REPORT

of the

Organizational Structure Training

at

Manjilas Group Of Companies,

Thrissur
SUBMITTED TO
CHRIST UNIVERSITY, BANGALORE

As a part of the partial fulfillment of the requirement

for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION

Period of Study

Submitted By

16th April 16th May

VISHNU RAJ RAJU

ACKNOWLEDGEMENT
First of all, I am thankful to the God almighty for all his blessings throughout my
life with a light and that helped me do this project in a better manner. I wish to
express my deep sense of gratitude to Prof. Lakshmi Iyer, Professor in Christ
University; Bangalore, for her valuable support.
I would like to express my heartfelt thanks to the Management, Mr. Stanly,Mrs.
Sreedevi Suresh, Mr. Sojan, Ms Deepi, Manjilas Group for their guidance and
directions throughout this training, entire staff members of Human Resource
Department, Administrative Department and other staff members of Manjilas
Group Of Companies, Thrissur, for giving me a privilege to conduct the Training
Report work in their esteemed Organization.
I am also thankful to my family members and friends for their constant support
and encouragement.

INTRODUCTION

Objectives of the study

Scope
Research methodology
Limitations of the study

COMPANY PROFILE

History
Milestones
Vision
Industry profile
Mission
Quality policy
Objectives
Competitors
Companies under Manjilas Group

PRODUCTS AND DEPARTMENTS

Departments
Profile of products

ORGANISATION STRUCTURE AND FUNCTIONS OF

DIFFERENT DEPARTMENTS

Production
Purchase
Finance and accounting
Sales and marketing
R&D
Quality control
Customer care
Media and design
Human resource

KEY FEATURES
KRAs
3

SWOT Analysis
Significant features of success
Future plans for growth
Further recommendations

INTRODUCTION

1. INTRODUCTION TO THE STUDY

Organizational

study is

the

examination

of

how

individuals

construct

organizational structures, processes, and practices and how these, in turn, shape
social

relations

and

create

institutions

that

ultimately

influence

people, organizational studies comprise different areas that deal with the different
aspects of the organizations, many of the approaches are functionalist but critical
research also provide alternative frame for understanding in the field.

1.1. OBJECTIVES OF THE STUDY

The overall objective is to conduct a study on organizational structure of Manjilas
Group of companies.
The following are the specific objectives of the study.

To understand about the functional areas of a company especially a FMCG.

To understand the organization structure of Manjilas.
To understand the product(s) profile of Manjilas.
To familiarize the common business practices and processes.
To understand the changes and developments in the economy.
To relate theory to practical.

1.2. SCOPE OF THE STUDY:

With an increasing entry of new companies, information of newer technologies and
changing economies, the world of business, especially in an FMCG, is changing
very rapidly. This organization study in Manjilas group of companies exposes to
the practical side of the business enterprise.
This study helps to understand the history, structure, activity and the products of
the company and its contribution to the industry and economy. This study exposes
to various departments associated with the organization and various business
practices followed in an enterprise.

1.4. RESEARCH METHODOLOGY:

SOURCES OF DATA:
Primary data:
Primary data which will be generated from an investigation with the help of
interaction with the concerned departments which will be administered
personal talks with the employees.
Secondary data:
The source of secondary data may be internal or external to the organization
such as data collected from books, magazines, journals, internet and other
related sources.

1.5. LIMITATIONS OF STUDY

 The findings need not be always conclusive but indicative.

As the study was conducted during a short period, so a detailed study of all
the functions in the organization could not be completed within this period.
The company authorities could not disclose matters relating to some
functional areas. Hence some areas could not be studied extensively.

COMPANY PROFILE

HISTORY OF THE ORGANISATION:

Manjilas rice saga began from the humble environs of Thrissur rice bazar. It was
here late Sri. M O John started his rice vending outlet in the year 1959. He was a
visionary who brought about a great revolution in the rice industry. He was the
founder general secretary of the Vypari Vyavasai Ekopana Samithi, an association
of the business community of Kerala. He was also the president of the Chamber of
Commerce, Thrissur.
Manjilas Food products was founded in the year 1995 to meet the changing eating
habits of the people and has successfully catered to the taste and appetite of the
consumers ever since.
As of today Manjilas has 5 main units which are Manjilas Food tech., Manjilas
Agro Foods ltd, Qone food products, Quetwo Food products, M O John Exports ltd
and has become the first ISO 9001:2000 certified rice mill in Kerala. The company
is also certified with ISO 9002 and ISO 22000.
Two generations of experience and strong R&D department and special
development kitchen has helped to launch many innovative products under the
brand name DOUBLE HORSE, giving novelty to the customers taste and
appetite.
Double Horse has its reach all across India as well as Middle East, Europe and
Australia
9

MILE STONES
Manjilas is the first Modern Rice Mill.
The First Rice Mill introduced Branded Rice in Kerala.
First Rice Mill which has introduced Sortex Machine
First Rice Mill which has received ISO 9000-2000 certified Rice Mill in
Kerala.

Good Food for all is the thought inspired by its founder Late Shri M.O. John, led
the Company into greater heights supported by its valued customers. As todays
life style has changed tremendously, there has been a wide change in the eating
habits of people. Keeping those aspects in mind, Manjilas Group have entered to
cater the changing tastes of consumers.

VISION

10

To be the leader in the Food Industry, offering the widest variety of high quality
food products that become a way of life for all those who love good food across
the globe. Literally, to become a leader in the global instant food category and
indispensable part of every Malayalee household across the entire globe.

A family enterprise that has flourished under the administration two generation of
entrepreneurs. Ever since its inception in 1959, Manjilas has remained steadfast to
its unswerving commitment to keep alive the rich traditions of Kerala cuisine
redolent with a multitude of flavours and fragrances imbibed from all category of
population. It is with great deal of pride that they look back upon the trail that
Double Horse has blazed in the instant foods category.

Their commitment to their customers and their pioneering efforts have indeed paid
fruitful dividend and today, they look to the future with eagerness. In keeping with
the fast change in functions and fundamentals of their business, they proudly
present their new corporate vision to reiterate to the world, their keen focus on
innovation, expansion and success.

COMPANY LOGO
11

INDUSTRY PROFILE:

The Indian Agricultural and Food industry is on the brink of a revolution that will
modernize the entire food chain as the total food production in India is likely to
double in the next 10 years.
Food processing is a large sector that covers activities such as agriculture,
horticulture, plantation, animal husbandry and fisheries. The food processing sector
is critical to Indias development, for it establishes a linkage between Industry and
Agriculture. It has also emerged as one of the major drivers of economic growth.

12

It is significant to identify that while the GDP growth rate increased from 3.5 per
cent in 2010-11 to 9 per cent in 2014-15, the food processing sector has grown
from 7 per cent to 13 per cent during the same period. The food processing
industry in India is one of the biggest in terms of production, growth, consumption
and export.
Presently, most of the people would like to consume healthier and tasty food in
ready to eat form, in order to reduce the cost of time and work. Increased
urbanization, improved standard of living and the convenience needs of dual
income families spot to major market potentialities in the food processing sector.
This is also evident from the presence of several global food giants and leading
Indian industrial enterprises in the countries food processing sector such as: Nestle
India Ltd, Cadburys India Ltd, Kellogg India, Hindustan Lever Ltd, ITC-Agro,
Godrej foods and MTR foods Ltd.
Besides in the current globalized era, our surplus food production as well as
increasing preference for Indian food in several regions of the world needs to be
leveraged to achieve economic and strategic objectives through exports.
Kerala is bestowed with the best of what nature has to offer. The state of Kerala in
the Indian union is characterized by number of significant socio economic,
industrial and political peculiarities. In spite of these favorable features, there
13

exists high scope for further advancement in respect of industrial development in

general and rural development in particular, given the current economic problems
viz, high incidence of poverty, high rate of unemployment, fiscal crisis of the state
government, informal nature of agriculture and industrial operations and acute
infrastructural shortages.
Among the leading commercial and industrial centres of India Kerala offers
conducive environment for setting up any industry. Prominent sectors in Kerala are
information technology, tourism, agro based business including food processing,
readymade garments, ayurvedic medicines, mining, marine products, light
engineering etc.The key sectors in Kerala according to their contribution to the
state GDP are rubber, coir, tourism, food processing and chemicals and
fertilisers.
There are around 1560 food processing units in Kerala alone. These processed
units operate mainly in the small scale sector. Kerala is rich in coconut, spices,
fruits, vegetables, sea food and processed foods. The spices, pickles and the marine
products are the major food product export from Kerala. The state could emerge as
plantation based food products exporter through value addition. Its share in the
countrys total food products export is almost 20 per cent despite the limited size of
landmass. Two thirds of Keralas export income comes from processed food. The

14

food processing sector in the state commands nearly Rs 8500 crores in exports and
has a potential to become Rs 30, 000 crore worth industry.
Food processing industry (FPI) is significant to the Kerala economy on account of
its contribution to the food requirements. Assessment of the FPI in the perspective
of Kerala economy has employment orientation too. Kerala with its industrial
paucity offers very little for huge industrial establishments. FPI which is highly
labour intensive is suitable to be organised in the small-scale sector. FPI which is
termed as the sunrise sector is expected to attract phenomenal investment-capital,
human, technological and financial. For a successful food processing sector
various aspects such as quality control, quality systems and quality assurance, the
constituents of total quality management should function in a horizontal fashion.
On the basis of the above mentioned facts we can summaries that, food processing
sector has the potential to make the growth sustainable and more inclusive. The
importance of the sector is further enhanced by the fact that over 70 per cent of the
population depends on agricultural activities for livelihood.
The government has, therefore, been focusing on commercialisation and value
addition to agricultural produce; minimise pre/post harvest wastage, generating
employment export growth in this sector through a number of regulatory and fiscal
incentives. With changing foods consumption pattern, processed food which are
convenient, hygienic and of consistent quality are set to grow in value.
15

MISSION
To Come Out With A Wide Variety Of Innovative Food Products
That Combines Health, Taste And Convenience, So As To Make
Cooking Good Food Fun And Easy.

QUALITY POLICY
Manjilas is committed to give total satisfaction to their customers through
continuous improvement of products, processes and distribution.

OBJECTIVES OF THE COMPANY

To provide quality products at reasonable price.
To provide customer satisfaction
To implement new technologies
To make available rice products globally
To increase the market share
To enhance the annual turnover of the company.

16

COMPETITORS OF THE COMPANY

Nirapara
Eastern
Pavizham
Elite
Sevana
Kaula

COMPANIES UNDER THE GROUP

1.

Manjilas Food Tech. Pvt. Ltd., Kottekkad, Thrissur

and Vannamada,

Palakkad
2.

Manjilas Agro Foods Pvt. Ltd., Cheramangalam, Palakkad and Naripotta,

Palakkad

3.

Q One Foods and Ingredients Pvt. Ltd., QueTwo Foods and Ingredients ,
Unjuvelampetti, Pollachi, Tamil Nadu

4.

M.O. John & Sons (Exports), Kolangattukara, Thrissur.

17

PRODUCTS AND DEPARTMENTS

18

DEPARTMENTS

1.

Production

2.

Quality Control

3.

Research & Development

4.

Purchase

5.

Sales & Marketing

6.

Warehouse

7.

Finance and Accounts

8.

Costing

9.

HR and Administration

10.

Marketing Support Service

11.

Customer Care

12.

IT

13.

Logistics

14.

Engineering

15.

Media & Designs

19

PROFILES OF PRODUCTS AND SERVICES:

Manjilas started off with Rice vending outlet 56 years ago, Today Double Horse
offers its customers the widest variety of good food with more than 10 superior
types of rice and 100 premium quality food products in different ranges.
It has always stayed a market leader with introduction of Rice products almost 35
years into the finding of the company and later moving on to Wheat products,
Masalas, Pickles, health products and instant food products. The latest in the series
being the Retort products which was a result of efforts of the R&D kitchen.

With more than 100 products to offer, Double horse has become an inevitable
name in the malayali house hold.

20

Following are the complete list of products from Double Horse.

Rice

Rose Matta
Cherumani
Jyothi Matta
Red Raw Rice
Matta Broken
Ponni Rice
Single Matta
Jaya Rice
Idli Rice
Raw Rice Meals
Ghee Rice
B.T.Meal
Jeerakasala Rice

Rice Products
Easy Palappam Mix
Appam Idiyappam Pathiri Rice Flour
Aval Thick
Dosa Mix
White Rice Flour
Idly Mix
Roasted Pathiri Flour
Palappam Mix
Vattayappam Mix
Red Aval
White Aval
Thick Aval
Puttupodi
White Puttu Podi
Samba Wheat Puttu Podi
Chemba Puttu Podi
Ragi Puttu Podi
Corn Puttu Podi
21

 Wheat Product
Chakki Fresh Atta
Samba Broken Wheat
Broken Wheat
Wheat Rava
Samba Wheat Rava
Roasted Rava
Vermicelli Roasted (Short Cut)
Long Vermicelli
Instant Break Fast
Instant Idiyappam
Rice Sevai
Upuma Mix

Paysam & Kheer Mix (Sweet Dishes)

Palada Payasam Mix
Rice Palada Payasam Mix
Vermicelli Kheer Mix
Rice Ada
Diet Payasam Mix
Health Products
22

Banana Powder
Health Mix
Ragi Vita
Ragi Powder

Instant Ready to Eat

Chakka Varatty (Jack Fruit Dessert)
Pazham Varatty (Kerala Banana Jam)
Boiled Chinese Potato (Koorkka)
Nadan Kappa Puzhukku (Kerala Tapioca Curry)
Roasted Coconut Gravy
Instant Ready To Eat Cup Payasams
Wheat Payasam
Palada Payasam
Vermicelli Payasam
Instant Ready to Cook Curry Mix
Chicken Biryani Mix
Kerala Meat Curry Mix
Kerala Chicken Curry Mix
Kerala Fish Curry Mix
Sambar Mix
Pickles
Veg Pickles
Non Veg Pickles
Vegetables In Brine

Masalas
Sambar Powder
Chicken Masala
23

 Meat Masala
Pickle Powder
Fish Masala
Rasam Powder
Vegetable Masala
Egg Roast Masala
Biriyani Masala
Garam Masala
Condiments
Chilli Powder
Coriander Powder
Turmeric Powder
Pepper Powder
Ginger Powder
Crushed Chilli
kashmiri Chilli

Other
Coconut Chammanthi Podi
Tamarind
Jaggery
Cocount Oil
Papad
Vinegar
Soya Chunks
Macaroni
Black Tamarind
Asafoetida Powder
Mustard
Fenugreek
Cumin
Fennel
Soya Chunks Nano
24

 Chutney Powder

25

ORGANISATION STRUCTURE AND FUNCTIONS

OF DIFFERENT DEPARTMENTS

26

Manjilas has predominantly remained a family run business for decades. The board
of directors consists of the Manjilas family, Sons of founder M O John.
Following are the key people who head the organisation and form board of
directors.

Mr Renji John Manjila ex Chairman still continue to be a member of board of

directors.
The various departments are split among the directors for the ease of reporting and
managing.
27

Mr.Vinod Manjila takes care of following departments

Marketing
HR
Finance
Exports
Customer Care
Warehouse and logistics
Mr Santhosh Manjila takes care of all production activites of all plants.
Mr Jo Renji heads IT and Purchase departments.

This kind of hierarchy has helped the organisation in mainatinig proper reporting
structure and transparency in monitoring the activities and is one of the key
strengths of Manjilas.

The detailed structure and functions of various departments are as follows:

Production:

28

The production department is crucial in an industrial organization like Manjilas

Double Horse. Production is the process by which raw materials and other inputs
are converted into finished products. Organizational wealth is determined by
production.
The resources here include men, material, money, methods and machines.
Rice is mainly produced in Pollachi unit and the units in kerala also.
Around 800-1000 are directly engaged in production as it forms the major
department.
Major production units under the group are:
Manjilas Food Tech. Pvt. Ltd., Kottekkad, Thrissur

and Vannamada,

Palakkad
Manjilas Agro Foods Pvt. Ltd., Cheramangalam, Palakkad and Naripotta,
Palakkad
Q One Foods and Ingredients Pvt. Ltd., Unjuvelampetti, Pollachi, Tamil
Nadu
The organizational chart of production unit is as follows:

29

30

As the units of production are widespread, all the units do not have same kind of
activities.
The main activities of each units are as follows:
Manjilas Food Tech Pvt. Ltd., Kottekkad, Thrissur
Production of Rice powder products, Pickles, Jams, Ready to eat
items, Pastes, Payasam mixes, etc & Warehousing Activities & Fleet

Manjilas Food Tech. Pvt. Ltd, Chitoor, Palakkad.

Production of Instant Idiyappam, Rice Ada, Rice Sevai, Chakky Fresh
Atta
Manjilas Agro Foods Pvt. Ltd, Cheramangalam, Palakkad
Processing of Paddy into Rice

Manjilas Agro Foods Pvt. Ltd, Kunisserry, Palakkad

Production Rice and Warehousing Activities

Q One Foods and Ingredients, Unjuvelampetti, Pollachi, Tamil Nadu

Production of - Rice powder products, Spices, condiments, masalas.

31

 Q One Foods and Ingredients (Branch), Unjuvelampetti, Pollachi, Tamil

Nadu-Branch
Process of washing the rice, production of Samba Wheat and its by
products, Rava.

Q One Foods and Ingredients (OSK Warehouse), Gandhi Nagar, Pollachi,

Tamil NaduWarehouseing activities for entire Out side Kerala Operations, Raw
Materials & Packing Material godown

Manjilas Agro Foods - Branch, Mysore & Shimoga Rice outsourcing activities and quality Checking

M O John & Sons (Exports), Kolangattukkara, Thrissur

Export of all Double Horse Products to almost all the countries

32

Purchase Department:
Purchasing function, in a business environment, is one of the most critical
functions as it provides the input for the organisation to convert into output.
Materials today are lifeblood of industry. They must be available at the proper
time, in the proper quantity , at the proper place, and the proper price. Company
costs and company profits are greatly affected by them as normally , a
manufacturing organisation spends nearly 50% of its revenue in purchasing

Purchasing is responsible for spending nearly half of a company's income for

buying the input materials. Obviously, any saving achieved by it results into direct
saving for the company and all such savings are a company's profit.

Going by a thumb rule "even 1% saving achieved in Purchasing results in 5%

profit for any organization".

After production, purchase forms the main department which head the day to day
activities of the organization. In Manjilas the purchasing department is centralized
and all the procurement and storing under one head.
33

Following is the organizational chart:

The structure of one purchasing department won't necessarily look like
another, although there are positions that appear within most hierarchies

The department head may be given any number of titles, including "procurement
manager," "director of procurement" or "lead buyer." This individual is ultimately
responsible for the purchasing department, its day-to-day operations and how
efficiently it operates.

34

Functions of purchasing department:

The functions of purchasing department are varied and wide which are based upon
different approaches. The purchasing activities may be divided into those that are
always assigned to the purchasing department and those that are sometimes
assigned to some other department.
The followings are some of the important functions which are necessary to be
performed.
Procurement
This involves negotiation, raising quotation, finalization of the deal and delivery.

Assessment of demand or description of need for which updated knowledge

of the market is needed.

Selection of sources of supply
Receiving of quotation
Placing order
Making delivery at the proper time by following up the orders.
Verification of invoices
Inspection of incoming materials- Working with QC
Meeting transport requirements of incoming and outgoing materials
Maintaining purchasing records and files
Fixation of MRP- Working with Finance/Costing.
Developing coordination among other departments
Seasonal Buying.
Working Capital Management.
Creating goodwill of the organization in the eyes of the suppliers

35

Purchasing departments often work closely together in a team approach -- with

each member of the team handling specific tasks -- but come together as a whole to
make important decisions.
Administrative assistants and clerks are part of that team. They are often multitalented employees in that they are capable of handling any number of tasks at
once in order to help the department work as a cohesive unit. It's not unusual for
administrators or clerks to move into a buyer's position once they have become
familiar with the department.
Major goods procured by the purchasing dept.

Raw materials: Rice, vegetables, spices etc.

Outsourced products: Pickles, Rice ( certain varieties ), fruit products
Capital Goods: Machineries, Fleet etc
Packaging Materials
Consumables

Finance and accounting:

Finance is the process of registering all the activities of the company in monetary
terms for the purpose of generating useful reports that help the users of these
reports and statements even external or internal users.
Finance is one of the most important functional areas of business and within
business firms. It joins other functional areas like marketing, operations
36

technology, and management as key areas of business. Business owners and

business managers have to have at least a basic understanding of finance even if
they outsource certain areas of their financial operations.
Organization Structure of finance is as follows:

Relationship of Finance with Production

Production departments main duty is to produce the goods. For producing goods,
it needs raw material, labor and other expenses. For paying all expenses,
production department needs money and fund which will be fulfilled by finance
department.

37

Finance department checks the budget of production department and allow funds
for production department. With this view, we can understand that production
department is dependent on finance departments decision.
Now, if production department performs his duty honestly and products are
produced and sold on time, it will be helpful for increase sale and profitability and
it will again recycle the fund with high profit in finance department.
So, we can say both are dependent on each other. Both are players of business
team. Both should be adopt co-operative view for each other. After this, business
team can succeed in business.
Major functions:
Like any other organization, Finance department performs following function:
Book keeping procedures
Keeping records of the purchases and sales made by a business as well as capital
spending.
Preparing Final Accounts
Profit and loss account and Balance Sheets
Providing management information

38

Managers require ongoing financial information to enable them to make better

decisions.
Management of wages
The wages section of the finance department will be responsible for calculating the
wages and salaries of employees and organising the collection of income tax and
national insurance for the Inland Revenue.
Raising Finance
The finance department will also be responsible for the technical details of how a
business raises finance e.g. through loans, and the repayment of interest on that
finance. In addition it will supervise the payment of dividends to shareholders.

Sales and Marketing Department:

This team forms backbone of at Manjilas , like any other FMCG company, as they
act upfront and make sure that goods produced are sold and readily available to the
customers.

39

Manjilas has been following a dedicated MSS (Market sales and services) divison
which forms a formidable team in achieving the revenue.
Kerala forms the major market with 73% of sales then followed by exports with
18% and finally OSK with 9 %.
Before the sales activities carried out were by Van Delivery procedure, where in a
loaded vehicle will move to certain areas and goods are distributed according to the
shortage. This was very outdated and cumbersome and had many short comings.
There was no proper follow up and was not cost effective as there was many dead
stocks in the form of left overs and returns.
Then Manjilas introduced Tally Software, In-Vehicle computrised billing, first of
its kind among competitors.
Now Manjilas employ wide range of tech-savvy procedures which has helped to
get an edge over its rivals.
Use of ERP, internet, mobile tracking has helped to track orders from remote
places and standardize the delivery procedure.
In Kerala marketing and sales are done by dividing it into North and South zone.
This later divides into areas, territories, etc.

40

Separate distribution methods are adopted for Government and Non-Government

sectors (Modern Trades).
Fieldmax is in-house software developed by Manjilas which help field executives
to track order and reflect the same in ERP software.
The organizational chart is as follows:

Roles and responsibilities:

Area Sales Manager:
Accountable for the pre-established Sales network

41

 Maintaining and growing existing business as well as generating new

accounts.
The Regional Sales Manager interacts with business development teams and
has financial responsibility to maintain and grow the base business within
the assigned region.
The Regional Sales Manager directs all elements of the sales process within
the region
Territory Sales Manager:

Achieving agreed sales targets.

Training, motivation and control of the executives
Management of distribution : / Distributors / Retailers
Conduct business development activities in the area
Ensure all sales related processes are adhered by the team.
Delegating/Setting targets for the sales executive.
Monitoring the performance of the sales executive.
Visit major supermarkets and liaison with the supermarkets owners.
Follow-up with distributors for payments.

Territory Sales executive:

Visit potential customers for new business

Provide customers with quotations
Negotiate the terms of an agreement and close sales
Gather market and customer information and provide feedback on buying

trends
Represent your organization at trade exhibitions, events and demonstrations
42

 Identify new markets and business opportunities

Record sales and send copies/reports to TSM

Apart from these duties the marketing department also conducts product
promotional activities, new product launches, sample products distribution, etc
In-shop promotional activities involve placing the product at apt location at big
retail outlets and supermarkets.

Research and development team:

R&D department was formed with an aim of diversifying the product range.a
decade or two ago Manjilas was restricted to rice and rice products. But with new
players pitching in the market it became imperative to extend the product range.
With utilizing the wide scope of products and ample availability of raw materials
Manjilas has been successful enough in launching almost 100+ products(99%)
under the name of DOUBLE HORSE since inception of R&D department

43

The department is headed by MANAGER, a senior food scientist who has the
liberty to do experiment for new products and two R&D executives and a Chef.

Most the processes remain a trade secret and was not disclosed during the study.
R&D also conducts competitor product analysis to improve their own products.
Major machinaries involve Retorting Machine, Pulvarising machine and moisture
content machine.
R&D coordinates with QC and Production in ensuring the products are
manufactured in laid down conditions so that the life and standard remains.

Quality control department:

Quality control department refers to the ways and means where quality standards
are maintained. The aim of quality control is not only to improve quality of
products, but also to eliminate bad quality goods. Once the quality standard is set,
then it should be achieved and maintained in future and efforts should be made to
improve it further. Manjilas group of companies have set up a quality control
department for the purpose of determining the quality of the product. Different

44

types of tools are used for the purpose of checking control. Their department
consists of 7 people headed by the quality control manager.
Double horse emphasis on maintaining strict quality parameters that involves the
detection of

Total moisture content

Total bacterial count
Total fungal count
Collide forms
Detection of pathogens like e.coli.

QC also ensures that ISO 22000, for food industries, are maintained.

Customer care department:

Customer care becomes an inevitable part in an Food industry. At Manjilas high
value is giving for customer feedback and ready action is taken to ensure that no
mistakes are repeated.
Every product carries a Customer care number through which a customer can
contact the company any make grievances.

45

CC department works in coordination with Production and QC to make sure that

entire batch of products if noted for any problems should be called back.
All the corrective and preventive actions are initiated from here then.
No major customer grievances have occurred for Double which shows the amount
of care given for Quality of the products.

Media and Design:

Manjilas has a dedicated media team which looks after the media presence of the
company. Although known for its quality of products rather than advertisements
Manjilas has built its market on trust by not compromising on quality for decades.
Double has actress Shobhana as its brand ambassador and maintained not so bad
media presence.
It relies on BRANDiD, a consultation firm which takes care of its ads.
46

Media team uses TAM GRP rating and IRS, ABC report to evaluate which TV
channel or print media to be used for advertisements.
Company allocates 4% of its budget in advertisements.

It has sponsored many major events such as SURYA T V Awards, VANITHA film
awards.
As an FMCG product it is important for Manjilas to advertise as there is a major
competition in this field with new products coming up in every other day.

47

48

Human resources department:

Human Resources (HR) is concerned with the issues of managing people in the
organization. The Human Resources department is responsible for many people
related issues in an organisation.
Under the HR departments remit are the following roles:

The process of recruiting suitable candidates for the organisation

Identifying and meeting the training needs of existing staff
Ensuring employee welfare and employee relations are positive
Ensure the working environment is safe for employees
Raising awareness of current workplace legislation

Manjilas has started as a family venture, most of the departments were handled by
non-professionals, and so was the HR department which was part of admin team.

Now a strong and efficient HR team has helped Manjilas to transform to a

professional organisation. Key policies were implemented and laid out. Proper
recruitment and performance analysis were carried out which helped to build a
good brand value.
The Organisation chart is as follows:

49

Manjilas has HR executives at every plant where work happens. These executives
make sure that all the policies are followed properly and hear the grievances of
workers if any.

Main functions of HR at Double horse are:

50

 Manpower Planning, Recruitment

Forecasting manpower requirement for the Financial year in line with the
Organizational Objectives. Average time to fill the vacancy is 45 days and
maximum time 90 days.
Attendance and Pay rolling
Get the attendance downloaded from the Bio Metric Scanner by the location
HR representatives, send it to HO, prepare the Salary Statement and send to
accounts for transfer.
Statutory Compliances
PF and ESI preparation of statement of PF and ESI, remit it on time.
Training
Identify the training needs in co-ordination with respective HODs,
Preparation of Training Calendar, and Conduct or arrange the trainings
and ensure the person is fit for the Role.
Performance Management Systems.
Each role has to be appraised /evaluated with their Functional KRAs and
soft skills which are already set in the organization. Depends upon the
score, the promotions and salary hike can be decided.
Implementation of Policies.
Ensure the Group is having a well-defined HR Procedures and Policies. All
employees should have the knowledge of all procedures by having issued
them an HR Manual.
Staff Welfare Activities
The organization is in the process of modifying the existing Staff Welfare
Measures by introducing new beneficial welfare measures to the employees
and their families.
51

HR Policies
It is the duty of HR Department to implement the policies and procedures, ensure
the abidance of the implemented policies and procedures by all employees without
violating any of such rules. Keeping this objective in mind, we published an
Employee Manual. It is just a hand book of Manjilass Rules.
Objective of Employee Manual
This Employee Manual is designed to acquaint you with Manjilas Group of
Companies and to provide you with information about our culture, working
conditions, employee compensation & benefits, and other policies affecting your
employment with us. It describes many of your responsibilities as an employee and
member of the Manjilas Family.
Custodian of the Policy
HR Department is the custodian of the HR Manual and all other Policies. The
Travelling Policy is kept with Administration Department.

Manpower Planning

Manpower planning is one of the important functions performed

by HR. As the number of workers required is not same throughout
52

the year and production activities are seasonal and on demand,

the manpower will be allocated according the work.
Production department will quantify the man-hours needed for a
work and calculate the feasibility and arrange the manpower.
These happens mainly in worker category ( non-permanent and
contract employees). Improper manpower planning can result in
higher cost and reducing the margin on the product. Hence HR
also play a vital role in profit making.
The whole activity is summarized as follows:

Unit Head should define the total number

Manpower of all categories depending up on the
yearly production plan, approve it and should
send it to HR Department

HR will have to validate the Manpower Power

requirement sent by the concerned HOD. If it is a
replacement, no further approval is required. For
53

addition, the approval is required.

ATTENDANCE AND PAY ROLLING

ATTENDA
NCE

Staff

Workers

At all locations, Attendance is

monitored by HR Executives of the
respective locations. Every month,
after the last working day punch
out report is taken from the E-Sign
and make it in excel. Once the
location HRs validate, will send to
HR HO. Along with the same, the
leave details are to be sent.

The preparation of attendance

report is the duty of concerned
Location HR Executives. The
procedure followed is the same to
take out the report from the Biometric scanner. The leave,
Overtime and all other adjustments
and validations will be done at the
respective location/units.

PAY ROLLING

Staff

Workers

54

Before starting the pay roll

preparation, the deduction list is to
be collected from Accounts
department on or before 25th of
every month.

The deduction list of outstanding

and other deductions if any will be
deducted at the concerned units
and wage register preparation is
done by Location HR person.

Once the deduction list is in place,

prepare the pay roll in excel with all
the calculation including the leaves,
LOPs, extra day, etc.. The pay roll
should be ready by 2nd of every
month.

Preparation of Salary statement with account numbers to be

submitted to Accounts Department on every 3rd morning and if
3rd is a holiday, the salary will be on the next working day.

Policy - As per our policy, the eligible new joined employees are
enrolled from the day one onwards. Detailed procedure on
PF and ESI is attached separately in the next)

The above flow chart represents the procedures followed for attendance and
payroll. It is a formal procedure followed by every organisation.
Manjilas uses electronic tracking for staff category and register for worker
category.
Salary is paid within 5th of every month.

55

EMPLOYEE PROVIDENT FUND (EPF)

Employee Provident Fund ( provident fund ) is a retirement benefit scheme that is

available to salaried employees.
Stipulated amount (currently 12%) is deducted from the employee's salary and
contributed towards the fund. The employer also contributes an equal amount to
the fund.
With recent changes UAN ( Universal Account Number) has replaced PF number
for traceability
Following chart shows how filing of EPF is done at Manjilas. If filed beyond the
deadline it fine will have to be paid.

.
Getting the forms filled by the new joinees will be
completed with the joining formalities

Once the Salary/Wage register is ready, a formulated

sheet will be created with calculation as per the rule.

The calculated PF register (name of the employee, PF

Account number, PF Salary/Wage, Employees PF
contribution will be uploaded In the E Return Tool
56

(Software of PF).

Once the calculations are over, ECR will be generated

and the same will be sent to Account for payment. The
deadline for remittance is every 15th for the previous
month.

EMPLOYEES STATE INSURANCE (ESI)

ESI fund, maintained by ESIC is applicable to employees earning Rs 15,000 or less

per month to provide the cash and medical benefits to them and their families. This
fund is a contributory fund in which both the employer and employee contribute
4.75% and 1.75% respectively to make it a total of 6.5%.
For ESI calculation, the salary comprises of all the monthly payable amounts such
as basic pay, dearness allowance, city compensatory allowance, HRA, incentive
allowance, attendance bonus, meal allowance and incentive bonus.
The salary however, does not include annual bonus, retrenchment compensation,
encashment of leave and gratuity.
Following chart gives details of filing ESI
Details required to enroll in the ESI will be collected at
the time of Joining of a new employee (only for eligible
employees)

57

These details are entered and the employee name is

inserted in the ESI Portal

Wage/Salary register is prepared and ESI is calculated in

the Wage/Salary register.

The calculated ESI Wage with attendance is entered in

the ESI excel sheet and will upload the same in the ESI
Portal.

For EFP, both the employee and the employer contributes equal amount, which is
12% of the salary of the employee. However, the employee contributions may
differ. Employees can contribute more than 12% of their salary voluntarily.
However, in such a case, the employer is not bound to match the extra contribution
of the employee.
For PF contribution, the salary comprises of components such as: basic wages, DA,
conveyance allowance and special allowance.
For the PF deduction, the maximum limit of salary of the employee is Rs 15,000/per month. This means that even if the employees salary is above Rs 15,000/- the
employer is liable to contribute only on Rs 15,000/-, that is Rs 1,800.
The Statutory compliance for PF contribution has some less known facts associated
with it. The PF is divided into EPF and EPS (Employee pension Scheme)
58

contributions. The employees contribution goes straight to EPF whereas from

employers contribution, the 8.33% goes to EPS subject to Rs 1,250 a month and
the rest goes to EPF. The payroll providers takes care about your ESI and PF
deductions automatically.
RECRUITMENT AND SELECTION IN MANJILAS GROUP
Process of Recruitment at Manjilas Group of Companies.
Every organization has the option of choosing the candidates for its recruitment
own processes. In Manjilas, the recruitment is a process consisting of various
activities, through which search of prospective personnel- both in quantity and
quality as indicated by human resource planning and job description and job
specification is made.
This process includes recruitment planning, identification of recruitment planning,
identification of recruitment sources, contacting those sources and receiving
application from prospective employees.
Recruitment process involves a systematic procedure from sourcing the candidates
to arranging and conducting the interviews and requires many resources and time.
A general recruitment process is as follows:

Interviews will have to be conducted by the HR

Representative along with the HOD or Interview
Committee Member having subject knowledge.

59

Once the interview process is over, select the suitable

candidate by taking feedback from the Interviewers.

Take an employee verification (reference check) with the

previous employer of the candidate.

If the reference check is positive, send offer letter to the

selected candidate.

Before he/she joins, collect the necessary documents

required for joining formalities

Make joining by giving a brief Induction. Once Induction

is over, issue them an appointment letter along with
Duties and Responsibilities and Employee Manual. Get
an acknowledged copy of appointment letter. Get them
mail ID and SIM Card (As per the category of the new
joinee)

Introduce the person to all concerned by sending an

introductory mail.

Co-ordinate with Admin for the facilities to be provided.

60

Also make arrangements to provide ID/Visiting Cards.

Sources of Recruitment in
Manjilas Group

Internal
Internal
Sources
Sources

Transfer

External
External
Sources
Sources

Advertisement

Employee referral

External references

Previous Applicant

Job Portals

Re-designation
Promotion

Campus placements
Walk In
Placement Agencies

TRAINING AND DEVELOPMENT

The main objective of the Training is to develop the Functional Skill of each
employee and make them perfect fit in the Role he is playing to the development of
organizational goals.

61

The trainings can be internal or external. A Training Committee is formed which

includes the existing employees having expertise in various subjects.
Procedure
Training need identification:
Identify the training needs in co-ordination with the concerned HODs. Focus to
be given on the improvement of Functional Duties and Responsibilities. It is the
duty of the HOD to point out the weakness of an employee working under him.
Preparation of Training Calendar:
As per the identified training needs, a training calendar is to be prepared. Some of
the subjects of Soft Skill and Functional Skills can be taken by the identified
trainers from the internal training committee.

Training Schedule:
As per the Calendar, the first option should be that if the particular subjects can
be taken by our internal trainer, will schedule the training as per the convenience
of the trainer. Otherwise, will go for an external trainer.

62

Conducting the Training :

The trainings can be conducted internally or externally. Certain trainings are
conducted at Unit Level. For Marketing team, an yearly training is scheduled
along with the Annual Sales Meet. Considering the space constrain, we conduct
such Annual Trainings outside every year.
Internal trainers will take classes as per the requirement at Head Office and units.
Both cases the availability of trainer as well as trainees to be confirmed well in
advance before finalizing the time of training.
Training Feed Back and Development :
HR will have to get a training feedback format duly filled in by the attendees.
Also there should be a proper monitoring after training in co-ordination with HOD
and ensure the training is successful and as a result the development is in
existence.

Performance Appraisal system:

Objective:

63

To evaluate the performance of the employees based on the competencies required

in the specified role with a reliable, valid objective assessment and thereby reward
the employee meeting the individual and organizational objectives in a culture of
transparency.
Every year HR would facilitate the performance review of all employees along
with

their

reporting

Managers.

The

performance

management

process

implementing and monitoring shall be the responsibility of the Human Resource

Department. The implementation of the process shall be the responsibility of every
employee and their Reporting Managers.
Scope:
The PMS should provide inputs for the following decisions:

Reward and recognition

Probation confirmation review

Promotion

Annual Salary Increment

Training need identification

Career Progression

64

Retention

Punishment, disciplinary action and termination

Process
Step 1 :
Appraisal sheets are prepared on the basis of Measurable Metrics which was
already set in line with the Functional KRAs. While setting the metrics, the
following points should be taken into consideration:

Specific

Precise, well defined, clear and understandable to

every one
Measurable The individual should be well aware of the tasks,

evidence needs to be clarified if needed, it can be judged.

Achievable It is to be confirmed the availability of resources to

achieve the set target/goal.

Relevant Whether the set objectives are relevant to perform the

current role
Time bound - Time limit/deadline oriented, feasibility of time limit
to achieve.

Step 2 :
Schedule the Appraisal date and time in co-ordination with the Reporting
Managers/Superiors.
65

Rating The performance will be evaluated against the parameters in a 1 to 5 rating scale of
the KRA defined for the position. The details are as follows:

5 point scale Excellent.

Performance is exceptional. Consistently demonstrates excellent standards
in all job requirements

4 point Scale - Very Good

Performance is consistent and exceeds expectations in all situations

3 point scale - Good

Performance is consistent. Clearly meets essential requirements of the job

2 point scale Average

Meets requirements of the job but needs improvements

1 point scale Poor

Doesnt meet minimum requirement expected for the position.

Step 3:

66

During the appraisal process, the self review is to be done by the Appraise
(employee).

Through this, we provides an opportunity to the employee to

introspect and check his/her performance against the tasks and targets assigned to
him/her.
Step 4 :
The Appraiser (Reporting Manager) needs to evaluate the process and to
communicate the appraise on his/her performance, strength and weakness, and the
area where the improvement required.
Step 5: Closing the process by the Reviewer (HR Representative) by noting down
the comments.
Once the appraisal process is over, the HR Department will conclude it by a gentle
validation with their remarks on the next action to be carried out. (It can be an
increment, promotion, transfer, giving proper training, warning letter, disciplinary
action including a termination.

67

KEY FEATURES OF THE ORGANISATION

Key Result Areas:

A key result area (KRA) is a strategic factor either internal to the organization or
external, where strong positive results must be realized for the organization to
achieve its strategic goal(s), and therefore, move toward realizing the

68

organizations longer term vision of success. Key result areas are sometimes
referred to critical success factors or key drivers of success.
An organisation set KRAs with the organizational goal in mind, this may be for a
period of 12 months. When all the employees adhere to the KRAs the company
will achieve its target.

KRAs may be inter department dependent for example functioning of QC depends

upon how well Production adhere to the Quality standards.
KRAs for any organisation is not publicized so that makes it difficult to acquire the
exact datas.

But for an example KRA of a typical Purchasing department may look like this:
Objective

KPI / KRA

Measurability

Weighta
ge

69

Sourcing
Effectiveness

Vendor Base Expansion

for Raw Material, Semi
Finished Goods

60 New Better
Sources

20%

Buying Plan

Season based strategic

buying to ensure
profitability.

Seasonal buying
track with
profitability for
company.

15%

Availability

Volume Improvement
for Raw Material, Semi
Finished Goods

130% over previous

year

25%

Working
Capital
Management

Credit Days
Improvement

No vendors below
30 days

10%

Profitability

Net Weight Buying

No vendors on
Gross Weight
Buying

10%

Sourcing
Effectiveness

Vendor Rating and

Developing Top Vendors

Tracking tool and

buy % from top
vendors

10%

Soft Skills

Communication Skill
Improvement and Usage
of E-Tools

Effective use for

business
communication and
speed in execution

10%

Another example KRA of Production department:

Objective

KPI / KRA

Measurability

Weighta
ge

70

Daily Production
Planning

Monitoring Expenses

Monitoring Inventory

Achieve

Communication with
Warehouse staff

Employee feedback

Communication with
internal and external
customers

Communication with
other Units

Organised and
efficient Production
Planning to avoid
short fall of
minimum stock and
ready to provide
daily market
requirements.
Effective
monitoring of
expenses so as to
control Unit
expenses within the
limits.
Direct monitoring of
Goods so as to
ensure secure and
safe custody.
Meetings are
conducted at
starting of shifts.
All points related to
warehouse
activities are
included so that all
staff will be aware
of everything.
Providing effective
feedback to staffs if
found not abide
with the company
policies and
regulations.
Effective
Communication
with both Internal
and External
Customers so as to
maintain Customer
Satisfaction.
Maintaining good
communication with
other units
resulting an
effective coordination of
activities.

20%

15%

25%

10%

10%

10%

10%

71

Rest of the department KRAs can be defined follows

KRA of HR department

Recruitment/ Selection
Workforce Planning
Diversity Management
Performance Management
Reward Management
Workplace Management
Industrial Relations
Safety And Health Workplace
Building Capabilities And Organization Learning

KRA of Finance and Accounting Department

Credit referencing
Management information
Capital expenditure
Security
Financial analysis
Cost control
Internal audit
Regulatory reporting
72

 Credit control
Financial records

KRA of Sales Department

New business acquisition

Territory management
Customer care
Lead generation
Lead follow up (internal and external)
Account management
Customer retention
Interpersonal skills
Negotiating skills
Product knowledge
Sales forecasting

The importance and weightage of these elements KRA/KPA/ KPI are guided by
the:

Vision Statement
Mission Statement
Corporate Objectives
Corporate Strategy
Corporate Business Units/ Departmental Plans/Strategy For The Budget
Period, Which Is Usually 12 Months.

73

SWOT ANALYSIS:

74

Significant Factors for Success:

75

Every step of the company was aligned to the vision seeded by the founder
of the company Mr. MO John and this has been a significant factor that

determined the success of the company.

Double Horse succeeded in providing good quality diverse products to
every individual and ceased to compromise on the quality of its products.
The company set themselves apart in being innovative at every stage. They
were the pioneers in introducing unique packaging, product quality,
technological impediments, marketing techniques, machineries etc.
The company made the right move at the right time by expanding to the
market oversees. A large number of malayalees shift to gulf countries for
work and it was a strategically woven effort by the company to tap this
market opportunity.
The company has been serving the market for more than 50 years and is
well accepted by the target market
They have also succeeded in updating their product line and product quality
as to suit the needs of the changing consumer behaviour and market
environment

Future plans for the growth

As of now, the primary target group of the firm is Malayalees all over the world.
However, they aim for a national level market in the future by diversifying the

76

product line of food product categories of respective regions. Besides this, the
company is also planning to introduce snacks and a frozen foods category.

The company also aims to imbibe Retort an advanced production process/

technology in order to increase the longevity for ready to eat products. This
expanded technology is to be introduced aiming larger market share and wider
reach.
The changing consumer behavior in the fast paced life has also led to emergence of
new market, Online. An internet presence has become important part for a growing
food industry; hence DOUBLE horse brand may well be available in online site in
coming years.

Further Recommendations to the Company

Comparatively low degree of promotional policies

77

The distribution of Double Horse Products is done only through middlemen

distributors and not to direct retailers.
Though certain incentives are given to the distributors to push the shelf space and
space allocations, the company have not introduced sales promotional offers until
now. I believe, introducing sales promotional offers (seasonal/ non seasonal) can
induce bulk buying and impulse buying of products.

Performance appraisal programs can be improved:

Better performance appraisals will act as a motivator to the employees thus
increasing productivity to a large share

Weak training methods

Training measures could be strengthened and proper training has to be given to all
recruits. Training areas should cover functional responsibilities, effective
communication, social media management, grooming and personal development.

Weak online presence

78

Marketing through online plays a good role in spreading the brand name over a
large crowd in short time. Online reputation management and social media
monitoring are other areas that the company should focus upon.
The social media presence (Face book, twitter etc.) of Double Horse is poor and
non-interactive and their corporate and promotional ads have very low hits in sites
like YouTube.

BIBLIOGRAPHY

79

BOOKS:
1.Previous years project works done by various students in
the organisation.
2.Dr. Gupta C. B Human Resource Management, published
by Sulthan Chan and Sons, New Delhi

WEBSITES
www.manjilas.com
www.google.com
www.researchpapers.com
www.wikipedia.com

80