1

PROJECT ON
TRAINING AND DEVOLOPEMENT IN VIDEOCON
LEARNERS NAME
JYOTI ARVIND SINGH
REG. NO. 201411454
SYMBIOSIS CENTRE FOR DISTANCE LEARNING
YEAR : JULY 2014 JUNE 2018

DECLARATION
This is to declare that I have carried out this project work myself in part fulfilment of the project
on Training and Development in Videocon program of SCDL. The work is original, has not
been copied from anywhere else and has not been submitted to any other University/Institute for
an award of any degree / diploma.

Date:

Signature:

Place:

Name:

CHAPTER NO. 1
INTRODUCTION

OF

STRATEGY

FOR

TRAINING

AND

DEVOLOPEMENT

"Employee Development" was seen as too evocative of the master-slave relationship between
employer and employee for those who refer to their employees as "partners" or "associates" to be
comfortable with. "Human Resource Development" was rejected by academics, who objected to
the idea that people were "resources" an idea that they felt to be demeaning to the individual.
Eventually, the CIPD settled upon "Learning and Development", although that was itself not free
from problems, "learning" being an over general and ambiguous name. Moreover, the field is
still widely known by the other names.
Training and development (T&D) encompasses three main activities: training, education, and
development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development,

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note that these ideas are often considered to be synonymous. However, to practitioners, they
encompass three separate, although interrelated, activities:

Training: This activity is both focused upon, and evaluated against, the job that an
individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in
the future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization employing
the individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate.

The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching, resources, and
performance. The participants are those who actually undergo the processes. The facilitators are
Human Resource Management staff. And the providers are specialists in the field. Each of these
groups has its own agenda and motivations, which sometimes conflict with the agendas and
motivations of the others.
The conflicts are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict with their
bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John
Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss
look stupid." Training an employee to get along well with authority and with people who
entertain diverse points of view is one of the best guarantees of long-term success. Talent,
knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or
customer.

TALENT DEVELOPMENT

Talent development, part of human resource development, is the process of changing an

organization, its employees, its stakeholders, and groups of people within it, using planned and
unplanned learning, in order to achieve and maintain a competitive advantage for the
organization. Roth well notes that the name may well be a term in search of a meaning, like so
much in management, and suggests that it be thought of as selective attention paid to the top 10%
of employees, either by potential or performance.
While talent development is reserved for the top management it is becoming increasingly clear
that career development is necessary for the retention of any employee, no matter what their
level in the company. Research has shown that some type of career path is necessary for job
satisfaction and hence job retention. Perhaps organizations need to include this area in their
overview of employee satisfaction.

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The term talent development is becoming increasingly popular in several organizations, as
companies are now moving from the traditional term training and development. Talent
development encompasses a variety of components such as training, career development, career
management, and organizational development, and training and development. It is expected that
during the 21st century more companies will begin to use more integrated terms such as talent
development.
Washington Group International, in their paper "The Nuclear Renaissance, A Life Cycle
Perspective" defined two logical laws of talent development:

First law of talent development: "The beginnings of any technology-rich business are all
characterized by a shortage of large numbers of technically trained people needed to
support ultimate growth"

Second law of talent development: "The resources will come when the business becomes
attractive to the best-and brightest who adapt skills to become part of an exciting
opportunity"

Talent development refers to an organization's ability to align strategic training and career
opportunities for employees.
The efficiency of any organization depends directly on the effective persons performance in
their current jobs. To perform effectively, development of personnel is essential even under the
best suitable conditions; some sort of training is required. Development of personnel helps the
organization in long-range effectiveness. Todays organizations need to have for their survival
existence in the competitive world and effectiveness and which are increasingly making the
training and development of their members of crucial and Strategic adaptability, and they are
quality and continuous improvement, flexibility and completely next task boundaries and hence
works relationships, and ways of working and thinking about work. Todays manager skill does
not pertain to a specific job, his skills should present day manager is Global manger such
development takes place through organized Planning, specifically designed to help individual
develop their capabilities, which is known as training and people to perform the activities that
have well-trained and experienced people to potential job occupant can meet this requirement

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training is not important. But when this is not the case, it is necessary to rise the skill levels and
increases the versatility and adaptability of employees. Inadequate job performance or a decline
in productivity or changes resulting nut of job redesign or a technological breakthrough require
some type of training and development efforts. As the job becomes more complex the importance
of employee development also increases. In a rapid changing society, employee training and
development is not only an activity that is desirable, but also an activity that an organization
must commit resources to if it is to maintain a variable knowledge of force. Industrial growth
cannot take place without trained manpower. The technological advancement is taking place at
such a rapid speed that the knowledge, the need for systematic training is now felt in almost all
organizations. Having selected the most suitable for various jobs in the organizations through the
application of scientific techniques, the next function of personnel management is to arrange for
their training. All types of jobs in the organization usually require some type of training for their
efficient performance. Employees talents are not fully productive without a systematic training
programme. Moreover, big organizations hire large number of young people every year who do
not know how to perform jobs assigned to them in work organizations and they need to be
trained by their employers. Even those who have learn technical or professional concepts while
at some college or institute must receive some initial training in the form of orientation training
regarding the policies, practices and ways of their employing organizations. The need for the
systematic training has increased because of rapid technological changes, which create new jobs
and eliminate old ones. New jobs required some sort of special skills, which may be developed in
existing work force only by giving them necessary training. If, no formal training programme
exists in the organization the employee tries to train himself by trial or by observing the others.
But in fact the absence of a systematic training programme will result in higher training costs.
The employee will take a much longer training time in learning the skills. He may not able to
learn the best operating methods.

CHAPTER NO. 2
OBJECTIVES OF TRAINING AND DEVELOPMENT
The broad objective of the study of training and development in VIDEOCON INDUSTRIES
LIMITED is to study the impact of training on the overall skill development of employees. The
specific objectives of the study are:
1. To examine the effectiveness of training in overall development of skills of workforce.
2. To examine the impact of training on the workers.
3. To study the changes in behavioral pattern due to training.
4. To measure the differential change in output due to training
5. To compare the cost effectiveness in implanting training programmes
6. Training objectivities is to improve the workers performance on the current job and also
prepare them for an intend job
7. Training helps to provide mastery in new methods and machines.
8. Training objectives is to improve the defective ways of doing work and to teach current
methods and behavior patterns.
9. The objectives of development are to improve their performance in job and also improve
personality and skills.

SCOPE OF THE STUDY

In this project I have tried to present details about the training and development
programs being presently followed in VIDEOCON INDUSTRIES LIMITED and the
feedback, I collected from different employees during my interaction with them.
The scope of training and development can be explained with the help of following
points

Exact position of performance of employees through their feedback

Development of the employees through various training and development

programs.

Developing altered of unbiased treatment to all employees

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CHAPTER NO. 3
LIMITATIONS OF THE STUDY
1. The findings of the study are subjected to bias and prejudice of the respondents.
2. Area of the study is confined to the employees in VIDEOCON INDUSTRIES
LIMITED, MUMBAI BRANCH only.

3. Time factor can be considered as a main limitation.

4. The findings of the study are solely based on the information provided by the
respondents.
5. The accuracy of findings is limited by the accuracy of statistical tools used for
analysis.
6. Findings of the research may change due to area, age condition of economy etc.

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CHAPATER NO. 4
THEORETICAL PERSPECTIVE
CONCEPT OF TRAINING:
A planned process to modify attitude, knowledge or skill behavior through learning, experience
to achieve performance in an activity or range of activities. Its purpose, in the work situation, is
to develop the abilities of the Individual and to satisfy the current and future needs of the
organization
TRAINING OBJECTIVES
1. Objective of training is to prepare employees for the job meant for them.
2. While on first appointment or on promotion and impair them the required skill and
knowledge.
3. Assist the employees to function more effectively in their present positions by
exposing them to the least concepts, information, techniques and develop the skills
and that would be required.
4. The objective is to build a second line of competent officers and prepare them to
more responsible positions.
NEED FOR BASIC PURPOSE OF TRAINING:

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A program of training becomes essential for the purpose of meeting the specific problems of
particular organization arising out of the introduction of new limes of production, changes in
design, the demands of competition and economy. The quality of material processed individual
adjustments, promotions, carrier developments job and personnel changes and changes in
volume of business. Collectively these purposes of organizational training programmers to
enhance overall effectiveness. The need for the training of employees would be clear from the set
objectives.
Observation made by the different authorities:
1. To increase the productivity
2. To help the company to fulfill its future personnel needs,
3. To improve organization climate
4. To improve the health and safety
5. Personal growth and heightened morale
6. Reduced supervision
7. Increased organizational stability and flexibility
PRINICIPLES OF EFFECTIVE TRAINING:
A successful training programmer should be based on the following principles:
1. The objective and scope of a training plan should be defined before its developed is
begun in order to provide a basis for common agreement and cooperative action.
2. The technique and process of training programmer should be related directly to the
needs and objective or an organization.
3. To be effective, the training must use tested principles of learning.

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4. Training should be conducted in the actual job environment to the maximum
possible extended.

STEPS IN TRAINING PROGRAMMES

Training programmes are a costly affair, and time consuming process. Therefore, management
needs to draft very carefully. Usually in the organization training programmers the following
steps are considered necessary.
1. Discovering or identifying the training needs.
2. Getting ready for learner.
3. Preparation of learner.
4. Presentation of operation and knowledge.
5. Follow up and evaluation of the programme
TRAINING POLICY:
Every company or organization should have well-established training policy. Such a policy
represents the top managements commitment to the training of its employees, and comprises
rules and procedures governing the standard of scope of training. A training policy is considered
necessary for the following reasons:
a. Companys intention to develop its personnel, to provide guidance in the training and
implementation of programmes and to provide information concerning then to all
concerned.
b. To discover critical areas where training is to be given on a priority basis.
c. To provide suitable opportunities to the employee for his/her own betterment.

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TRAINING METHODS
Employee training methods are multi faceted in scope and dimension, and each is suitable for
particular situation. The best technique for one situation may not be best for different groups or
tasks. Care must be used in adapting the technique or method to the learner and the job. An
effective training technique generally fulfills these objectives; provide motivation to the trainee
to improve job performance, development a willingness to change, provide for the trainees
active participation in the learning process, provide knowledge of results about attempts to
improve and permit practice while appropriate. A careful use of training methods can be a very
cost effective investment in the sense of using the appropriate method for the needs of a person
or group. Generally, methods can be divided in on-the-job training.
On-the-job training (OJT):
OJT emphasize on learning while an individual is actually engaged in work. This method can be
suitable for all types of employees. Thus people can learn by working on the jobs. There can
several ways in which OJT can be offered.
1. On Specific Job:
On Specific Job method is the most common form of training for all individuals. A person can
learn when he is put on a specific job. He can develop skills for doing the job in better way over
the period of time. However, coaching or working as understudy. Coaching involves direct
personal instructions and guidance usually with demonstration and continuous critical evaluation
and correction. Under the understudy method, the trainee works under the direction the

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supervision of a person, normally as assistant. He can learn the jobs very quickly under the
guidance of his trainer.

2. Position rotation:
In position rotation method, a person is given jobs in various departments of the organization the
major objective of job rotation is to broaden background of the trainee. He learn the working of
various sections and department of the organization, which helps in developing an integrated
view of the organizational functioning.
3. Special Projects, Task Forces etc.:
Assignment of people on special projects, task forces, committees etc, works like position
rotation. Besides learning the jobs performed in these assignments, he also learns how to work
with different type of persons.
4. Apprenticeship:
Apprenticeship is like understudy in which the trainee is put under the supervision of person who
may be quite experienced in his field. Apprenticeship training has been quite popular in medieval
times when those intended to learn some craft or profession to work under some experts. In
todays context many organizations also take apprenticeship to fill their requirement of skilled
personnel.
5. Vestibule school:
The concept of vestibule school is that people will learn and develop skills while working in the
situation Similar to that they are part on actual jobs. Many organization established training
centre to train people for skilled work particularly production department, when the job
requirement is such that people cannot be observed directly they are all in such training centre.
Here they learn while work however, learn as against the actual production is the basic objective.
When they learn the job handling, they are absorbed by the organization in actual operation.

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Off-the-job training method:

1. Lectures(class room instruction):
Lectures are regarded as one of the most simple ways of imparting knowledge to the trainees,
especially when facts, concepts, or principles, attitudes, theories and problem-solving abilities to
be taught. Lectures are formal organized talks by the training specialists, the formal superior or
other individual specific topics. The Lecture method can be used for very large groups which are
to be trained within a short time. Thus reducing the cost per trainee. It can be organized
rigorously so that ideas and principles relate properly. Lectures are essential when it is a question
of imparting technical or special information of complex nature. They are usually enlivened with
discussions, film show, case studies, role playing and demonstrations. Audio-visual aids enhance
their value, the lecture method is not dead as some would believe. In the hands of table
lecturers, and for certain kinds of purposes and participants, it may turn out to be interesting and
effective than any other methods, in training, the most important uses of lectures include:
1. Reducing anxiety about upcoming programmes organizational changes by explaining
their purposes.
2. Introducing a subject and presenting an overview of its scope.
3. Presenting the basic material that will provide a common background for subsequent
activities.
4. Illustrating the application of rules, principles, reviewing, clarifying summarizing.
The main advantage of the lecture system is that it is simple and efficient and through it more
material can be presented within a given time than by any other method.
However the lecture system suffers from some limitations:

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1. The lectures are passive intend of active participants. The lecture method violates the
principle of learning by doing. It is a one way communication. There is no feedback
from the audience.
2. A clear and vigorous verbal presentation requires a great deal of preparation for which
management personnel often lack the time. Moreover, it is calls for substantial
speaking skill.
3. The attention span of even a well-motivated and adequately informed listener is only
from 15 minutes to 20 minutes so that in the course of an hour, the attention of
listeners drifts.
4. It is difficult to stimulate discussion following a lecture, particularly if the listener is
uninformed or instruct by the lecturer.
5. The untrained lecturer either samples or packs far too much information in the lecture,
which often becomes unpalatable to the listened.
6. The presentation of material should be geared to a common level of knowledge.
7. It tends to emphasise the accumulation and memorization of facts and figures and does
not lay stress on the application of knowledge.
8. Though a skilful lecture can adapt his material to the specific group, he finds it
difficult to adjust it for individual difference within a group. According to the
conclusions reached at the conference on management education and training held
from 22to 24, 1964 at Pune, the essential pre-requisites for a successful lecture method
are

Group interest must be motivated and adapted to its needs.

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A lecture should be well-planned as to purpose; the main ideas and organizations

should have clear and the development interesting.

It should presented by an enthusiastic and animated speaker who has his

learners needs and interest in mind at all time;

It should not less than 30 minutes and not than an hour a lecture should be made
interesting and enlist the active participation of the learners with the aid gain of
guided discussion, the lecturer should pose leading questions, instead of giving
out knowledge and information, to which the listeners should provide answers.

2. The conference Method:

Under this method, a conference is held in accordance with an organized plan. Mutual problems
are discussed and participant pool their ideas and experience in attempting to arrive at better
methods of dealing with this problems. The members of the group come to teach each other and
to learn together. Conferences may include Buzz sessions which divide conferences in small
groups of four or five for intensive discussions. These small groups report back to the whole
group with their conclusions are questions. This methods is ideally suited for analyzing problems
and issues, and examination them from different viewpoints, It helps in developing conceptual
knowledge, reducing dogmatism and modifying attitudes.
3. Seminar or Team discussions:
The group learns through discussion of a paper on a selected subject. The paper is written by one
or more trainees. Discussion may be on a same statement made by the person in charge of the
seminar or on a document prepared by an expert. The material to be analyzed is distributed in
advanced in the form of required reading.
4. Case Discussion:

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Under this method, a real business problem or situation demanding solution, is presented to the
group and members are trained to identify the problems presented, they must suggest various
alternatives for tackling them, analyze each one of test, find out their comparative suitability, and
decide for themselves the best solution. The trainer only guides the discussion and in the process
ensures that no relevant aspect is left or discussion, and adequate time is spent on each aspect.
This method promotes analytical thinking and problem-solving ability. It encourages openmindedness, patient listening respecting others views and integrating the knowledge obtained
from different basic disciplines, incidentally, it enables trainees to become increasingly aware of
obscurities, contradictions and uncertainties encountered in a business. This method is
extensively used in professional school of law and engagement, and in supervisory and executive
training programmer in industry.
5. Role-playing:
This method is also role-reversal socio-drama or psycho-drama. Here trainees act out a
given role as they would in a stage play. Two or more trainees are assigned roles in a given
situation, which is explained to the group, these are no written lines to be said and, naturally, no
rehearsals. The role players have to quickly respond to the situation that is ever changing and to
react to it as they would in the real one. It is a method of human interaction, which involves
realistic behavior in an imaginary or hypothetical situation. Role playing primarily involves
employee- employer relationships, hiring, firing, discussing a grievance problem, conducting a
post appraisal interview, disciplining a subordinate, or a salesman making presentation to a
customer.
6. Programmed instruction:
This involves two essential elements: a) step by step series of bits of knowledge, each building
upon what has gone before, and b) a mechanism for presenting the series and checking on the
trainees knowledge questions are asked improper sequenced and indication given promptly
whether the answers are correct. This may be carried out with a book, a manual or a teaching
machine; it is primarily used for teaching factual knowledge such as mathematics, physics.

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Evaluation and monitoring of training:

Objective of training evaluation is to determine the ability of the participant in the Training
programmed to perform jobs for which they were trained, the specific nature of training
efficiencies whether the trainees required any additional on the job training, and the extent of
training not needed for the participants to meet job requirements. There are various approaches to
training evaluation. To get a balid measure of training effectiveness, the personnel manager
should accurately assess trainees job performance two to four on the after completion of
training. Writers have suggested that four basic categories of outcomes can be measured.
1. Reaction. Worth evaluated the trainees reaction to the programmer. Did he like the
programme? Did he think while?
2. Learning. Did the trainee learn the principles, and fact that the supervisor or the trainer
wanted them to learn?
3. Behavior. Whether the trainees behavior on the job changes because of the Training
Programme?
4. Results. What final results have been achieved? Did he learn how to

work on

machine? Did scrap page costs decrease? Was turnover reduced? are production quotas
now being?
Responsibility for Training
That training is quite a stupendous task, which cannot be done by one single department; you are
right in your thinking. In fact, total responsibility for training has to be shared among:

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1. The top management who should frame on authorize the basic training policies, review
and approve and board outlines of training plans and programmes and approve training
budgets.
2. His personnel department, which should plan, establish and evaluate instructional
programmes.
3. He supervisor who should implement and supply the various development plans.
4. Employees who should provide feedback, revision and suggestions for improvement in the
programme.

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PART-B
MANAGEMENT DEVELOPMENT- CONCEPTS:
Formal management development processes are been designed to widen the range of experience,
to give specific training in particular skills and to give specific training in particular skills and to
provide knowledge of the context in which the manager operates. The paradox in the managers
continue to think learning and development as being essentially and primarily about the work
experience they have had whereas personnel and management development advisers think about
management development in terms of planned processes of job rotation, succession planning and
courses.
DISTINCTION BETWEEN TRANING AND DEVELOPMENT:
Training is a short-term process utilizing a systematic and organized procedure by which nonmanagerial personnel learn technical knowledge and mechanical operation, skills for definite
purpose. While development is a long-term educational process training a systematic and
organized procedure by which managerial personnel learn conceptual and theoretical knowledge
for general purpose.

MANAGEMENT DEVELOPMENT- DEFINITIONS:

Management development is a systematic process of training and growth by which
managerial personnel Gain and supply skills, knowledge, attitudes and insights to manage
the work in their organization effectively and efficiently.

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A conscious and systematic process to control the development of managerial resources in

the organization for the achievement of goals and strategies.
(Molender, 1986)
An attempt to improve managerial effectiveness through a planned and deliberate
learning process
(Mum ford, 1987)
The function, which form deep understanding of business goals and organizations requirements
undertaken,
a. To forecast need, skill mixes and profiles for many positions and levels:
b. To design and recommend the professional, carrier and personal Development
programmers necessary ensure competence;
c. To move from the concept of management to the concept of managing;
NEED FOR MANAGEMENT DEVELOPMENT:
A business organization has to develop the of all those who are in management positions or who
are fresh from management institutions and have the potential this development is necessary for
the following reasons

Society is facing a rapid of technological and social change, Management personnel to be

developed, as they

Have to tackle problems arising out of introduction of automation, intense market

competition, growth of markets enlarged labour participation in management and greater
interest being taken by public and the government in various activities of business

Business and industrial leaders are increasingly recognizing their social and public
responsibilities, which call for a much broader outlook on the part of management.

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Managers are to be developed to exploit future opportunities and potential, and for

handling problems arising out of increasing size and complexity of the organization.
Management labour relations are becoming increasingly complex (to retain and to motive
employees).

To understand and adjust to changes in socio-economic forces, including changes in

public policy and concepts of social justice, industrial democracy, problems of ecology
(some and pollution), ekistics (the problem of human settlements) ergonomics (the
problem of working environment).

Management Development Concepts:

A sound programmer of management development has to be based on the development of
concepts evolved in the past, the more important of the given below:

Management development is not a one shot affaire but continues throughout an

executives whole professional career.

There always exists some gap between actual performance and capacity, with prove ides
considerable opportunity for improvement.

Increased understanding of others their behavior and attitude, and of oneself indefinitely
aid in managing, and contributing to personnel department.

Development requires clear-cut objectives and goals which are to be achieved or attained,
and the ways and methods of achieving these.

Development seldom takes place in a completely peaceful and relaxed atmosphere

growth involves stress and strain.

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Participation is essential for growth. Spoon-feeding seldom brings significant or lasting

improvement.
Feedback from a superior to a subordinate and from a group to and individual is
necessary for the recognition of short comings and for keeping oneself in touch with the
progress that has been achieved.

An important responsibility of the personnel department is that of development.

Objectives of Management Development:

Any programme of management development must aim at achieving the following objectives:

To assure the organization of availability of requirement numbers of managers with the

required skills on meet the present and anticipated future needs of the business.

To encourage management to grow as persons and their capacity to handle greater

responsibility.

To improve the performance of managers at all levels in the jobs they hold now.

To sustain good performance of managers throughout their careers.

Management Development must relate to all managers in the organization. It must lead to growth
and self-development of the organization. Its focus should be on future requirements rather than
those of today. Management development must be dynamic and qualitative, rather than static
replacement based on mechanical rotation. A Das Gupta has given the objectives of the
development of managerial personnel for various levels of management. These are given below:
A. Top Management:
1. To improve thought processes and analytical in order to uncover and examine problems
and take decisions in the interests of the country and organization.

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2. To broaden the outlook of the executive in regard to his role, position and responsibilities
in the organization and outside:
3. To think through problems this may confront the organization now or in the future
4. To understand economic technical and institutional forces in order to solve business
problems:
5. To acquire knowledge about the problems of human relation.
B. Middle line Management:
1. To establish a clear picture of executive function and responsibilities.
2. To bring about an awareness of the board aspects of management problems, and an
acquaintance with and appreciation of, inter-departmental relation:
3. To develop the ability to analyze problems and to take appropriate action;
4. To develop familiarity with in the managerial uses of financial accounting, psychology,
business law and business statistics;
5. To inculcate knowledge of human motivation and human relationships; and
6. To develop responsible leadership;
STRUCTURES AND SYSTEM:
Implementing management development successfully is dependent Upon an effective
management development infrastructure that:

Identities and allocates responsibility

Provides and disseminates information efficiently

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Provides administrative support

Increases awareness and viability

The Diversity of the Management:

Management development has to be linked to the reality of managerial work. When
organizational development programmer, it is important to cater for the diversity of management
skills, attitudes and experience that resides within the organization. One example is given by the
Odiorne (1984) who advocates a portfolio approach where a mix of objectives and techniques
are arranged to match the profile of the management team in the organization.
A PORTFOLIO APPROACH TO DEVELOPMENT:
Stars: high performing, high potential managers
Aim:

Create challenge

Provide incentives and rewards

Allocate adequate resources and effort

Workhorses: high performing, limited managers

Aim:

Emphasize value and worth of experience

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Motive and reassures

Utilize experience on assignments, projects, coaching

Problem employees: high potential, underperforming

Aim:

Identify weakness

Channel resources to address weaknesses

Regular performance monitoring and feedback

Deadwood: low performing, low potential managers

Aim:

Identify weakness, resolvable?

If not, consider release, early retirement, demotion

(Source: H.R.M, Ian Beard well Len Holden)

The diverse nature of management means that certain questions need to be answered before
development commences:

Who is to be developed?

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1. It is order manager seeking new challenges or younger high fliers on a fast rack
development programme?
2. It is senior manager seeking to enhance their strategic skills, middle managers seeking
update and broaden existing skills or junior level managers looking to acquire additional
managerial skills?
3. Is it technical specialists seeking to expand their cross-functional capabilities or
supervisors receiving training for the first time?

What is being developed?

1. Does the programme seek to develop new attitudes and values as in the case the case of a
recently privatized public utility or a private sector company that has just undergone a
take-over?
2. Does the programme aim to develop technical, financial, business or interpersonal skills
what are the priorities?
3. Does the programme seek to change existing managerial behaviors and style to reflect
and internal organizational restructuring, i.e. the introduction of new technology?

Where will the development take place?

Should development be on-the-job in the office, factory or sales territory, or off-the-job in a

residential hall, academic institution or individuals home, or a combination or both?

What are the most appropriate techniques to achieve the best for between
individual and organizational requirements?

What are the most cost-effective/appropriate techniques available?

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How much scope is there to accommodate individual learning needs and preferences?
How is conflict resolving between individual and organizational needs?

How much choice is delegated to the individual over the choice of development
techniques?

Once these questions have been considered, the organization is in position to construct
framework development techniques that best fits its needs.
Achieving success in management development:
Charles Margerison offers indicating the ways of achieving success in Management
Development. He does not present them as a model, but it is convenient and appropriate to
consider them.
Success can be facilitated by:

Selecting high-achieving managers

Enthusiastic managerial support

Involving key people diagnosing management development needs

Designing active work-related activities

Presenting hard for outputs

Providing early leadership experience

31

Letting each person appraise himself

MODELS OF TRAINING
Training is a sub-system of the organization because the departments such as, marketing & sales,
HR, production, finance, etc depends on training for its survival. Training is a transforming
process that requires some input and in turn it produces output in the form of knowledge, skills,
and attitudes.
THE TRAINING SYSTEM
A System is a combination of things or parts that must work together to perform a particular
function. An organization is a system and training is a sub system of the organization.
The System Approach views training as a sub system of an organization. System Approach can
be used to examine broad issues like objectives, functions, and aim. It establishes a logical
relationship between the sequential stages in the process of training need analysis (TNA),
formulating, delivering, and evaluating.
There are 4 necessary inputs i.e. technology, man, material, time required in every system to
produce products or services. And every system must have some output from these inputs in
order to survive. The output can be tangible or intangible depending upon the organizations
requirement. A system approach to training is planned creation of training program. This
approach uses step-by-step procedures to solve the problems. Under systematic approach,
training is undertaken on planned basis. Out of this planned effort, one such basic model of five
steps is system model that is explained below.
Organization are working in open environment i.e. there are some internal and external forces,
that poses threats and opportunities, therefore, trainers need to be aware of these forces which

32
may impact on the content, form, and conduct of the training efforts. The internal forces are the
various demands of the organization for a better learning environment; need to be up to date with
the latest technologies.
THE THREE MODEL OF TRAINING ARE:1. SYSTEM MODEL
2. INSTRUCTIONAL SYSTEM DEVELOPMENT MODEL
3. TRANSITIONAL MODEL

SYSTEMATIC MODEL TRAINING

The system model consists of five phases and should be repeated on a regular basis to make
further improvements. The training should achieve the purpose of helping employee to perform
their work to required standards. The steps involved in System Model of training are as follows:
1. Analyze and identify the training needs i.e. to analyze the department, job, employees

33
requirement, who needs training, what do they need to learn, estimating training cost, etc The
next step is to develop a performance measure on the basis of which actual performance would
be evaluated.
2. Design and provide training to meet identified needs. This step requires developing
objectives of training, identifying
3. Develop- This phase requires listing the activities in the training program that will assist the
participants to learn, selecting delivery method, examining the training material, validating
information to be imparted to make sure it accomplishes all the goals & objectives.
4. Implementing is the hardest part of the system because one wrong step can lead to the failure
of whole training program.
5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work
performance. Making necessary amendments to any of the previous stage in order to remedy or
improve failure practices. The learning steps, sequencing and structuring the contents.

34
INSTRUCTIONAL SYSTEM DEVELOPMENT MODEL (ISD)

Instructional System Development model or ISD training model was made to answer the
training problems. This model is widely used now-a-days in the organization because it is
concerned with the training need on the job performance. Training objectives are defined on the
basis of job responsibilities and job description and on the basis of the defined objectives
individual progress is measured. This model also helps in determining and developing the
favorable strategies, sequencing the content, and delivering media for the types of training
objectives to be achieved.
The Instructional System Development model comprises of five stages:
1. ANALYSIS This phase consist of training need assessment, job analysis, and target
audience analysis.
2. PLANNING This phase consist of setting goal of the learning outcome, instructional
objectives that measures behavior of a participant after the training, types of training
material, media selection, methods of evaluating the trainee, trainer and the training

35
program, strategies to impart knowledge i.e. selection of content, sequencing of content,
etc.
3. DEVELOPMENT This phase translates design decisions into training material. It
consists of developing course material for the trainer including handouts, workbooks,
visual aids, demonstration props, etc, course material for the trainee including handouts
of summary.
4. EXECUTION This phase focuses on logistical arrangements, such as arranging
speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and
other training accessories.
5. EVALUATION The purpose of this phase is to make sure that the training program has
achieved its aim in terms of subsequent work performance. This phase consists of
identifying strengths and weaknesses and making necessary amendments to any of the
previous stage in order to remedy or improve failure practices.

The ISD model is a continuous process that lasts throughout the training program. It also
highlights that feedback is an important phase throughout the entire training program. In this
model, the output of one phase is an input to the next phase.

36
TRANSITIONAL MODEL

Transitional model focuses on the organization as a whole. The outer loop describes the vision,
mission and values of the organization on the basis of which training model i.e. inner loop is
executed.
Vision focuses on the milestones that the organization would like to achieve after the defined
point of time. A vision statement tells that where the organization sees itself few years down the
line. A vision may include setting a role model, or bringing some internal transformation, or may
be promising to meet some other deadlines.
Mission explain the reason of organizational existence. It identifies the position in the
community. The reason of developing a mission statement is to motivate, inspire, and inform the
employees regarding the organization. The mission statement tells about the identity that how the
organization would like to be viewed by the customers, employees, and all other stakeholders.
Values is the translation of vision and mission into communicable ideals. It reflects the deeply
held values of the organization and is independent of current industry environment. For example,
values may include social responsibility, excellent customer service, etc.

37

The mission, vision, and values precede the objective in the inner loop. This model considers the
organization as a whole. The objective is formulated keeping these three things in mind and then
the training model is further implemented.

38

CHAPTER NO. 5
PROFILE OF VIDEOCON INDUSTRIES LTD

Videocon Industries Limited is a large diversified Indian company headquartered in Gurgaon,

Haryana. The group has 17 manufacturing sites in India and plants in Mainland China, Poland,
Italy and Mexico. It claims to be the third largest picture tube manufacturer in the world. The
group is a US$5 billion global conglomerate.
Corporate profile
The Videocon group's core areas of business are consumer electronics and home appliances.
They have recently diversified into areas such as DTH, power, oil exploration and
telecommunication.
Consumer electronics
In India, the group sells consumer products like colour televisions, washing machines, air
conditioners, refrigerators, microwave ovens and many other home appliances, through a multibrand strategy with the largest sales and service network in India.
Since the entry of Korean Chaebols and their rising popularity in the Indian market, Videocon
from a stand-point of market leader has seen a slow decline to become a no 3 player in India. The
company continues to do well in the washing machine and refrigerator segment but has
significantly lost ground in the consumer electronics space.

39
Mobile phones
In November 2009, Videocon launched its new line of mobile phones. Videocon has, since
launched a number of handsets ranging from basic colour FM phones to high-end Android
devices. In February 2011, Videocon Mobile Phones launched the hitherto unknown concept of
'Zero' paise (1 paise is the 100th unit of 1INR) per second with bundled SIM cards of Videocon
mobile services for 7 of its handset models.
In June 2013, Videocon Mobiles launched its own flagship smartphone Videocon A55HD in
India for Rs. 13,499.
Oil and gas
An important asset for the group is its Ravva oil field with one of the lowest operating costs in
the world producing 50,0000 barrels of oil per day.
Videocon d2h
In 2009, Videocon launched its DTH product, called 'd2h'. As a pioneering offer in the Indian
DTH market, Videocon offered LCD & TVs with built-in DTH satellite receiver with sizes 19"
to 42". This concept in the DTH service is relatively new in the presence of other players like
ZEE TV's Dishtv, Tata Sky, Air tel Digital TV and Reliance's BIG TV providing only the set top
box.
Telecommunication
Videocon Telecommunications Limited has a licence for mobile service operations across India.
It launched its services on 7 April 2010 in Mumbai.

VISION AND MISSION

At Videocon, all our efforts are centered around the customer and his needs. We are committed to
delight and deliver beyond what is expected. By focusing on the right means, we have been
successful in building a robust and dependable Videocon Value Chain.

40
Ingenious Strategy
In todays competitive world, what it takes for a business to survive is a lot of advance planning
and a clear strategy. There is a strong need for bounded rationality, spontaneity and out-of-thebox thinking to tackle every scenario that could be imaginable or unthinkable. Now thats
something which cannot be found in a textbook. Videocons resourceful strategies are flexible
enough to change with changing ground realities, and even change the rules of the game when
needed.
Intrepid Entrepreneurship
An enterprise with odds stacked against it makes a great business sense. This is because higher
the obstacles lower the number of players likely to be active in that field; thus paving the way for
extraordinary returns. What is required is a bold approach, a confidence and a willingness to
brave the odds. Videocons foray into oil and gas is one such brave endeavor that arises from
immense faith in the competence of the companys in-house managerial talent.
Improved Technology
With the rapidly changing industrial scenario, technology is no longer a premium value-add.
Rather, in recent years, a constant update of technology has become a bare necessity. As a
forward looking company, Videocon is extremely vigilant in terms of staying updated with the
latest technology and replacing outdated technology with the best-in-class offers of the times.
Innovative Products
Product development, innovation and customization are the tools Videocon uses to stay ahead of
the competition. After all, we do realize that continuous stream of innovative products excites the
market and enhances brand recall. This is a strategy that Videocon highly banks on, especially on
the domestic front.
Insightful Marketing
The market share battle scene has long shifted from technology and processes to the psyche of
the customer. This means that those with deeper insights into the elusive mind of the buyer are

41
likely to dominate. Videocon is reinforcing marketing strengths to read the pulse of the market
more broadly and clearly; to create products that fit perfectly into the customers preferences.
Inspired Thinking
The future is unpredictable, but if we dont do anything about it, the road ahead will be fraught
with grave risk. And so, Videocon extrapolates future trends on the basis of current changes in
technology and preferences, as well as sheer gut feel. Business instincts are worth their weight in
gold. Driven by these instincts, the company has made some bold forays into fields of oil and
gas, which has proved to be absolute money-spinners.
Values and Philosophy

Shri. Nandlal Madhavlal Dhoot

Founder, The Videocon Group
(26 February 1932 - 26 April 1993)
A man of Ideas. A man of Substance. A man of Vision.
Shri. Nandlal Madhavlal Dhoot, the founding father of the Videocon Group, was a man who was
way ahead of his times. After completing his studies from Ahmednagar and Pune, he began a
successful career as a sugarcane and cotton cultivator. In 1955, he boldly took upon an
entrepreneurial venture by importing machinery from Europe to set up the Gangapur Sakhar
Karkhana (Sugar Mill), unleashing an Industrial Revolution at a time when villages had no
electricity.
Once the wheels were set in motion, there was no looking back. Over the years, Nandlalji's pathbreaking ideas found expression in a myriad ways, earning him the well-deserved reputation of
the pioneer of industrial activity in Marathwada India.

42
In the early 80s, Nandlalji initiated his three sons - Venugopal, Rajkumar and Pradipkumar - into
the business. In collaboration with Toshiba Corporation of Japan, he launched India's first worldclass color television: Videocon. Today, Videocon is a household name across the nation.
Videocon is one of the leading brand in Consumer Electronics & Home Appliances in India and
is trusted and chosen by over 50 million people for a better lifestyle.
Management
A company is made by its people; their ideals, their devotion and their accomplishments. We
applaud the magnanimous people who have made Videocon what it is today.

Shri Nandlal Madhavlal Dhoot, the founder of the Videocon Group, completed his education in
Ahmednagar and Pune. After a successful stint with sugarcane and cotton cultivation, he boldly
ventured into importing machinery from Europe to set up the Gangapur Sakhar Karkhana (Sugar
Mill) in 1955. Those were the times when the villages did not even have electricity. Thus, was
unleashed an Industrial Revolution. The die was cast. Over the years, Nandlalji's path-breaking
attitude found expression in a myraid ways, earning him the well-deserved reputation of The
Pioneer of industrial activity in Marathwada India. In early 80's, Nandlalji initiated his three sons
- Venugopal, Rajkumar and Pradipkumar into business.
Board of Directors

Mr. Venugopal N. Dhoot

Mr. S. Padmanabhan
Maj. Gen. S. C. N. Jatar
Mr. A. G. Joshi
Mr. Radhey Shyam Agarwal
Mr. B. Ravindranath Nominee IDBI Limited

43

Our Businesses
The Videocon Empire is spread across many different sectors and businesses. We aim at
changing lives by challenging ourselves to deliver beyond what's expected.
Mobile Handsets
Stay connected to the people you love and the things you love with Videocons range of mobile
phones, bringing you the latest in technology, amazing features and stunning looks. Theres one
for everyone.
Mobile Services
Videocon Telecommunications Limited, offers GSM mobile services under the brand name
Videocon Telecom. The company has a footprint across 7 circles in India including Punjab,
Haryana, Gujarat, Madhya Pradesh including Chattisgarh, Uttar Pradesh (West), Uttar Pradesh
(East) and Bihar-Jharkhand.
D2H
Videocon d2h, Asias most promising DTH brand brings you a Pollution Free Asli HD viewing
experience with the cleanest, freshest, clearest pictures. With innovative & unique propositions
like Indias 1st 1000 GB Asli HD Digital Recorder, 1st RF Remote for DTH, Indias only Active
3D channel, wide range of 444 channels & services along with 22 Asli HD channels & services,
consumers can now demand 2 have Asli Entertainment like never before with Videocon d2h.
Oil and Gas
Videocon Hydrocarbon Holdings Limited (Videocon) is a Cayman Islands company set up in
2009. The Company is part of Videocon Group, a large and multi activity Indian business group
('Videocon Group'). Videocon, through its various subsidiaries and affiliates holds interest in
various international oil and gas Concessions in Mozambique, Brazil, Indonesia, and East Timor.
Videocon Group is one of India's largest private sector enterprises having business interest in
various sectors, within and outside of India, including Oil & Gas Upstream. The Oil & Gas
Division of Videocon Group, came into being in October 1994, with the signing of the

44
Production Sharing Contract for the RAVVA Oil and Gas offshore Field off Kakinada in the State
of Andhra Pradesh, India, as a 25% non-operating partner.
In 2006 Videocon diversified into the international portfolio of exploration interests by
successfully bidding for Offshore Blocks JPDA Block 06-103 in Timor Sea, Oman Block 56 in
Sultanate of Oman.
In 2007 along with BPCL under 50 : 50 JV acquired 10 Exploration Blocks comprising of 4
Concessions in Brazil Offshore Basins viz.
BM-C-30 Campos (1 Block C-M-101 - Operator : Anadarko)BM-SEAL-11 Sergipe (4 Blocks
SEAL-M-349, 426, 497 & 569 - Operator : Petrobras)BM-POT-16 Potiguar (2 Blocks POT-M663 & 760 - Operator : Petrobras)BM-ES-24 Espirito Santo (3 Blocks ES-M-588, 661 & 663 Operator : Petrobras)BM-ES-24A was carved out from Concession ES-24 in 2011, comprising of
Block 661 with Petrobras as Operator and IBV as sole JV Partner, consequent to exit of
Anadarko.
In 2008 acquired a 10% Participating Interest from Anadarko in Rovuma Area1 in Mozambique
Offshore Exploration & Production Sharing Contract;
In 2009 acquired a 12.5% Participating Interest from Anadarko in Nunukan Block Acreage in
Indonesia.
Real Estate
Over the past 25 years, Videocon has acquired a large and high quality land bank. The Group has
become active in terms of developing these prime sites into world-class developments be it
residential, commercial, retail and/or hotels to unlock the value therein.
The focus is on developing a 4.0 million square foot IT Park in Kolkata, which will also house a
couple of hotels and some high-end shopping and dining options. In addition, the Group is
developing a number of first-class business hotels, to be operated by Hilton International.
Currently, work on two Hilton Garden Inns is underway in Salt Lake Kolkata and Gachibowli
Hyderabad.
In addition, the Group is developing a couple of residential projects in Hubli and Pune, which
have been designed and will be constructed to exceed the expectations of the increasingly
discerning Indian middle-class.

45
The Group is also in the process of jointly developing some of its other large land banks in metro
cities in collaboration with well-known developers in these cities.
UAE Ecommerce
With a rapid expansion of its global presence, Videocon plans to include the best in class
offerings through online channel. To cater to the growing e-commerce requirements of its
markets in the Middle East, Videocon has launched online operations in UAE. Not only do
customers get to choose from a wide range of products, they can also search, compare and buy
easily without leaving the comfort of home.
International Business units
On unconventional approach, an uncompromising commitment towards excellence and an
inspiration to create a better tomorrow has made Videocon one of the largest television
component producers in the world today. Videocon is determined to touch lives and spread
smiles across the globe.
Research and Development
Experience R&D
A globally renowned name in the world of consumer electronics, Videocon is synonymous with a
truly enriching lifestyle. It has won trust and adulation of people from around the globe for its
sheer perfection and innovation. The brand has a fresh thinking with modern outlook and is ever
adapting to customers' need to enrich lives across the globe with its cutting-edge technology and
innovation driven approach.
Innovation has been and will always be the foundation of Videocon. The objective is to: To
create ideas that caters to changing times. Ideas that fully realize the potential of technology.
Ideas that understand the different needs of people from different parts of the world.
The company continues to give utmost importance to Research & Development. It focuses on
enhancing existing technology and product innovation, to improve product efficiency. The
company has R&D facilities located at multiple locations in India and China, having experts
working round the clock to give you the best products for your home.

46

Sustainability/E-Waste Recycling Policy

Videocon's E-Waste Recycling Policy
Under the guidelines of the Ministry of Environment and Forest, Government of India, for End
of Life Cycle (EOL) product recycling program, applicable from 1st May 2012 onwards,
Videocon has initiated various activities to promote E-Waste recycling activities in the following
areas:
Manufacturing facilities: Control, storage and disposal of E-Waste through authorized recyclers.
Suppliers: Recycling and disposal through authorized recyclers.
End Customers: As per guidelines below.
Welcome to Videocon's EOL Product Recycling Campaign
You can contribute to resource conservation and prevent potential environmental problems by a
simple action: proper disposal of old products. Electronic waste is collected separately from the
general waste stream via designated collection facilities appointed by the Government or local
authorities as per the stated draft rules.
EOL Product Recycling Guidelines
To facilitate the service and be a part of the cause, you can call a Videocon Service Centre.
Product Category: CTV / LCD / LED / REF / WM / AC / MWO / DVD / Coolers / & Other
Home Appliances
Collection Centres: Govt. authorized recyclers/Videocon Service Centres.
How can you Recycle the Products?
Option A
Contact a Videocon E-Waste Service Centre in your city. For details, visit or call , our 24x7
Helpline.
Give details about the product to be recycled.
Deposit your product at the specified location.
Fill the recycling form at the time of depositing the product.
Please ensure you keep a copy of the acknowledgement card for the same.
Option B
Contact your nearest Attero Warehouse/Collection Centre. For details, visit
You can also log on to http://ideation.attero.in/customerportal

47
Option C
Contact a local Government Authorized Recycler in your region for assistance in recycling a
product.
Conditions
Products offered for recycling are not eligible for exchange offers.
The service is available as per conditions applicable in the respective area by recyclers.
Videocon reserves the right to change the terms of the recycling scheme at any time.
This scheme is applicable only for Videocon branded products.
SWOT ANALYSIS
The training at The VIDECON Industries Ltd was a great learning experience and certainly
enables me for the systematic evaluation of the Strength, Weakness, Opportunities, and Threats
of the company.
STRENGTHS :
Right strategy for the right products
Superior customer services vs. competitors..
Products have required accreditation.
WEAKNESSES :
Some gaps in range for certain sectors .
Management cover insufficient
Sectoral growth is constrained by low unemployment levels and competition for staff
OPPURTUNITIES :
The Profit Margin Will Good.
Could extend to overseas broadly.
Fast-track career development opportunities on an industry-wide basis
THREATS :
Very high competition prevailing in the industry.
Lack of infrastructure in rural areas could constrain investment.

48

CHAPTER NO. 6
RESEARCH METHODOLOGY
The methodology adopted to study the welfare amenities of VIDEOCON INDUSTRIES
LIMITED has been research oriented. The analyzed information has been collected from the
HRD Officials of the Organization. And, the information collected from the employees and
observations on employees working situations during the visits to various places of the
Organization.
The approach in research of the project is of

Primary data

Secondary data.

Primary data:
Primary data includes collection of data from the employees and management Staff through well
designed questionnaire, observation and interview.
Secondary data
Brief introduction and information has been provided by Officers to who reported for studying
this topic. Further information has been gathered from the reports, journals from the records
maintained by the concerned departments, websites, internet etc.

COLLECTION OF DATA:The task of data collection begins after a research problem has been defined and research
design/plan chalked out. The collection of data is done to support tour findings and interest the
result whether the result you have found in according to your hypothesis or not. The data can
be collected by various methods. These are broadly classified into two ways, as follows:

PRIMARY DATA

49

SECONDARY DATA

PRIMARY DATA:The primary data are those which are collected a fresh and for the first time and thus happen to
be original in character. We collect primary data during the course of doing experiments in an
experimental research. It is the first hand data and nobody else has collected this before. There
are various ways of collecting primary data, these are as follows:
1). Observation method
2). Interview method
3). Questionnaires
4). Other Methods
SECONDARY DATA:
1. From Internet
2. Magazines and News Papers
3. Government Publications
SAMPLING METHODS
SAMPLE SIZE
Population Size :

Employee of VIDEOCON INDUSTRIES LTD, MUMBAI.

Sample Size

50 Employees of VIDEOCON INDUSTRIES LTD, MUMBAI.

Sampling Method:

Sampling was done on the basis of Random sampling.

TOOLS USED
MOTIVATIONAL TOOLS
Motivating for work is inseparable to continue productivity. But work when itself serves as
motivation then progress is inevitable. The organization must take great care to motivate its
employees through various methods.

50

Promotion may be one of the best motivational factors. Promotional basis could be
o work performance
o qualification
o performance evaluation
o skill enhancements
o Initiative steps taken.
Organization may also provide fringe benefits such as
o leave traveling allowance
o medical
o free transportation
o ESI (Employee State Insurance)
o Furnishing scheme
o House lease
o hospitalization
WELFARE ACTIVITIES
The organization may adopt welfare policies such as
o Transportation facility
o Canteen facility with breakfast, lunch and dinner facility along with refreshments.
o Canteen could be free, subsidized, paid. But the most preferred one is through
subsidized mode.
o The organization must also possess first aid facilities for its staff. A well-versed
rehabilitation of injured staff and an on duty doctor or an ambulance should be
always provided.

51
o The organization must also possess a grievance handling committee despite a
union to take an action for their problems. It could be a three tier of four-tier
grievance committee.

DATA ANALYSIS AND INTERPRETATION

This was an attempt to classify tabulate analyse and interpret the data collected using the
questionnaires analyze and interpretation was done by tools like percentage analysis, chisquare test depicting the data through tables for quick and clean understanding of the
data.
Table No.1:- TRAINING NECESSITY FOR THE EMPLOYEES.
Dimensions

Respondents

Percentage %

Yes

44

88

No

06

12

Total

50

100

(Source-Questionnaire and oral interview)

INFERENCE:

52

The above table shows that 88% of the employees stated that the training is necessary and
12% of the employees are stated that they dont need training for their jobs.

53

TABLE NO 2:- THE WILLINGNESS OF THE EMPLOYEES TOWARDS THE

TRAINING PROGRAMS.

Dimensions

Respondents

Percentage %

Yes

45

90

No

05

10

Total

50

100

(Source-Questionnaire and oral interview)

INFERENCE:
The above table shows that 90 percent of the employees in the organization had taken
training. 10 percent of the employees are seniors and training personnel.

54

TABLE NO 3:- THE NUMBER OF TRAINING PROGRAMS ATTENDED BY THE

EMPLOYEES.

Dimensions

Respondents

Percentage %

One

08

16

Two

17

34

Three

12

24

Four & More

13

26

Total

50

100

(Source-Questionnaire and oral interview)

INFERENCE:
The above table shows that most of the employees in the organization are interested to
attend two training programs only.

55

TABLE NO 4:- THE SATISFACTION LEVEL OF THE TRAINING PROGRAMS.

Dimensions

Respondents

Percentage

Great Extent

20

40

Some Extent

15

30

Little Extent

15

30

Total

50

100

(Source-Questionnaire and oral interview)

INFERENCE:
The above table shows that most of the employees are satisfied up to great extent to the
number of training programs attended in the organization.

56

TABLE NO 5:- THE METHOD OF TRAINING RECEIVED BY THE EMPLOYEES

Dimensions

Respondents

Percentage

On the Job

16

32

Off the Job

20

40

Both

12

24

Non Respondents

02

Total

50

100

(Source-Questionnaire and oral interview)

INFERENCE:
The above table tells us that 40% of the employees received off the job training 12%
received both the methods of training and 32% received on the job training.

57

TABLE NO 6:- THE TRAINING RECEIVED BY THE EMPLOYEES

Dimensions

Respondents

Percentage

Inside the company

44

88

02

04

Both

04

08

Total

50

100

Outside
company

the

(Source-Questionnaire and oral interview)

INFERENCE:
The above table shows that most of the employees received training inside and fewer
employees are trained in outside of the Organization.

58

TABLE NO 7:- FROM WHOM THE TRAINING HAS RECEIVED

Dimensions

Respondents

Percentage

Superiors

20

40

Consultants

20

40

Institutions

02

04

Others

04

08

Non Respondents

04

08

Total

50

100

(Source-Questionnaire and oral interview)

INFERENCE:
The above table enables us that most of the employees received training from superiors
and Consultants.

59

CHAPTER NO. 7
FINDINGS
All the employees know that the organization is conduction training programs
regularly and all of them had taken training.
88% employees felt that the training is necessary for their job.
According to table No. 2, 90% of employees wants the regular training should be
conduct within the duration of 3 months.
While developing the employee skills, place is also matter, where the training
section has been schedule, inside or outside.
Out of 50 employees, 44 employees has regular conduct all the training
programme.
During the training, it should be also effect that the who has been conduct the
training programme.
After training half of the employees have developed in the area of skills and
knowledge and limited members have developed in the area of social behavior.

60

SUGGESTION
The company has to implement modern training methods to help in boosting
the self morale of the employee at work place.
Training Evaluation has to be conducted.
Employees have to expose to the new environment than they will enhance the
knowledge.
Specific Training Programs has to be given to the selected personal who are
related.
Most of the employees feel that Training is related to weak areas, so the
management has to get awareness among the employees regarding Training &
Development.
Employees felt that they had not received any payment as remuneration while
they were in training. So, the management has to clarify their doubt regarding
payment while in training.
The satisfaction level of the employees is satisfactory. So, new changes in
training have to bring to improve the satisfaction level of employees.

61

CHAPTER NO. 8
CONCLUSION
Training and development is a necessity for both the trainer and the trainee. The trainer (the
company) would want to make its staff more efficient in this highly competitive world. It would
want its employees to know the latest trends and technologies and use them according to the
companys principles and objectives. The trainees (staff) on the other hand, view training and
development as a stepping stone for enriching their career and fulfilling their personal needs.
Training and development is another round of education for them, the knowledge from which is
to be applied later. So, its more of a mutual necessity and agreement between the companies and
their respective employees when it comes to training and development.
The future would demand more from the employees as well as the companies in terms of
productivity. New technology, multi-tasking, group culture, etc. will be more emphasized upon.
This means training and development is going to be even more important, complex and rigorous.
Companies already foresee this and are already in preparations to make their staff better
equipped. On this we conclude our report with the following words Education ends with school
but learning ends with life.

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CHAPTER NO. 9
SUMMARY OF THE PROJECT REPORT
In this project report, we find that training and development plays a very important
role in the organisation. With the help of training employee can easily do their jobs
as per the company requirements.
Training gives proper knowledge of work. If the company is conduct the training
programme on regular basis once in 3/6 months then the percentage of mistakes
will reduce and productivity will be increase.
According to the study most of the employees wants that the training should be
conducted within 3 months.
So end of the project we can say that the training is an important part of the
organisation, without giving the training to worker/employee we cant get the
accuracy work from the employee. Training will develop the skills of employees. It
gives benefit to employees not doing their official work with full accuracy but also
gives knowledge how to solve their personal problems.

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QUESTIONNAIRE
A STUDY ON NEED FOR STRATEGY FOR TRAINING AND DEVOLOPEMENT IN
VIDEOCON INDUSTRIES LTD, MUMBAI.
Name:
Designation:
Sex:
Are there any Training programs conduced in your organization?
Yes

No

If Yes, have you taken training?

Yes

NO

IS the training is necessary training ?

Yes

no

What benefits you expected from the training & development ?

SL.
1.

Benefits
Aware of

High

2.
3.

policies
Aware of work/job
Improve
in
skills

4.
5.
6.
7.
8.

,knowledge & attitude

Motivation
To face new Technology
idea generation
problem solving
Aware of other depts

Medium

Low

company

work
How many programs were attended by you?
a) One

b) Two

c) Three

d) Four & More

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To what extent have you satisfied with the respective training?

a) Great extent

b) Some extent

c) little extent

What method of training have you received?

a) On the job

b) Off the job

c) Both

Where you have received the training?

a) Inside the Company
b) Outside the Company
c) Both
From whom the training is received
a) Superiors

b) Institutions

c) Consultants

d) Others

What method of training you received

a) Induction

b) Competence Development

c) Updating Knowledge

d) Preparing for future assignments

e) All the above

After the Training in which area you developed?
a) Skills, knowledge

b) Social behavior

c) To face new technology

d) Motivated

Does the training program satisfy your needs?

a) Yes

b) No

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To what extent the training program helps to your career?

a) Great extent

b) Some extent

c) Little extent

Whether your organization is conducting Training programs regularly?

If Yes how far?
a) Monthly
b) Quarterly
c) Half yearly
d) Yearly
Whether the Training programs were intimate to you?
Yes

No

If Yes, how many days before they intimated to you?

a) A week before

b) 15 days before

c) One month before

d) Two months before

Have you attended Training programs regularly?

Yes

If No, why
a) Resistance to change
b) Training is not related to the job
c) Training facilities are not good
d) Personal problems

No

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e) Timings not favorable

Whether the management forced you to take training?

Yes

No

If No, why?
a) Want to improve skills & knowledge
b) Want to improve Social Behavior
c) Want to know about new technology

Whether the training is related to only weak areas?

Yes

No

If No, why?
a) Motivation
b) To face new technology
c) To develop skills, knowledge & attitude
d) Aware of Company policies
e) All the above

Once after training have you improved?

Yes

No

If Yes, why?
a) High

b) Medium

If No, why?
a) Work is difficult

c) Low

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b) More time taken to complete the work
c) Not understandable
d) Training is different from work

Do you require one more training?

Yes

No

Have you received payment while in training?

Yes

No

Without training, what problems you expect?

a) Not understand the work

b) Not known about Company Policies

c) Much time taken

d) Not able to do the perfect work

What chances are there to rectify those problems?

a) By approaching Superiors

b) Through Consultants

c) Outside Institutions

d) Through Professionals

BIBILIOGRAPHY
BOOKS REFERRED:

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Effective Human Resource Training & Development Strategy
- Dr.B.RATHAN REDDY
Himalaya Publishing House, 1st Edition 2005
Management & Organizational Behavior
- P.SUBBA RAO
Himalaya Publishing House, 2000 Edition
Personal / Human Resource Management
- DAVID A.DECENZO
Prentice Hall of India, 3rd Edition
- STEPHEN ROBBINS
Journals Referred

A.Narasimha Rao, Indian Journal of Commerce,

Vol.54, Employees Perception on Training & Development,
A study on Visaka Steel Plant, 2005.

Referrals websites
www.projects99.com
www.citehr.com
http://www.itcinfotech.com
THANK YOU FOR YOUR VALUEBALE SUPORT!!!

SSDN