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ACKNOWLEDGEMENT

I wish to express my deep gratitude to Prof MK Nair, senior training


consultant for all the help, guidance, support and knowledge that he has
imparted to me during the course of the preparation of this project.

I deeply appreciate the effort and the time that he has spent guiding me
through the project and providing valuable insights which has helped me
grows in my training profession as well as does great justice to my
Internship report.
EXECUTIVE SUMMARY

This project speaks about 5 training sessions that includes the


objectives, benefits, training process, training methodologies,
training aids used for every programme. It also comprises of the
post training report for every training programme. The 5 training
session reports are on 1) Customer excellence for Maruti suzuki
2) Stress management for Eicher motors 3) Managing wait for
Honda siel cars 4)Personal and professional effectiveness for
NPCIL, 5)Communication and presentation skills for Hellman
ltd. This project also includes the post training evaluation report
of Wipro technologies on customer excellence. Finally, it ends
with 2 case studies: 1) Crosscultural communication 2)
Miscomunication between management and workers.
SR.NO TOPICS Page No.
1. Study report of the training requirements of Quinox Page - 04
2. Study report of 5 training sessions Page - 05
a. Report of Maruti Suzuki on Customer Page - 06
Report of NPCIL on Personal and professional
b. Page - 10
excellence
c. Report of Eicher motors on Stress management Page - 13
d. Report of Honda siel cars on Managing wait Page - 15
Report of Hellman on Communication and
e. Page - 17
presentation skills
Training evaluation report of Wipro technologies on
f. Page - 21
Customer care excellence
g. Case study on cross cultural communication Page - 23
Case study on miscommunication, improper

h. management, poor coordination in the Page - 25

organization
ISTD- INTERNSHIP REPORT

STUDY REPORT OF THE TRAINING REQUIREMENTS OF


QUINOX

1. Emotional intelligence of the employees

2. Spiritual quotient of the employees

3. Self-confidence and self-esteem

4. Public speaking and presentation skills

5. Strong leadership skills

6. Self-motivational power

7. Effective team-building skills

8. Positive attitude and inner strength

9. Professional business etiquette

10. Interpersonal skills

11. Assertive communication


REPORT OF 5 TRAINING SESSIONS

1. CUSTOMER CARE EXCELLENCE- Maruti Suzuki

2. PERSONAL AND PROFESSIONAL EXCELLENCE-


(Nuclear power corp India ltd)

3. STRESS MANAGEMENT- (Eicher tractors)

4. MANAGING WAIT-(Honda siel cars India

5. COMMUNICATION AND PRESENTATION SKILLS


(HELLMAN)
CUSTOMER CARE EXCELLENCE

The single most important thing to remember about any enterprise is


that there are no results inside its walls. The result of a business is a
satisfied customer.”

- Peter Drucker

This programme was conducted for Maruti Suzuki and it was well-
appreciated by all the participants.

OBJECTIVE:

1. To train the participants to establish the engine that will provide the
driving force for customer service throughout the organization.

2. How to understand customer expectations and manage the


perceptions.

3. How to handle customer complaints.

4. How to maintain a cordial relationship with your customers and build


customer loyalty.
BENEFITS:

1. The participants will learn how to sell the relationship, not the
product.

2. They will learn how make sure the first impression customers receive
is the right one.

3. The participants will learn how to deal with difficult customers


professionally and not personally.

4. They will learn how to prevent burnout and stay positive and
motivated.

5. The participants will learn how to get more cooperation of their


customers.

6. They will learn how to use the tools of customer satisfaction


TRAINING METHODOLOGY:

1. Exercises

2. Roleplays

3. Meditation and Pranayam

4. Group discussions

5. Short videos

6. Lecture

COURSE CONTENTS:
1. The importance of Customer care.

2. Dealing with difficult people.

3. Burnout –threat to customer satisfaction.

4. The secret to getting more cooperation.

5. The problem with customer service.

6. 7 steps to customer problem solving.

7. The customer is not always right, but…

8. Building motivation with customer feedback.

9. Imp techniques of building trust and goodwill.

10. The importance of Emotional intelligence.

11. Building Customer satisfaction.

12. How to handle customer complaints and build customer loyalty

TRAINING AIDS:
1. Overhead projector

2. Plastic board

3. Flip charts

RAINING PROCESS

1. A TNA (Training need analysis) was conducted, so as to know


client requirements in detail.

2. The participants needs, work issues pertaining to customer care and


their expectations were scrutinized

3. The customer excellence module was customized according to


client needs and requirements

4. The training was then delivered at the client location.

5. A Post training evaluation was done using certain tools and also

meeting up with the participants to know their progress and also the
customer care index was evaluated.

POST TRAINING REPORT OF MARUTI SUZUKI:


The programme was greatly liked by all the participants. There were
around 20 participants. The participants were service advisors. They were
participative, attentive and interactive. The feedback score that I received
for this programme was 6/7. This programme was conducted for 2 days at
the Maruti showroom.

PERSONAL AND PROFESSIONAL EFFECTIVENESS:

This was conducted for (NPCIL) Nuclear power Corporation of India


ltd.

OBJECTIVES:

1. Identifying ways of enhancing communication and presentation

skills.

2. Illustrate the importance of motivation for self and others.

3. Illustrate the importance of teams and team leaders.

4. Illustate the importance of meeting the expectations of internal

customers.

5. Illustrate the importance of enhancing interpersonal skills.

6. Understand the importance of positive attitude, assertive


communication and Emotional quotient & Spiritual quotient
WHY THEY SHOULD ATTEND:
To create a positive first impression wherever they went. This will help
them be unique and dynamic in all walks of life. As quoted by Dale
Carnegie “It is 15% of the technological knowledge and 85% of your
personality that helps you create a great impact”.

METHODOLOGY

1. Roleplays

2. Group Discussions

3. Demos

4. Team Games

5. Lecture

6. Exercises

COURSE CONTENTS:
1. Developing your EQ(Emotional quotient) and being emotionally
balanced.

2. Developing your SQ spiritual quotient to lead a blissful and well-


balanced life.

3. Developing self-confidence and self-esteem.

4. Public speaking and presentation skills.

5. Strong leadership skills.

6. Self-motivation.

7. Effective team-building skills.

8. Positive attitude and.

9. Professional business etiquette.

10. Interpersonal skills.

11. Assertive communication.

12. Customer care skills.

13.Effective Time management skills

TRAINING AIDS:
1. Overhead projector

2. Plastic board

3. Flipcharts

DURATION
2 Days

TRAINING PROCESS

1. 1) A TNA (Training need analysis) was conducted, so as to know


client requirements in detail.

2. The participants needs, personal and professional conflict issues,

participants attitude and behaviour and their expectations were


scrutinized

3. The personal and professional effectiveness module was


customized according to client needs and requirements

4. The training was then conducted at Kota, NPCIL site.

5. A Post training evaluation was done using certain tools and also a

meeting was conducted with the participants so to know their


progress . Personal feedback, guidance and counseling was
provided to the participants.
POST TRAINING REPORT OF NPCIL
The personal and Professional effectiveness programme conducted for
NPCIL did bring about a positive response in the minds of the participants
and every participant in the programme were interactive, participative and
felt that the programme was a great learning and valuable experience. The
feedback ratings given by the participants varied from 5 to 3 out of 5. 5-
excellent, 4-very good, 3-good. The participants came from various
backgrounds; finance, human resources, Operations etc. The duration of
the programme was 2 days.

STRESS MANAGEMENT

This programme was conducted for Eicher tractors at Bhopal.

OBJECTIVE:

1. To train the participants in various ways to manage stress.

2. To understand the various professional and personal reasons that is

causing them stress and help them be relieved of it.

3. To help the participants learn managerial techniques like effective

delegation, good organizing skills to manage stress.

COURSE CONTENTS
1. What is stress

2. Causes of stress

3. Effects of stress

4. Types of stressors

5. Signs of stress at workplace

6. Types of stressors

7. Self-hpnosis and Auto suggestion

8. Attitude and Stress

9. Emotional intelligence and stress

10. Spiritual/holistic principles and stress

11. Powerful spiritual mantras and stress

12. Effective Delegation and time management & stress

DURATION
2 Days

TRAINING METHODOLOGIES
1. Lecture

2. Group discussions

3. Roleplays

4. Exercises

5. Chanting of Powerful mantras like OM, Gayatri mantra, Om Namo

shivay.

6. Meditation

7. Pranayam

TRAINING PROCESS
1. A TNA (Training need analysis) was conducted, so as to know
client requirements in detail.

2. The participants needs, stress related issues and their expectations


were scrutinized

3. The stress management module was customized according to


client needs and requirements

4. The training was then conducted at Client location.

5. A Post training evaluation was done using certain tools and also a
meeting was conducted with the participants so to know their
progress . Personal feedback, guidance and counseling was
provided to the participants.

POST TRAINING REPORT OF EICHER TRACTORS

The programme was well appreciated and all the participants had a great
learning experience. The duration of the programme was 2 days. The
participants comprised of sales executives to sales managers. There were
several internal official matters like poor promotional and reward
strategies, improper management system that was causing them acute
stress. And also lack of delegation and organizing skills. The feedback
score was arnd 5 and 4.;5 –excellent and 4-very good.

MANAGING WAIT (Catch 1 and 2)


This programme was conducted for Honda Siel cars India in Mumbai,
Ahmedabad and Pune, mainly for all the sales executives and managers
who directly dealt with the customers, training them on how to manage
the waiting period between the new launch and the test drive, as the
customers could go for a test drive 2-3 months after the launch.

OBJECTIVES

1. Understand the unique situation today due to the New Honda City

launch.

2. Distinguish between the expectations of a Honda customers vs

other customers.

3. Recognize the importance of handling wait.

4. Applying useful techniques to lessen the pain; add to the pleasure in


waiting situations.

COURSE CONTENTS

1. Understand the wait situation between the launch and the test drive.

2. Meeting rational and emotional needs of the customers.

3. Making the wait pleasurable.

4. Importance of Active listening, empathy, rapport-building and trust


5. Dealing with irate and difficult customers

TRAINING METHODOLOGIES
1. Lecture

2. Exercise

3. Group discussions

4. Roleplays

5. Short videos

DURATION
1 Day

TRAINING PROCESS

1. A TNA (Training need analysis) was conducted, so as to know


client requirements in detail.

2. The participants needs and expectations were scrutinized

3. The Honda(Managing wait module was customized according to


client needs and requirements

4. The training was then conducted at Client location.

5. A Post training evaluation was done using certain tools and also a
meeting was conducted with the participants so to know their
progress. Personal feedback, guidance and counseling was provided
to the participants.
POST TRAINING REPORT OF HONDA SIEL CARS INDIA

The programme was well-appreciated and the participants were


interactive and participative The duration of the programme was 1 day.
All the sales executives and sales managers attended the programme. The
feedback score varied from 5, 4 and 3 out of 5.5-excellent, 4-very good,
3-good.
COMMUNICATION SKILLS TRAINING PROGRAMME

This programme was conducted for Hellman in Mumbai.

OBJECTIVES
1. The participants will learn the important elements and techniques of
communication.

2. The participants will learn how to communicate assertively.

3. The participants will learn how to plan their message and how to

deliver their message confidently, using appropriate body language.

4. The participants will learn how to effectively communicate their


message to the receiver in different situations.

5. The participants will learn how to earn the trust and appreciation of the
client

6. The participants will learn how to develop trust, cordial relations


through good interpersonal communication skills.

TRAINING METHODOLOGY
1. Exercises

2. Roleplays

3. Group discussions

4. Lecture

5. Case study

6. Powerpoint presentation

DURATION
1 Day

CONTENTS
1. Effective communication
2. Communication dynamics
3. Interpersonal skills
4. The Art of Delegation
5. How to communicate negative feedback
6. How to communicate ideas
7. Constructive criticism
8. Communicating to give effective praise
9. Skills for successful meetings
10. Offering effective apology
11. Turn Agressive and Negative Communication into Positive, Productive
collaboration
12. Use the BEAT model to create collaboration
13. How to handle arguments in an appropriate manner
14. Communicating to coach
15. Communicating to boost morale
16. Self-communication
17. Managing difficult conversations
18. Overcoming cultural boundaries to communication
How to communicate during crisis?
How to handle conflicts
How to interact with the foreign clients
How to earn the client’s trust and appreciation?
Tips on how to communicate with the foreign clients using various
modes like:
- Face to face
- Emails
- Telephonic
- Conference call
- Video conferencing
- Chat
19. How to deal with difficult customers
20. Assertive communication
21. Various models of communication
TRAINING PROCESS
1. A TNA (Training need analysis) was conducted, so as to know
client requirements in detail.

2. The participants needs and expectations were scrutinized

3. The communication and presentation skills module was


customized according to client needs and requirements.

4. The training was then conducted at Client location.

5. A Post training evaluation was done using certain tools and also a
meeting was conducted with the participants so to know their
progress . Personal feedback, guidance and counseling was
provided to the participants.

POST TRAINING REPORT OF HELLMAN


The programme was liked by all the participants and the participants were
participative, interative and open. The participants were finance
managers, Human resource managers and operational managers. The
duration of the programme was 1 day. The feedback score varied
between 5 and 4. 5-excellent and 4- very good.

TRAINING EVALUATION REPORT OF WIPRO


TECHNOLOGIES ON CUSTOMER SERVICE EXCELLENCE
Rating of the course

Parameter 5= Very 4=Good 3=Fair 2= Poor 1= Very


good poor

Overall rating 5 4 3 2 1
of the course

Sequencing of 5 4 3 2 1
topics
Clarity and 5 4 3 2 1
depth of course
material

Faculty Name : Supriya


Communication 5 4 3 2 1
skills
Level of 5 4 3 2 1
preparation
Response to 5 4 3 2 1
your queries
Training 5 4 3 2 1
methodology

TRAINING FEEDBACK
 How well were the course objectives met vis-avis expectations?
A It has met the overall expectations

 What did you like most about the course?


A The activities- Roleplays , the lecture. and infact everything

 What were the problems faced by you in the course?


A Nothing

 Any suggestions to make this more effective in future?


A Keep this kind of a training atleast 4 times in a month.

 Any other comments


A Excellent

 What were the 3 major learnings from the course?


A 1. Resolving Customer problems using win-win approach.
2 Importance of Customer feedback
3 How to achieve customer excellence

CASE STUDY -1
This short case study shows how even simplest misunderstandings
between cultures can affect relationships, and even cause suspicion
and mistrust.

James writes:

Several years ago, I trained an Italian woman, a lawyer, who had


recently begun a one-year secondment at her bank’s branch in the city
of London. On the first day I asked her how she got on with her British
colleagues. She was fairly non-commital, and said “OK”

By the middle of the week, she had opened up completely, and over
lunch confesses that she was having a really hard time with her
colleagues. “I’m very open with them, and I’ve told them about
myself, but I get nothing back. Why are the British so closed and
unfriendly? I don’t think they like me, and I’m having problems
working with them. As a trainer who has worked with Italians for
many years, I understood where the problem lay.

On our return to the training room, I suggested we enact a typical


conversation between her and her colleagues. She agrees, and began
talking. After 10mins of speaking about herself, while I sat in silence, I
Stopped her. Her immediate reaction was :”This is exactly what
happens. I talk, and my colleagues say nothing. Why are you so cold?”

I explained that English is like a game of ping-pong. We communicate


in short exchanges, largely through asking questions, and giving our
counterpart time and space to respond. Ping: I ask you a question.
Pong: You respond or ask me one back. We are not comfortable with
long statements: we get bored and we find it difficult to interrupt,
because in British culture it is not very polite. In the British context,
we ask questions to show interest and to establish a relationship.
People who talk about themselves are seen as egotistical.

For Italians, on the other hand, communication is a series of


statements, where the listener is free to interrupt with their point of
view or information. To show you are open and willing to establish a
good relationship with your listener, you give a lot of details about
yourself. Some who asks too many questions before the relationship
has been cemented is viewed with suspicion.. I discussed all this with
the Italian lawyer, and suggested she try to adapt her style when she
went back to the office. I recommended asking lots of questions to
show interest, and to limit what she told them; instead wait until they
asked her.

She agreed to do this, and two weeks later came back on a follow-up
day of training. She bounced into the training room, a completely
different person. “I have made the breakthrough,” she said. “I have
tried asking lots of questions, and it really works. They seem to be
much more comfortable with me, and have really opened up to me. We
are getting on really well now, and I’m making friends with my
colleagues”.

Questions
1. Why was the Italian woman having a hard time with her
colleagues?

A. The Italian woman found the British to be very closed and

unfriendly.The basic problem lied in her communicating style and


cultural differences, due to which she only spoke about herself,
which was seen as being egotistical in the British culture. In the
British context, we ask questions to show interest and to establish a
relationship. For Italians, on the other hand, communication is a
series of statements, where the listener is free to interrupt with their
point of view or information and here, someone who asks too many
questions before the relationship is viewed with suspicion.

2. What can we learn from the above case?

A. We can understand that, what is normal to you in your home


culture, may not be normal when you do business with a different
culture. Secondly, it is essential to learn how people from other
cultures communicate, and to adapt your style as far as you can,
when you are communicating in a different culture, while still being
true to your self and your values. There was no suggestion that she
try to become British, but to become a bit of chameleon when
working in England, and to use equally the communication style
that the British feel comfortable with.

Case study- 2
It was 9.30am- when 2 trucks brought some large crates to the
assembly shop. Everyone saw the truck crew unloading the boxes
quickly, leave them piled near the gate of the stores dept and drive
away. Mohan, a worker, watched and approached the foreman and
pointed to the boxes. The foreman stopped, shrugged his shoulders and
walked away.

Mohan came across another worker who asked: “ What’s in the


boxes?” “I don’t know”, was the reply, “and the foremen doesn’t know
either or atleast, he doesn’t want to tell me.”
Mohan went over his work but continued to wonder: “What could be
in those boxes? Andwhy does no the foreman want to teall us? Maybe
it is new machines…say, that’s probably what is, those new automatic
machines. All you have to do is push the button and the machine will
do the rest. There wont be many jobs in the assembly shop if these
machines are installed”;

Mohan became nervous. He got up and went over to the water cooler
where two other workers were gossiping: “The foreman doen’t want to
tell us what’s in those crates because it is new automatic machinery.
That will mean fewer jobs for us. “Mohan saw fear and anger creep
across the worker’s ffaces.

Words spread like wildfire. Soon no one was working, all were talking
and their voices grew angrier and angrier. Finally, a worker stood on
his bench and shouted, “If this is the way the management treats us,
then lets teach them a lesson. If they fire us, we’ll fire the boxes”. Just
then the superintendent came running and stood in the middle of the
men. “what’s the matter? What happened?

“You are trying to replace us with new machines”

“what new machinery?”

“ The new machinery in those boxes”

“Oh my God! That’s the equipment for our new plant. We ‘re only
keeping these here for a few days”. Everyone looked very foolish and
tempers quickly cooled. “You should have told us” one man
dejectedly. Mohan quietly slipped away.

Questions
1. What is the problem in this case?
A. There was miscommunication between the management, workers

and Mohan which led to improper management, communication


gap and poor coordination between the workers.

2. Who is responsible for this episode?


A. The management is responsible for this episode, since they haven’t

trained the workers properly and also not given proper instructions
to handle their respective tasks which has led to miscommunication
between Mohan, management and the workers.

3. Do you feel that the workers would have not agitated if there
were 2 way communication between the management and the
workers?
A. I feel the workers would not agitate if there was 2 way

communication between management and workers & also if they


were properly trained and instructed carefully, the question of
miscommunication wouldn’t have arised.

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