ASSIGNMENT ON MOTIVATION POLICES OF

SUBMITTED BY: NITESH

Submitted in partial fulfilment of the MBA program

HISTORICAL BACKGROUND
What's in a name, you might ask. Until you come across one that evokes pride

and confidence in the heart of every Indian, seemingly blessed with a rare , almost magical, power. It is the name Godrej. This indomitable force was born in 1897, when a young man called Ardeshi Godrej gave up law and turned to lock making. He was the first Indian manufacturer to displace well-entrenched foreign brands from the market. The word Godrej, etched into the metal of his locks, became a symbol of self-reliance for the generations that followed. With each new product Ardeshir changed perceptions about industry in India. He produced the finest security equipment, and then stunned the world by creating a soap from vegetable oils. What started as a dream had become a movement. But it was left to another man to carry it forward. Ardeshir's brother, Pirojsha. Pirojsha Godrej laid the foundations for a throbbing enterprise at a sprawling industrial garden township outside Mumbai. It was here that the Godrej vision took concrete shape. On 7th May, 1897, Ardershir Godrej gave up law and took up lock making. Godrej and Boyce Mfg. Co. Ltd., was established at Lalbaug, Mumbai. This was the holding company of the Godrej Group. On 3rd March, 1932, it was incorporated with limited liability. Even though Boyce was a business partner for a limited period only, his name was retained for legal purposes The Godrej Name displaced well established foreign brands from the Indian market. The name 'Godrej' engraved into the shiny metal of the Godrej Locks came to be known as a symbol of self reliance, trust-worthiness, assertiveness and progressiveness for a new generation of Indians.

CURRENT STATUS
Adi Godrej is the current Chairman of the Godrej Group. Godrej & Boyce Mfg. Co.

Ltd. is headed by Mr. Jamshyd Godrej. The Group revenue was approximately US$ 3.3 billion in financial year 10/11. Godrej Locks is the flagship company of the group.

GODREJ COMPANIES
Godrej & Boyce Godrej Consumer Products Godrej Industries Geometric Limited Godrej InfoTech Godrej Agro vet Godrej Sara lee Godrej Hicare Godrej Efacec Godrej Properties Overseas Establishments

GODREJ PRODUCTS
GODREJ CONSUMER PRODUCTS
1. APPLIANCES 2. LOCKS 3. FURNITURE 4. SECURITY EQUIPMENT 5. OFFICE AUTOMATION 6. TYPEWRITERS
7. VENDING MACHINES

GODREJ INDUSTRIAL PRODUCTS

1. STORAGE SOLUTIONS 2. AUTOMATED WAREHOUSING 3. MATERIAL HANDLING EQUIPMENT 4. PROCESS EQUIPMENT 5. ELECTRICAL AND ELECTRONICS 6. TOOLING 7. CONTRUCTION MATERIAL 8. LAWKIM MOTOR GROUPS.

8. CONFERENCING SOLUTIONS.

Corporate Timeline

1897 - Godrej & Boyce Mfg. Co. Ltd established

1918 - Godrej Soaps Limited incorporated 1961- Godrej Started Manufacturing Forklift Trucks in India 1971- Godrej Agrovet Limited began as an Animal Feeds division of Godrej Soaps 1974 - Veg oils division in Wadala, Mumbai acquired 1990 - Godrej Properties Limited, another subsidiary, established 1991 - Foods business started 1991 - Godrej Agrovet Limited incorporated 1994 - Transelektra Domestic Products acquired 1995 - Transelektra forged a strategic alliance with Sara Lee USA 1999 - Transelektra renamed Godrej Sara Lee Limited and incorporated Godrej Infotech Ltd. 2001 - Godrej Consumer Products was formed as a result of the demerger of Godrej Soaps Limited. Godrej Soaps renamed Godrej Industries Limited

2002 - Godrej Tea Limited set up 2003 - Entered the BPO solutions and services space with Godrej Global Solutions Limited 2004 - Godrej HiCare Limited set up to provide a Safe Healthy Environment to customers by providing professional pest management services

2006 - Foods business was merged with Godrej Tea and Godrej Tea renamed Godrej Beverages & Foods Limited

2007 - Godrej Beverages & Foods Limited formed a JV with The Hershey Company of North America and the company was renamed Godrej Hershey Foods & Beverages Limited

2008 - Godrej relaunched itself with new colourful logo and a fresh identity music
2010 - Godrej launched GoJiyo a free, browser based 3D virtual world 2011 - Godrej & Boyce shuts down its typewriter manufacturing plant, the last in the world.

Sales (including excise duty)

Combined Sales of the Company and its major subsidiaries and affiliates, for FY 2010-11: US$ 3.3 billion

EMPLOYEES
More than 12,000

EMPOLYEE BENEFITS
Training, Development and Career management:

Training and development refers to the imparting of specific skills, abilities and knowledge to an employee. More clearly, training and development may be understood as any attempt to improve current or future employee performance by increasing an employees ability toper form through learning, usually changing the employees attitude or increasing his or her skill and knowledge. The need for training and development is determined by the employees performance deficiency, computed as follows:

E-GYAN
E-Gyan was the e-learning initiative of GIL launched in the second half of 2002. Objective:-To move away from traditional training methods of workshops and help sharpen the intellect of the employees by self- learning initiatives. Benefits:- online quizzes for to enhance employees awareness in e-learning. Provide online library to expand the knowledge base of the employees .

SPARK PROGRAM
Started by GIL in September 2002. Workshop conducted with collaboration with Delhi based Hr consultant. Objective:- train the trainers The training programme objective was equipping managers to become successful coaches. Benefits:- Managers identify their high potential team and coaching them. By Working on live projects with managers helped team members learning leadership skills to take their position in future.

ENGLISH LANGUAGE
Introduced in GBML in 2003. Objective was to developing the English reading and comprhension skills of workers. Benifit :-It benifited workers to have lesser dependency in their supervisor which leads to more Independence at work and as a result time was saved.

ACE - Accelerated Careers for Executives

ACE is a one-year induction programme for executives, which provide them with a holistic view of functioning of company, cross functional projects and Cross company and SBU projects within the Godrej group. For example: This is a typical career progression path of a Fresh Engineer, just out of college. Traditionally, it takes almost five years for an engineer to become a manager. Whereas through ACE, an engineer is empowered to become a manager in just three to four years. This is how a fresh engineer can achieve the managerial status through ACE. The development of an individual occurs through various cross - functional stints. Challenging roles and ambitious tasks and valuable managerial development inputs.

MOTIVATION POLICIES OF GODREJ

Many motivation policies are conducting in godrej. Some of them are :

PARIVARTAN:
In 2000 Parivartan lunched in GSL. Main objective was to motivate employee for job along with knowledge of sales function. 18 senior executive from sales, logistics, Hr engaged to give the training. 350 employee are involved in this programme. It shows positive impact and in November 2002 survey it shows that field team GSP as the highly motivated tem in GSL.

GALLAOP
Induction training programme introduced in 2002. The training is provided for one year. Objective was to develop novice into professionals by exposions to various department. The trainees were rotated in four departments. Benifits To Employee:- All rounder and understanding the market .

THE YOUNG EXECUTIVE BOARD(YEB)

Year of formation:- October 2001 Objective:- for growth of organization. Benefits:All information and document was accessed by YEB and directors of the groups management committee Based on the information they were expected to give recommendation to the board on the issue related to strategy. HRD, corporate governance etc. which would affect the future growth of the organization. It strengthen communications between lower management and senior management It improves transparency through out the organization Also encouraged young manager to contribute to the organizational development.

REVERSE MENTORING
Godrej s reverse mentoring took a bottoms-up approach. In this approach, the CEOs and senior management of Godrej learned from the junior staff. Adi Godrej, took lessons on information technology and sales and marketing from two young managers .

RED AND BLUE TEAMS

Year of formation:- 2001 Objective:-to encourage team-work Benefits:- Two group i.e. red and blue and having eight members each. The aim of these groups was to come up with recommendations and strategies for future growth of their divisions. The company gets variety of thought process and ideas which leads to have a bunch of alternatives to choose.

NEGOTIATION SKILLS
Started by GIL in January 2003 . It provided to officer level employees to learn how to negotiate. Benifit:- To clinch good business deal . With a case one employees played negotiator role for company and othe one as another company employee. It helped in learning how to have effective business deal. It also increased thinking power of Employees as they were more involved in generating business concepts.

SWOT ANALYSIS
Strength
STRONG BRAND NAME QUALITY GOOD REPUTATION AMONG THE CUSTOMERS SERVICE MANAGEMENT SUPLY CHAIN MANAGEMENT EXCLUSIVE ACCESS TO HIGH GRADE NATURAL RESOURCES FAVOURABLE ACCESS TO DISTRIBUTION NETWORKS MANAGEMENT EMPLOYEE INNOVATIVE ASPECTS FINANCIAL RESERVES MARKET LEADER

Weakness
COST OF PRODUCT MARKETING EMPLOYEE TURN OVER RATIO CENTRALISATION

Opportunities
INDUSTRY OR LIFESTYLE TRENDS COMPETITORS VULNERABILITIES MARKET DEVELOPMENT TECHNOLOGY DEVELOPMENT AND INNOVATION GLOBAL INFLUENCES NEW MARKETS NICHES TARGET MARKET

Threat
COMPETITORS INTENTION MARKET DEMAND NEW TECHNOLOGIES, SERVICES, IDEAS OBSTRACLES FACED LOSS OF KEY STAFF SEASONALITY COUNTRYS ECONOMY

BUSINESS AND PRODUCT DEVELOPMENT INFORMATION AND RESEARCH

Conclusion
For dealers, customer choice is the most important factor. Consumers have a preference/loyalty towards particular brand of consumer durables and are not ready to buy any other brand so easily. Dealer relationship is one of the most considerations followed by the After Sales Services and Variety provided by the brand also plays a crucial role. Godrej though provides good services but it is not in line with its competitors. Customers decisions are influenced by their level of income and price of the product. The respondents who have used Godrej have a neutral response for it. LG and Samsung are presently the most preferred brands. Most of the respondents are well satisfied with the brands they are using and will not purchase Godrej appliances in future.

Suggestions
As compared to competitors, Godrej appliances have a low brand image , so it should make efforts to popularize its brand name in market. This means creating more brand awareness amongst consumers which can be done through promotions. Since the customer demand is very low for Godrej , it mainly needs to improve on its promotional tools in both volume and frequency. It should offer large variety in its appliances.

 Godrej must focus on increasing its marketing expenditure and bring more personal approach in their communication. Company should increase its dealer network in order to enhance the availability of product in market. It should also offer attractive schemes to the present dealers in order to retain them. Company can offer lucrative deals to the dealers eg. slab discounts, etc.so that more dealers are attracted to buy Godrej product and hence dealership network of Godrej can be enlarged. Also this will increase the availability of product in market., By offering good deals to dealers, Godrej can also increase its sales because dealers will encourage volume sales of Godrej to earn more profits for themselves.

Bibliography & REFERENCE

Internet: http://en-wikipedia.org/wiki/Godrej-Group http://www.godrej.com/godrej/GodrejIndustries/index.aspx?id=12 http://www.godrej.com/GodrejIndustries/ourcompanies.aspx?id=12&mendid=1095 http://www.karmayog.com/lists/Godrejtrust.htm http://www.GodrejAppliances.com