis and appraisal processes, managed by the Administration and Finance departments,
likely play a role in determining promotions and rewards. This aligns with Weber's notion of
promoting employees based on merit.

Efficiency and Effectiveness:

SGB follows strategic planning in its Factory, Logistics, and Stores operations. This emphasis
on planning and quality control is in line with Weber's emphasis on efficiency and
effectiveness as key characteristics of bureaucracy.

In summary, Sukhadia Garbaddas Bapuji (SGB) demonstrates several aspects of Max Weber's
theory of bureaucracy, including a clear hierarchical structure, division of labor, written rules
and procedures, impersonality, qualifications-based employment, clearly defined roles, and
an emphasis on efficiency and effectiveness. These characteristics are aimed at ensuring the
organization's smooth operation and the maintenance of quality and authenticity in their
products and services.

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 SURVEY RESPONSE REPORT

The pie chart presented above paints a clear picture of employee satisfaction in their current
company roles. Notably, 50% of employees report being satisfied, while 23.3% express a
moderate level of satisfaction, falling into the 'Somewhat Satisfied' category. However, 10%
of employees admit to feeling dissatisfied with their current roles.

The pie chart presented above clearly shows that around 26.7% of the
employees are on neutral grounds when asked whether their talents are utilized
or not whereas 20% agree that their skills are being utilized and around 16
percent of employees strongly feel that their skills are being utilized.
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When asked about the oppurtunites for career advancement to our great
surprise more than 40% of the employees are strongly feel that they will get
adequete oppurtunites for career advancements whereas around 33% of the
employees feel hat they wont get oppurtunites for career advancements

When asked about the workload management more major chunk of the
employess feel that they are overloaded with work.this is quiet common as in
such unorganized sector you are expected to be a Jack of all trades.

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The above pie Diagram gives us a clear picture of how much the employees are
satisfied with their immediate supervisors.More than 50% of the emolyees are
satisfied with their immediate supervisors around 37% of the employees were
not satisfied with their supervisors.

The pie chart above gives us a clear indication of home the employees are
satisfied with the teamwork and collaboration within their department. More
than 36% are somewhat satisfied with their fellow employees teamwork and
collaboration and around 13% are somewhat Dissatisfied with their Fellow
employees Teamwork and collaboration.

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When asked about the level of support and encouragement they received from
their supervisor and colleagues, there were a mixed sort of result with
employees being Satisfied, somewhat Satisfied, Neutral, Somewhat Dissatisfied
& dissatisfied in a similar proportion.

The pie chart above shows employees answers when asked about opportunities
to learn and grow in your role. 27.6% people responded as somewhat agree.
24.1% employees responded agree. 34.5 employees answered somewhat agree.

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The pie chart above shows employees answers when asked about their ideas
being encouraged in the workplace. Where 20% of the employees answered
somewhat agree. 16.7% employees answered disagreed 20% employees
answered strongly disagree and 26.7% employees responded as somewhat agree

The pie chart above shows employees responses when asked about their access
to the necessary resources and tools to perform their job effectively. Where
16.7% employees responded as somewhat disagree, 26.7% employees
responded as agree. 20% of the employees responded as somewhat agree and
the rest 20% responded as “agree”.

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The pie chart above shows that around 48% of the employees feel that there is
good level of contribution between the employees whereas around 50% of the
employees feel that teamwork is low between them.

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 Annexures

QUESTIONNAIRE FOR THE INTERVIEW

Q1) Can you provide an overview of your business, including its
history, mission, and values?

Q2) What products or services does your business offer?

Q3) who are your primary competitors, and how do you differentiate
your business from them?

Q4) Can you describe your business's short-term and long-term goals
and objectives?

Q5) what are your strategies for managing and improving the
customer experience?

Q6) How do you measure success and performance within your

organization?

Q7) What is your approach to employee development and training?

Q8) What is your approach to identifying the need for new hires in
your organization? And can you describe me your recruitment
process?

Q9) How do you assess and select candidates during the interview and
evaluation process?

Q10) Can you describe your business planning process and how often
it is conducted?

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Q11) What are the key components of your business plan, and how do
they contribute to your overall strategy?

Q12) How do you ensure that your business plan is aligned with your
mission and values?

Q13) How do you handle unexpected challenges or changes in the

business environment within your planning framework?

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Questionnare asked from employees at Supervisory level

Q1) How satisfied are you with your current role at the
company?

Q2) Do you feel your skills and talents are utilized in your
current role?

Q3) Are you satisfied with the opportunities for career

advancement within the company?

Q4) Do you feel that your workload is manageable (strongly

agree) or do you often feel overwhelmed? (strongly disagree)

Q5) How satisfied do you feel with your immediate

supervisor listening to your concerns and feedback?

Q6) How satisfied are you with teamwork and collaboration

within your department or team?

Q7) How satisfied are you with the level of support and
encouragement you receive from
your supervisor and colleagues?

Q8) Do you feel that you have opportunities to learn and grow
in your role?

Q9) Are you encouraged to voice your ideas and opinions in

the workplace?
Q10) Do you have access to the necessary resources and tools
to perform your job effectively?
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Q11) How do you rate the level of teamwork and
collaboration within your department or team?

PHOTOGRAPHS
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