Introduction

Human resources are the single most and very valuable asset of any organization. It
is prime duty of every management to maintain and improve the quality of human resources.
Since the quality of human resources possessed by an organization will determine to great
extent the effectiveness, future development and competitive advantage of the organization.
In the fast changing world, technology and process as are subject to continuous up
gradation, most of the skills and knowledge possessed by the employees become redundant
and requires up gradation. Therefore there is a need to train and retain the employees n an
organization to enable them to cope up with new job requirements. Training is an important
tool for employee development and assumed great importance due to unprecedented rate of
change in the internal and external environment of organization. The purpose of training is to
effect change in the behaviors of employees so as to enable them to meet the current and
requirement of their tasks and roles.

training is the act of increasing the knowledge and skills of an employee for doing a
particular job. The major outcome of training is learning. A trainee learn new habits, refined
skills and useful knowledge during the training that helps him to improve performance.
Training enables an employee to do his present job more efficiently and prepare himself for a
higher level. Training often has been referred to as teaching specific skills and behaviour.
Training is meant for non – managers and it includes technical – mechanical operations, and
to give specific job – related information to people.

Development, in contrast, is considered to be more general than training and more

oriented to individual needs in addition to organizational needs, and it is aimed towards
management people. The intense of development is to provide knowledge and understanding
that will enable people to carry out non technical organizational functions more effectively.
Development is meant for managers and it includes theoretical – conceptual ideas, and to
provide general knowledge for a long run.

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Review of literature
An organization survives if it is performing well in the environment by being
profitable but if it fails to do so the organization may not survive. And worse is the decay of
both human and physical structures. The rationale of training is not only on the ordinary
employees but as well as to their executives to develop skills required in the diversification
and competitiveness by making the organization successful. The benefits fall entirely for the
employees and for the private companies. The target of the program being implemented in the
companies, increases the competency in the market, and improves the living condition of the
employees. Under the participation of the stakeholders, the guidelines and implementation of
training in the employees can achieve positive results. The workforce development is focused
on attracting, developing, and retaining the best of the people from the broadest business
practices to meet the objectives or goals of the companies.

The current traditional training continuously facing the challenges in the selection of the
employees, in maintaining the uncertainty related to the purpose and in introducing new
tactics for the environment of work and by recognizing this, they advising on all the
problems, which reiterates the requirement for flexible approach.

Research gaps
A research gap is the missing element in the existing research literature, and you have
to fill with your research approach to make your manuscript publishable. In another words, it
indicates a finding from a research in which a key question has not been answered

Service quality gap is the difference between the service quality expected by the
customer of the madhucon sugar and power industries ltd. And the customers' perception of
the service delivered by the madhucon sugar and power industries ltd. To them. The
difference between the perceived score assigned by the customer and the service expectation
is the service quality gap.

The heads defined to assess the service quality gap are as follows:

Competence

This includes the knowledge and ability of the madhucon sugar and power industries
ltd. Employees to answer the queries of the customers and also their competence in using the
technology.

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Responsiveness

This includes the quality of response as willingness and adherence of the employees
to the queries and complaints of the madhucon sugar and power industries ltd. Customers.

Safety

Here safety means the confidence customers feel with the transaction and the
information provided by the madhucon sugar and power industries ltd.

Communication

This includes the content and the quality of communication in both written as well as
oral forms

Research questions
The balance sheet and income statement are the traditional basic financial statement
of a business enterprise. A serious limitation of these statements is that they do not provide
information regarding changes in the firm’s financial position during a particular period of
time. They fail to answer following question

 What kind of training methods do you prefer?

 Does the induction training is a well planned exercise in the organization?
 What kind of training methods does the organization provide to train the
employees?
 How often the training program are conducted in your organization?
 Are you satisfied with present method of selection of candidates for training?

Objectives of the study

 To study the profile of madhucon sugar and power industries ltd in detail.
 To know the various training and development programmes undertaken by the
company.
 To know the perception of employees about training and development
programmes.
 To know the effectiveness of training and development activities under taken by
madhucon sugar and power industries ltd.

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  To draw conclusions from the study and then to make suitable suggestions to
improve present training system.
Hypothesis

A hypothesis is an idea or explanation that you then test through study and experimentation.

Outside science, a theory or guess can also be called a hypothesis. A hypothesis is something

more than a wild guess but less than a well-established theory.

 Leads to improved profitability and more positive attitudes towards profit

orientation.
 Improves the job knowledge and skills at all levels of the organization.
 Helps employee adjust to change.
 Improves labor management relations.
 Helps to prepare guidelines for work.
 Improves the morale of the workforce.
 Aids in organizational development.
 Helps in making better decisions and to effective problem solving.
Scope of the study
The scope of the study is limited to the training and development programmes to
madhucon sugar and power industries ltd. Employees the study has been conducted from
various dimensions.

Need for the study

training and development is essential to every organization because the growth of the
organization depends on it. The profitability and productivity of an organization is mostly
linked to training and development. If employees are trained in the organization; there is a
possibility of development of the organization. Hence there is a need to study the training and
development practices in madhucon sugar and power industries ltd..

Period of study

The questionnaires were filled up during the period of 45 days.

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Data collection
for ascertaining the training and development in madhucon sugar and power
industries ltd., 50 employees have been randomly selected from madhucon sugar and power
industries ltd.. The technique of sampling adopted, this is convenient random sampling. Data
was collected from both primary and secondary sources.

Primary data
in dealing with any program it is often found that data at hand are inadequate and
therefore becomes necessary to collect data , which are applicable. There are several ways of
collecting which differ considerably in context of time and other resources. With reference to
this study the data is collected through
Secondary data
the secondary data are those that are already available i.e; they refer to the data which
have already been collected and analyzed. Secondary data is gathered from the departmental
functional manuals, policy circulars and annual reports. Also downloaded from internet.

Limitations
 The study may not be free from certain limitations.
 The findings of the study can be applied to comparable organizations with similar
characteristics and situations only.
 The views and opinions of sample respondents may not represent the universe.
 Besides this the personal procedures of respondents may also act as hindrances to the
study.

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 Industry profile
India is the forth-major sugar producing country in the world. The first 3 being in
russia, brazil & cuba in that order. Sugar industry occupies an important place among
organized industries in india. It ranks 3r largest industry in items of its contribution to the net
value added by manufacturing & employees nearly 3.25 lacks workers. Besides creating
extensive indirect employment for 25 million cultivators of sugar cane, the various agencies
of distributive trade & through subsidiary industries such as confectionery. It is also an
important source excise duty for the central govt. There are now 420 sugar factories in india,
with a total installed capacity of 15 million tonns. Against this 400 factories were in
operation, of which 120 were in the private sectors: 60 in the public sector & 220 in the co-
operative sector.
In india before independence co-operative sugar were established and the 1st co-
operative sugar factory being the co-operative sugar factory at etukoppaka in a.p the govt.
Encouraged the co-operative sector in the sugar industry. In the fifties and new series of co-
operative sugar factories started in the fifties.
At present the co-operative sector consists of 50% of the factories in india, and account,
for more than 50% of total sugar production. At present these are 18 sugar factories under co-
operative sector in a.p in public sector and 7 in private sector. Regarding sugar can price, the
govt. Of india fixes the minimum sugar cane price linked to a recovery of adhoc payment due
to high cost of came cultivation linked to a recovery of 8.5% the concerned state govt.
Recommended to pay another adhoc payment due to high cost of cane cultivation linked to a
recovery to pay 8.5%. The factories are liable to pay a extra amount of rs.2/-per each point of
recovery %. The factories are liable to pay a extra amount 21- per each point of recovery %
per each tone of sugar cane, if the recovery of sugar reaches above 8.5%.

The palair cooperative sugars ltd, was registered on 12th march, 1976 for
establishment of vacuum pan sugar factory of 1250 tones, crushing capacity per day at
rajeswarapuram in palair lake layout area in thirumalaypalem taluk of khammam district. The
factory is located in economically backward area what soil is suitable for on cane with easy
transport; the area of operation of the factory consists of 108 villages situated with in radius
of 35 kms. From the factory. It has recently localized so far a total area of 10932 acres for
cultivation of cane around the factory. The area has been distributed into three blacks in
ordered to irrigation of soil.

6
 The total cost of the project is about rs. 10-00 crosses. The crushing capacity of the
project is 1.62,500 metric tones in a annumand 1, 38, 125 quintals sugar production in a year.
Product => sugar
bl-products => baggese
Molasses => filter cake
Baggese is used as fire wood to run boilers. Molasses is used in the manufacturing of
distillers like alcohol and spirits, ethanol etc. Filter cake is used as manure for the agriculture.
Progress in the post-dependence period before 1932, there were only 32 factories
producing about 1.6 lack tonns of sugar. India had to import annually 6 lakhs tonns of sugar.
The industry was granted tariff protection in 1932. As a result, production rose to 10 lakhs
tonns by 1937 and the number of operating factories to 137.
During the 1950's production of sugar was a little more than one million tonns the
government provided incentives for higher production and the output progressively increased
to nearly 4 million tonns in 1970-71, about 12 million tonns in 1990-91 and 16 million tonns
in 1995-96. [but declined to 12.7 million tonns during 1996-97]

Include exports:
Because of frequent controls decontrols, and re-controls by the government and
artificial regulation of market supplies by the industry and because of many administrative
blunders, sugar prices rose to record height and shot up to between 8/- o 11/- per kg in
different parts of the country in the eighties (80's), consequently, the govt, re-introduced the
dual price mechanism with partial control under this system the govt, fixed ratio of pay and
free sale sugar quota. The ratio was 45:55. It was received to 28:72. The increase in the free
sale sugar quota to 7.2% was to give boost to sugar production by sugar mills. The levy sugar
is sold to consumers thought fair price shops at lower price.
The free sale sugar quota is sold by sugar factories at higher prices in the open market.
The production and supply of sugar has been quite comfortable during the last two decades.
Sugar output during 1990-91 was nearly 12 million tones and registered a record high 15.3
million tonns during 1996-97 while production of sugar was steadily rising, consumption
too-had been rising but at a lower rate. As a result the stocks at the lose of the sugar year
was increasing 2.2 million tonns in the beginning of 1990-91 and 7.1 million tonns in 1996-
97.
Sugar scam in 93-94 during 1991-93 and 1993-94 there was and unexpected problem
for the indian sugar industry. Because have climatic and the unfavorable conditions, average

7
under sugarcane came down considerably specially in maharastra and production of sugar
declined to 10.6 and 9.8 million on tonns respectively.
At one time the govt was confident that the supply position and price of sugar had
sky-rocketed (rs. 18 to rs 20 per kg.) At the end of 1993-94 and in the first quarter of 1994-
95. Thus forcing the govt, to import large quantity of sugar just the mere information that
india was entering the international price of sugar to the great disadvantage of india. This
was referred to as the sugar muddle or the sugar scam.
The sugar industry was deli censed in august in 1998. However, this announcement
was not received with much enthusiasm by the sugar units. This is partly due to the fact that
delicenscement the with withdrawal of incentives that free licensing policy had provided and
partly because even in the post deli censing scenario, a number of controls remain. The post
deli censing controls one as follows.
1. Policy of sugarcane fixed by the govt.
2. Most stated enforce there own sugarcane price
3. The sap has to be paid to farmers within 15 days of purchase.
4. 30% of sugar production has to be farmers within 15 days purchase.
5. 30% of sugar production has to be sold to govt. At officially -determined below cost
prices.
6. The sale of the remaining 70% is controlled through a system of monthly quotas fixed by
The centers.

7. Sugar miles obliged to sell at least 45% of the quota every for night.
8. 30% levy sugar also subject to monthly release orders.
9. Price and movement of molasses controlled by state government.
10. Export of sugar subject to the approval of the centra! Government.export of molasses has
to be cleared by state govt.

Problems of sugar industries:

 Problems of mounting losses.
 Fixation of high sugarcane prices by the state govt.
 The question of minimum economic size.

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 Old machinery.
 Low sugar recovery.
 Failure to follow a consistent policy.
 Completion from cheaper import.
Sugar licensing policy:
The govt. Of india issues periodically guidelines for licensing new sugar factories and
for expansion of existing sugar factories. The guidelines (announced in july 1990) where
designed to give a boost to the sugar industry.
1. Licenses for new factories would be issued subject to the provision that there is no sugar
factory with in a radius of 15 km.
2. The new sugar factories would be licensed for a minimum crushing capacity of 2500
tons per day.
3. New licensed would be issued on the condition that cane prices would be payable on the
basis of sucrose content of the sugarcane.
4. Preference in licensing is to given to proposals from the co-operative and the public
sector rather than from the private sector.
5. Licenses are to be given liberally for the manufacture of the industrial alcohol through
the conversion of molasses; this is to boost production and export of industrial alcohol.
Sugar development fund:
The sugar development fund was setup in 1982. Under the sugar less act and is
funded by transfer of proceeds of sugar was imposed at the rate of rs. 14 per quintal on
sugar produced by all sugar factories. The fund is utilized for advancing loans on short
terms for the revalidation and modernization of sugar industry and for development of sugar
cane in the sugar factory area..
The fund is also defray expenditure for the purpose of building have and maintenance
of buffer stocks of sugar with a view to stabilizing its price. The total allocation credited to
the fund til! 1996 amount to rs 1,6607- crores. The fund has so far sanctioned loans
amounting to rs. 960/- crores for sugarcane development and for modernization
/rehabilitation of sugar factories.
Government sugar industry to study the development and growth of sugar industry in
india vis-a-vis other sugar producing countries and suggest modifications amendments or
repeal of any existing laws and controls in order to increase production and efficiency, the
govt, of india had constituted a high-powered committee under the chairmanship of
"b.b.mahajan". The "mahajan committee" submitted its report in april 1998.
Major recommendations of the committee are:

9
1. Complete control of sugar in order to provide level paying field to the domestic industry
vis-a-vis imported sugar,
2. Discontinuation of supply of sugar through the public distribution system (p.d.s) for
plugging the leakages on account of p.d.s. sugar finding way to open market.
3. Setting of a sugarcane pricing board to determine every september the advance price
(s.m.p) for the ensuring crushing season.
4. Minimum distance of 15 km. Between an existing sugar mill and a new sugar mill for
which license is to be issued in order to ensure viability of both the mills.
5. Continue of import of sugar under open general license (o.g.l) in order to product the
consumers against any unusual rise in prices.
The sugar industry is essential an agro industry and therefore it should be centrally
located within the vast area of cane cultivations otherwise it wilt increase the cost of
transport. It should be established at a place where agronomic conditions favored to the
development of sugarcane plantation and where climatic conditions rainfall, land fertility
and irrigation facilities as such as to ensure burnt supply of sugar cane with high yield. As
per the norms of the govt, the industry should have basic infrastructure facilities such as:
Transport:
The transport system by road any by vial should be satisfactory so that there is ability
to supply abundant quantity of sugar cane and other items such as machinery, sulpher, line,
coal and heavy chemicals used in manufacturing process.
Market:
The factory should preferable by near commercial enter for large-scale
consumption as well as export.
Water availability:
Portable water good for boilers as well as dirking should be available in large form
arrives clam and or from sub-soil.

Surroundings:
Surroundings should be healthy for employees and worker men's the location should
not be near marshy lands or in slum area.
1. Market for the disposal of lye products.
2. Disposal of effluents offer treatment in early way
3. Labor availability.
4. Lands should be free from mills dates etc....it is good for health and storing.
Layout of factory:

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1. Factory area should be sufficient land for the factory colony officer.
2. Boilers may be in the straight line with mills.
3. Energy station must be jute clear.
4. Sufficient space must be near to left in the machinery layout for future expansion.
5. Juice weighting must be near to mills house.
6. Cane yard must be very big.
• Every employe has been paid rs.2 & matching contribution of rs.5/- from the
management. Both contributions shall be sent to the labor department for every year
i.e. 31" dec. Subsequently the labor department has been sanction the welfare
scholarship to the employee's children.
• If any employee is suffering chronic deceives, the labor department to be sanction
more than 10.00/- to the employ on production of medical certificates from the
doctors.
• The management is providing drinking water to employee in various places of the
factory.
• Suppurate toilets to employee
• The management provides safety belts to the employee who are working more then 12
fetes.
• The management provided clauses to the electrical staff to avoid the short circuits.
• The management provided some important slogans in factory premises to avoid the
dangerous accidents.
• The management provided content facility by giving subsidy rates.
• The management provided separate rest rooms to the employ & workers for the
purpose of dining.
• The management provided primary school up to 5lh class to the employees children in
the colony.
• The management & employ conduct the sports and also cultural activities on 15 th aug.
Every year to improve co-ordination & co-operation among the employees.
Welfare measures to the employes:
 Providing quarters (as per their category)
 Shoes for the purpose of safety measures
 Two pair of uniform for every year
 If any employees met with the accident the management immediately give the first aid
and take the patient to khammam govt. Head quarters hospitals & provide 2 persons to
assist them for during the hospitalization.
 As per the orders of the labor department i.e. Assists commissioner of labor & deputy
commissioner & deputy commissioner we have to pay the compensation to the person
who met with the accident.
 The factory management has been sanctioned towards the future expenses an amount of
500/- to the person who died artificially or accidentally.

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 Their cases have been recommended to the labor department for the compensation as
per the factory act.
 The management every year has been sanction productivity linked incentive (bonus) to
employee for every year depending upon the percentage of the recovery.
The labor department has been introduced the filarial fund to the employee & worker
of the factory industry
The final step in sugar recovery is allowed to take place by cooling is crystallizes.
Separate the molasses from the surface of crystals for removal much as possible leaving only
a very thin form of lose molasses adhering
The sugar leaving the centrifugal is hot at 60 -70 deg. C and contains 0.5 to 1 .5-%
moisture, and as such it, conveyors are of their design
 Screw or scroll conveyor
 Gross hopper conveyor
 Belt or salt conveyor
The graders is used for obtaining the sugar from consists of mixture of netegogenuous
crystals and need to be well seined and graded before it is marketed after grading , 3 sized of
sugar will come out big size , small size, medium size
The final molasses is one of bi-products, which separates from the sugar in the final
stage is used in manufacturing of alcohol an spirits etc.,
The under slimed principle involved in the multiple effect evaporation is that direct
steam is used only once and the vapor produced by its boiling juice is repeatedly used for
boiling the juice in the succeeding vessels. The hot clarified juice c 15 o brick heating tubes
and will overflow apart into the canal for the outlet called unsulphured syrup (having bricks x
60 degrees) the percentage of evaporation is
60-15/60x100=75%
The evaporation or concentration of clarified juice is the separation of water by
evaporation process at temperature between 60 deg. And 130 deg., normally conducted as
multiple evaporation in 4 to 5 steps, the condensed water contains small of these imparities in
the condensed water becomes more important as the factory is use high pressure water
becomes more important as the factory is use high pressure in the steam generation plants.
The condensation contains oxygen, co2, so2 ammonia, organic acids, adlcyas and
methyl and other alcohol. The vapor line juice heater installed between the last vessel of the
evaporator and condenser esan heat the cold juice to about 10 c rise this method of vapor
heating gives the highest saving because it recones in the direct way heal which would other

12
wise be lost in waste water it saves more cooling water, steam and fuel then mixed juice is
heated to the same temperature by vapor bled from the preceding russels.
The loss of juice condenses, vapor is called entertainment, the entertainment of
particles from the evaporator can give heavy loss of sugar. After evaporation the subsequent
process is changing the thick juice into crystal form through the vacuum pans.
The juice canes out from first mills called primary juice similarly the juice comes out
from last mill is called mixed juice the juice will be analyzed at the final baggage which is
one of bi product is analyzed for moisture percent & sugar percent and sugar cane should not
exceed 1.1% as fees the standard from

Cane + water = juice + baggage.

Baggage is used as fuel to run the boilers juice is normally weighted as mixes juice it
can be takes to obtain find the correct specific gravity follow mends can be used for this
application. The juice comes from raw juice tanks after weightment will go to raw juice
heaters there it will be heated up to 60-70c and then it goes to juice sulfuric and there it will
be mixed with milk of lime and so, gas and after wards it is again heated up to 100c at juice
heaters in order to obtain are paid setting and separations of the precipitants out of the two
types heaters.

The sulfur furnace is made of cost iron and the body of the furnace is cane a water
focker for cooling the large pipe through which the funnel escape to the gas main called the
sublimation is also having water jacket the object of this sublimetor is also to catch a large
part of the sublimed sulfur. After, the juice is sucked up by vacuum and filtration are mixed
with the mixed juice the reside comes from that called "filter cake" and it is sent out as one
bi-product and which is used as fertilizer.

Required machainary supplied by:

These machineries are bought from the companies, which are given below.
 M/s buckar wolt india ltd., (pune)
 The nijam sugar factory, sugar machinery division, nagarjuna sagar.
 Bhelltd.,hyd
 Bellies india ltd., calcutta.
 Iscec john thomson water tube boiler.

Production process:

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 In the beginning of production process, sugar canes are loaded into a container, cane
carrier carries them into cane kicker. It helps to maintain a uniform level of sugar canes. Cane
cutters cut the whole cane into small pieces and even cut the layer of the cut cane.
Those small pieces are send into crusher. By crushing that small pieces of sugar cane
more juice
Will be extract. The mill entrant the more juice which goes to process of
manufacturing of sugar. There will be 4 mills, in each mill there are three volues. The
prepared cane to 1si mill and there it will be crushed. The product canes from discharge
rollers of 1st mill is called primary juice.
Life wise the primary baggage passes through remaining 3 mills.either hot water or
cold water or both are used as macuration water, which is used at the 4 lh mill for extraction of
more juice.

 Vacuum pans
 Condensation plant
 Water cooling system
 Cooling, curing and drying
 Sugar dryers
 Gardens
 Molasses weighment
 Steam power plant (boilers)
 Chimney
 Power plant
 Miscellaneous items
• Sugar muter
• Sugar elevators
• Diesel generation
• Final molasses storage tank
• Furnace of oil storage tank
• Baggage elevator
Contents (or) raw materials of sugar:
• Sugar cane and
• Chemical
List of chemicals which in vqlves in the production process:
• Burnt lime
• Sulfur (so 2)
• Sodium exhamata phosphate
• Viscosity reducer
• Anti sealant
• Descalant
• Hydrogen peroxide (h2o2)

14
List of mechinery, which involves in the production process
• Cane carrier
• Cane kicker
• Cane levelers
• Cane cutter
• Crusher
• Mills
• Juice wiggling scale
• Juice heaters
• Sulfur burner
• Filter presser
• Carbonation plant
• Evaporation plant
• Syrup treatment plant
Sugar manufacturing process:
 Sugar occurs in greatest quantities in sugarcane and sugar beet from which it in
separated for commercial use. The process of refining is carried out in the following
steps. (2)
 Processing of sugarcane to extract the juice.
 Boiling the juice until it begins to thicken and the sugar begins to crystallize.
 Spinning the crystals in a centrifuge to remove the syrup, producing taw sugar.
 Shipping the raw sugar to a refinery where it is washed and filtered to remove.
 Remaining non-sugar ingredients and color.
 Crystallizing drying and packaging the refined sugar.
Share capital:
 Government:
• 1. No. Of shares: 88.568
• 2. Value of each share: rs. 500.00
• 3. Total share value: rs.442.84 lakhs
Other members:
• 1. No. Of shares: 14.190
• 2. Value of each share: rs. 500.00
• total share value: rs.70.95 lakhs
The factory had commenced its trial crush during 1983-84 and commercial crush
during 1984 - 85 season.
COMPUTERIZATION:
There are 3 computers in the office for the purpose of some official works and office
information like giving permits, salaries to employees and workers etc, but the management
did not computerize the company only one person is there to operate the computers at the
office timings 9 to 6 clock.

15
 Company profile
during the year 2001-02 madhucon sugars limited was incorporated to purchase and
takeover the sick sugar mil namely the plair comparative sugars limited. Established in1982.
At the time of taking over, the company had net profit in the first year of operation itself.
later the company’s name was changed as “madhucon sugar industries limited”.
This company is one of the companies in group company of madhucon projects limited
which is having diversified activities of construction of infrastructures projects like roads,
buildings, flyovers, granites, sugar and allied products.
madhucon group is working on projects in various core sectors of nation as
importance like highways, irrigation, producing the construction materials, power houses, all
of which, no need to are so essential now for the all round infrastructures development of the
nation.
About madhucon sugar industries ltd:
Madhucon sugar and power industries limited was registered on 5th november 2002,
which was purchased under private scheme with capacity of 1250 tones per day. The factory
is located at rajeswarapuram village in khammam district. The factory and service area
consists of 207 villages situated in radius of 35 kms. And the company has 5.577 registered
cane formers.
madhucon sugar and power industries is one of the group companies of infrastructure
projects like roads, bridges, canals buildings, flyover, granites, sugar and allied products.
the group turnover is around 600 cores and earning reasonable profits. The present
market price of madhocon projects limited share of rupees 200 each is coating around
rupees 300.
History :
Madhucon projects limited, hyderabad, the flagship company of madhucon group was
established in 1983. It was converted into a private limited company in 1990 and became a
public limited listed company in 1995. We acquired a truly wide and solid base of experience

16
in major areas of industrial and infrastructure construction- highways, irrigation, property
development etc.

The following are board of directors of company

Designation Name
Chairman Sri nama seethaiah
the company also
Executive director Sri nama krishnaiah
purpose to setup now project
Director Sri k. Srinivasa rao
for the production of
Auditors Kotta & company
alcohol/ethanol from
Chartered accounts
molasses and cereal gains
with installed capacity of
65klpd.

Table 2.2 financial highlights:

Financial highlights 31.03.2016 31.03.2015

Gross income. 2335.46 1986.348

Profit/(loss)before
(117.50) (-21.09)
depreciation &taxes
Depreciation 241.48 198.43
Profit/(loss) 67.48 5.69
Provisions for tax - -
Profit/(loss)after tax 67.48 5.69
Paid-up equity share
585.48 515.35
capital

17
Review of operation:
During the year under review, our company crushed 147315.741 mts (previous period
259114.156 mts) of sugarcane and produced 1,09,450 qts (previous period 156737 qtls)
sugar, 7170.670 mts (previous period 11999.67 m.ts) molasses and achieved the turnover of
rs. 1921.18 lakhs (previous period 3243.08 laksh). After providing depreciation of rs. 129.97
lakhs (previous period rs. 146.97 lakhs) net loss is rs. 77.44 lakhs (previous year profit of rs.
4.68 lakhs).
The company could able to crush only 1,47,315.741 mt, though the cane was
available to the extant of 2,70,000 mt for the season. The company sent the balance cane to
other nearby sugar mils for crushing. This was happened because of mechanical problems of
the existing sugar mil. The turnover of the company has come down because of not selling of
sugar and molasses stocks because of adverse market conditions. Your directors are hopeful
for the improved situation from the ensuing financial year.
directors are happy to inform that the new sugar mill with the crushing capacity of
3500 m. Ts per day has been completed in all respects and commissioned successfully during
the year 2007-08.
directors would like to inform that the cane availability for the season 2008-09 will be
around 70,000 m. Ts. This is happening because of shifting of farmers from sugar cane to
paddy crop because of higher realizations.
However your directors are initiated various developmental works by way of
extending financial assistance and subsidies in the form of cash and cane seed at free of cost
to the cultivators and also providing financial assistance for digging wells, providing pvc
pipes, fertilizers, weedicides, cane seeds etc to improvise the cane cultivation area. Your
directors are hopeful of improved cane availability to the extent of 5, 00,000 m, ts per annum
during the next 3 to 4 years.
directors are also happy to inform that the 20 mw co-gen plant will likely to be
commissioned by september, 2008 and the company has entered into power purchase
agreement with a.p transco for a short period of 2 months. After the operations of the power
plant are stabilized and achieved the targeted rate of production, the company is proposing to
sell power on long term basis with pts india limited, because of higher price realizations.
Once the power plant is commissioned with the rated capacity your directors are confident of
achieving better financial performance during the year 2008-09.

18
 though the financial tie-up has been completed for 65 klpd distillery plant, the
implementation work for the plant has not yet been started. The company has obtained
certificate for certificate for establishment for distillery plant form government of andhra
pradesh and likely to get certificate for manufacturing of distillery from prohibition and
excise department, government of andhra pradesh. The project implementation work is likely
to stat from november 2008 and expected its commercial operations by july 2009.

Employee relations:
The relations with the employees continue to be cordial. Our directors express their
appreciation for the dedicated services of the employees and officers of the company for
fulfilling the objectives and attaining the goals of the company.
None of the employees of the company was in receipt of remuneration, which in the
aggregate exceeded the limits specified under sub-section (2a) of section 217 of the
companies act, 1956.

Management team:
sri n nageswara rao, the founder of madhucon group, is an entrepreneur with a
clear vision who established the name of madhucon in the indian and global markets. A man
known for his unrelenting passion for quality, has taken the group to new heights as
evidenced by the fact that a rs 2/- share of madhucon projects limited, the flagship company
of the group, has gone up more than 100 times and is quoted at rs 282/- on the premier
bombay stock exchange.
He has an uncompromising spirit on principles, an eye for detail--both major and
minor. Putting work before self and using his cutting edge human resources, placed the group
in a commanding position. His leadership qualities endear him to the madhucon family,
demonstrated by the loyalty of the personnel and their work ethos. He can discriminate
between the good and the bad easily and is a quick decision maker.
The qualities of compassion, foresight, wisdom, punctuality, single minded
concentration on the objectives, instant decision making and evaluation of strengths,
weaknesses, opportunities and threats (swot) embedded in him, have taken the group to new
heights with a phenomenal growth in the recent years. Mr.nageswara rao's untiring efforts in
constantly nurturing the organization from scratch made it possible for the company to
achieve the recognition of being the fastest growing construction company of the year in
2004. His able guidance, visionary leadership.

19
Managing directors:
Sri n seethiah, the managing director is a technocrat in-charge of the execution of the
massive projects madhucon undertakes in various states. He is always mobile and is quick in
decision making. He can assess what is required for the project to race ahead and takes timely
decisions to see that the project is not starved of good management. He is well versed in cost
estimation and is an effective public relations manager.

These qualities in him coupled with the positive attitude of making others learn on the
job, enable mpl to successfully complete the projects, some of them even before scheduled
time, earning reputation and awards for the company.
Sri n krishnaiah, managing director, ably handles the operations in the granite field.
His passion for granite mining is well proven. His 16 years’ experience in the fields of survey,
mining and marketing has led madhucon group to own and operate granite quarries of many
hues and colours.his commitment, dedicated work and ambitious plans are a boon to
madhucon granites, which is set to soar high with the existing opportunities and ebullient
markets encompassing the granite industry.
Divisions :

To facilitate concentrated working and fast expansion, madhucon has set up 7 operating
divisions.
 Bot projects
 Highways & airports
 Irrigation
 Hydel power
 Property development
 Water resources
 Overseas projects
joint ventures & consortiums partners:
Sinohydro corporation, beijing, china (a us$2 billion company) specializing in water
resources projects (madhucon-sinohydro jv)
• Binapuri sdn bhd, malaysia, experts in highways and property development
(madhucon-binapuri jv)
• Kanchanjunga constructions, nepal, a leading construction company
(madhucon-kanchanjunga jv)
Special strengths:

20
 We are well equipped for infrastructure construction, particularly in the areas of
expressways and toll roads; we have built hundreds of kilometers of roads, including national
and state highways and expressways. Equally noteworthy are our projects in the irrigation,
property development and railway sectors.
Future outlook:
Madhucon projects limited is one of the top players in india in the construction
engineering sector. Madhucon desires to participate in a big way in the property development
sector as well.
With the increasing impetus being given by the government of india in its yearly
budget for infrastructure development, madhucon aspires to bag several prestigious projects.
Madhucon is also studying the overseas markets and keenly watching the developments with
a view to make an entry into the world markets at an appropriate time.
Production scenario:
Product : sugar
Bi-products : bag gases
Molasses : filter cake
 Bag gases is used as fire wood o run boilers.
 Molasses is uses in the manufacture of distillers like alcohol & sprit & ethanol etc….
Filter cake is used as manure for the agriculture.

Theoretical framework

21
Training programs in madhucon sugar and power industries ltd. Kothagudem:

Introduction

Training and development is an attempt to improve the current and future employee
performance. It is an organized by which employees will learn knowledge skills and attitudes
for a job purpose.

Training and development need=standard performance – actual performance. The

department head will raise a note of approval to the to gm through the finance commercial
and administration manager regarding certain essential contribution to the organization but
also with the following aspects.

 Increase morale of employee

 Employees efficiency and
 Better human relations
 Reduced supervision
 Increase organizational viability and flexibility

Purpose

To ensure that all employees are adequately trained to enable them to perform their
duties in the most competent and effective way to identity future requirements to maintain
and improve standards and develop staff for higher positions or other duties at the same level.

Scope

This procedure applies to all the employees at madhucon sugar and power industries ltd.
Kothagudem

 Employees efficiency and

 Better human relations
 Reduced supervision
 Increase organizational viability and flexibility.
Responsibility

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 The sr. Manager – finance, commercial and administration is responsible for
continuous improvement of this procedure.

Procedure

Specified positions is the power station organization will have an identified and
agreed set of basic training modules that must be completed prior to or during the initial
stages of appointment. Training consists of formal and informal elements., and ongoing
assessments confirm the efficacy of training received.

Training plan

The training plan is a compilation of all training needs identified by each supervisor
and department manager during year-end appraisals. The training plan will be submitted to
the the department after the annual appraisal which in turn refer to training plan or training
schedule.

The training plan will identify training needs of continuous improvement training may
be both internal and external and include informal on-job training.

At periodic intervals assessments will be carried out to check progress against plans.
Training records maintained by the department include training and seminars attended from
previous companies, training received and instantiate future requirements for individual staff
of training and seminars

If no training was identified during annual appraisal or no training plan is submitted to

the department after the annual appraisals.

For many site positions, on-job training is an essential element to complement the
formal training. Modules identified covering areas of required knowledge complement the
formal training. The departments manger will be responsible for directing, training and
assessing progress and recommending acceptance of levels achieved.

Future requirements

23
 During the annual staff appraisal each employee’s retaining or future training
requirements will be identified. These will be agreed by the supervisor and confirmed by the
sr.manager. Such need will be consolidated into the training plan.

Qualifications

In deciding training needs to prepare staff for progression, their qualifications and
experience will be reviewed to decide if they are sufficient or whether further formal
education is required for entry onto further training.

Madhucon sugar and power industries ltd. Kothagudem

The training modules at madhucon sugar and power industries ltd. Kothagudem
consist of the following:

 Function related training in the areas of operation, maintenance, materials, finance

and administration and it. This training is essentially provided to the employees
based on the training needs identified, an appropriate course/programme is
recommended by the department manager, while the performance assessment is
done.
 Fire fighting safety and occupational health related training _ all the employees of
madhucon sugar and power industries ltd. Kothagudem, and the contract workers
etc. Are covered for this programme. This training is an ongoing, on the site
course conducted by the manager – safety, fire & technical services, with/without
assistance of outside faculty.

 Management development programmers _ these are considered on a case-to-case

basis, with the recommendation of the department manager and by the approval of
the general manager.

 Computer literacy programmers – the training courses related to computer literacy

are provided progressively to cover respective employees of madhucon sugar and
power industries ltd. Kothagudem.

 Statutory requirements related training – any mandatory certifications required of

staff operating the power station and the related works, appropriate training is
provided to the staff for fulfilling the requirement.

 The training department compile the information and appropriately approach the

24
 concerned agency for proving the required training on receipt of the information
of training programme/plan form agency. The individuals is nominated for the
training with the due recommendation of the department manager and by the
approval of the general manager.

 Keeping in view, the cost consideration and the budget availability, training venue
will be normally located on site, however for external training residential
programmes are to be given preference over the non-residential programmes.

Implement training

for onsite programmes, the department will raise a note of approval to the general
manager through the sr.manager, regarding which enrich the individual not only in his
contribution to the organization, but also with the following aspects:

 Increases morale of employee

 Employee’s efficiency and efficacy
 Better human relations
 Reduced supervision
 Increased organizational viability and flexibility
Madhucon sugar and power industries ltd. Kothagudem is providing facilities to its
faculty/trainers who are coming to the site depending on case-to-case basis like
transportation, accommodations as per approval by the general manager, and are arranged by
the asst. Communication officer.
Training facility

a training area consisting of lecture rooms, facilities, etc., will be provided on site.
Madhucon sugar and power industries ltd. Kothagudem will have a well equipped training
room with facilities like ohp-projector, video –show, while boards, show-charts etc., in the
administration building/training hall to conduct training, seminars, first aid sessions etc.,
furthermore, a well-equipped training room will be maintained in the fire station for the
continuous training and development, which is required more in the plant.

25
Trainees details

To ascertain the background and level of knowledge of the trainings of following

information will be made available to the trainer:

 Job position
 Academic levels
 Numbers and experience
 Training attainments required
 Feedback and assessments

Feed back / evalution

It is difficult to measure the efficacy of training because of its abstract nature and
long-term impact on the trainees and the organization. However it can be evaluated in various
methods:

 Training objectives (setting goals)

 Evaluation criteria (meeting its objectives)
 Collection of infrastructure (data bank)

Retention of training plans and records

Training plans shall be retained for a period of 6 years. Training records of the
individual’s staff shall be retained for a period of 2 years after leaving the company. Process
flow sheet for training power station staff is attached in the appendix for reference.

Training methods of madhucon sugar and power industries ltd. Kothagudem

 Overseas training
 External training
 In-house training

Overseas training

All administrative co-ordination with regard to overseas training will be carried out by
the corporate hr department for training purpose executive are sent to the following countries.

26
 o Australia
o England
o Malaysia
o Singapore
o Usa

External training
Based on approval the co-coordinator of hr department will initiate action with the
training agency institution and confirmation participation will be the responsibility hr
department.

In house training

In respect of in house training hr. Department will initiate necessary action and
coordination with the faculty and conducting of programmed will be under taken by hr
department.

Training methodology

Introduction

Employee training is a specialized function and is one the fundamental operative

functions for human resources management.

Training is a shout-term educational process and utilizing a systematic and organized

procedure by which employees learn technical knowledge and skills for a definite purpose.

In other words training improves, changes, moulds the employee’s knowledge, skill,
behavior, aptitude, and attitude towards the requirements of the job and organization.
Training refers to the teaching and learning activities carried on for the primary purpose of
helping members of an organization , to acquire and apply the knowledge, skills, abilities and
attitudes needed by a particular job and organization .

Organization and individual should develop and progress simultaneously for their
survival and attainment of mutual goals. So every modern management has to develop the
organization through human resource development. Employee training is a specialized
function and is one of the fundamental operative functions for human resources management.

27
Meaning

after an employee is selected placed and introduced he or she must be provided with
training facilities. Raining is the act of increasing the knowledge and skill of an employee for
doing a particular job. Training is short-term educational process and utilizing a systematic
and organized procedure by which employees learn technical knowledge and skills for a
definite purpose. Dales definition beach define training as,

DEFINITIONS

training can be defined as “the organized procedure by which people learn knowledge
and |or skill for a definite purpose.” (dale s. Beach)

In other words, training improves, changes, moulds the employee’s knowledge, skill,
behavior, aptitude and attitude towards the requirements of the job and organization.

“training consists of planned program designed to improve performance at the

individual group and/or organizational level which in turn gives measurable change in
knowledge, skill, and/or social behaviour. (wayne cassio)

Training is the process of teaching a new employee the basic skill they need to
perform their job. (gray dessler)

Principles of training

Motivation

As the effectiveness of an employee depends on how well he is motivate u

management, the effectiveness of learning also depends on motivation. Thus the training
must be released to the desires of trainee such as more wages or better job, recognition,
status, promotion, etc. The trainer should find out the proper ways to motivated experienced
employees who are already enjoying better facilities in case of re-training.

Progress information

It has been found by various research studied that there is a relation between learning
rapidly and effectively and providing right information specially and as the trainer should not
give excessive information that can be misinterpreted. So, the trainer has to provide only the
required amount of progressive information especially to the trainee.

28
Reinforcement

the effectiveness of the trainee in learning new skills or acquiring new knowledge
should be reinforcement are promotions, rise in pay, praise etc., negative reinforcement is
punishments. Management should take proper care to award the successful trainees.

Practice

A trainee should actively participate in the training program in order to make the
learning program an effective one. Continuous and long practice is highly essential for
effective learning. Jobs are broken down into elements from which the fundamental physical,
sensory and mental skills are extracted.

Full vs part
it is not clear whether it is best to teach the complete job at a stretch or deciding the
job into parts and teaching each part a time. If the job is complex and requires a too long to
learn, it is better to teach part of the job. Generally the training process should start from the
known and process should start from the known and process to the unknown and from the
easy to the difficult parts are thought. However, the trainer has to reach the trainees based on
this judgment on their motivation and convenience.

Individual difference
individual training is costly, and group training in economically viable and
advantageous to the organization. But individuals vary in intelligence and aptitude from
person. So the trainer has to adjust program to the individual abilities aptitude.
Typical topics of employee training
o Communications: the increasing diversity of today’s workforce brings a wide variety
of languages and customs.

o Computer skills: computer skills are becoming a necessity for conducting

administrative and office tasks.

o Customer service: increased competition in today’s global marketplace makes it

critical that employees understand and meet the needs of customers.

o Diversity: diversity training usually includes explanation about how people have
different perspectives and views, and includes techniques to value diversity.

29
 o Ethics: today’s society has increasing expectations about corporate social
responsibility. Also, today’s diverse workforce brings a wide variety of values and
morals to the workplace.

o Human relation: the increased stresses of today’s workplace can include

misunderstandings and conflict. Training can people to get along in the workplace.

o Quality initiatives: initiative such as total quality management, quality circles,

benchmarking, etc., require basic training about quality concepts, guidelines and
standards for quality, etc.

o Safety: safety training is critical where working with heavy equipment, hazardous
chemicals, repetitive activities, etc., but can also be useful with practical advice for
avoiding assaults, etc.

o Sexual harassment: sexual harassment training usually includes careful description

of the organization’s policies about sexual harassment, especially about what are
inappropriate behaviors.

Benefits of training

benefits of training are multi-faced. Training benefits the organization, individual and
in the formulation of policies an in maintenance of relations. These benefits are,

How training benefits the organization

 Leads to improved profitability and/or more positive attitudes toward profits orientation.
 Improves the job knowledge and skills at all levels of organization.
 Improves the morale of the workforce.
 Helps people identify with organizational goals.
 Helps create a better corporate image.
 Fosters authenticity, openness and trust.
 Improves the relationship between boss and subordinate.
 Aids in organizational development.
 Learns from the trainee.
 Helps prepare guidelines for work.
 Aids in understanding and carrying out organizational policies.

30
 Provides information for future needs in all areas of the organization,
 Organization gets more effective decision-making and problem solving.
 Aids in development for promotion from within.
 Aids in increasing productivity and/or quality of work.
 Improves labour-management relations.
 Creates an appropriate climate for growth, communication.
 Aids in improving organizational communication.
 Helps employees adjust to change.
 Aids in handling conflict, there by helping to prevent stress and tension.

Benefits of the individual which in turn ultimately should benefit the organization

 Helps the individual in making better decisions and effective problem solving.
 Through training and development, motivational variables of recognition,
achievement, growth responsibility and advancement are internalized and
operationalised.
 Aids in encouraging and achieving self-development and self-confidence.
 Helps a person handle stress tension, frustration and conflict.
 Increases job satisfaction and recognition.
 Moves a person toward personal goals while improving interactive skills.
 Satisfies, personal needs of the trainer (and trainee).
 Provide the trainee an avenue for growth and a say in his/her own future.
 Develops a sense of growth in learning.
 Helps eliminate fear in attempting new tasks.

Benefits in human relations, intra and intergroup relations and policy implementation

 Improves communication between groups and individuals..

 Provides information on equal opportunity and affirmative action.
 Provide information on other governmental laws and administrative policies.
 Improve interpersonal skills.
 Makes organization policies, rules and regulation viable.
 Improves morale.

31
 Build cohesiveness in groups.
 Provides a good climate for learning, growth, and co-ordination.
training matches the employee with the job from time to time.the importance of
training can also be viewed from the need for training and the advantages of training.
Kinds of training

Induction training

Orientation training it is concerned with the problem of orienting a new employee to

the organization and its proceeding rules and regulations. It helps in getting him introduced to
the organization help him to get a general idea about the rules, regulation, and working
conditions.

Job training

Training for a job is the most common of formal in plant training programmatic is
necessary for a new a employee to acquaint them with the jobs they are expected to perform
various on the job and off the trading techniques are adopted to educate the employee.

Refresher training

It is meant for the old employee of the enterprise the basic purpose of refresher
training is to acquaint the existing workforce with the latest method of performing their jobs
and improve their efficiency further.

Internship training

Under this method the vocational or professional institute enters is to arrangement

whiter a big business enterprise for providing practical knowledge to its students by gaining
actual work experience, the period of such training various from 6 month to 2 years.

Remedial Training

It indented to the refresh the skills and knowledge which are being used. It is tailored
to individual needs.

32
Craft training

Training for craft man ship involves preparation not for a single job but for the many
types of related which can as assigned competent craftsman. The intensity differs from issue
to issue apprenticeship training is the major adopted for the type of training.

Safety training

It involves importing workers as to now various equipments can be handled safety

precautions that must be under taken to ensure safety, action to be taken when an accident
occurs.

Training contents for different categories of employees

Training methods and contents may not be the same for different categories of
employees. As such management has to train the employees of different categories and
different area and through different methods based on the job analysis. Training methods and
contents for few jobs are discussed here under.

For management

Most of the time attention has been given to what steps a manager can take to aid in
the development of others. Managers should not ignore their own development. Much of
what has been other applies equally to managers to aid the learning of others managers need
to continue their own development and learning.

Training activities have their place in development and are extremely valuable way of
acquiring and improving skills but learning to happen fully. Those skills have to be put to use
so it is the development of skills on the job and transfer of learning to the job that are of
immense important to any organization.

Training and development should stress topics such as finance, journalisms political
and governmental bodies, economics etc., for managers. By and large top managers need
have little technical expertise within the companies’ specialists. The manager’s knowledge
and skills are being based on ability to control their companies’ relationships with the outside
world. They need to know actually the forms standing within the economic and social
environment and will need think creatively with a high degree of conceptual skill. The top
executive must be able to

33
  Forecast
 Plan
 Formulate policy
 Deal with outside bodies
 Integrate varying deplane
Middle managers are who execute the policies which are framed by top eve-the target set
through resource management they have to achieve given to him. So, he will need a
throughout knowledge of:
 Production planning
 Cost analysis
 Personal administration
 Date processing
 Industrial relations
 Management services
 Operation research
Sales person

For sales person the emphasis should be towards on-the-job as well as off the training
methods are used. Course content include job knowledge, organizational knowledge, about
the company products, customs, competitors sales administration procedures, law concerning
sales, special skills like prospecting, making presentation, handling, objections, closing the
sales etc., employee attitude such as loyalty to the company and trust in company products
understanding and tolerance with regard to potential and existing customers.

For clerical Employees

Emphasis may be given on the off-the-job training in the clerical includes

organization and methods, personal. The training content company policies, procedures and
programmes, background knowledge of the company, forms, report, written communications,
clerical aptitude maintaining ledgers, records etc.

34
Training and development methods

The training and development methods are ways of training the employee in
improving their skills and development and selection of the correct methods, is also a crucial
one in training and development programme. Training methods are broadly divided into two
types they are:

 On the job

 Off the job

On the job

In this the trainee learns under the supervision and guidance of a qualified worker or
instructor; on-job training is giving firsthand knowledge and experience under the actual
working conditions. This includes 5 techniques, which are:

 Job rotation
 Coaching
 Job instructions

Job rotation

This type pf training involves the movement of the trainee from the one job to
another. The trained receives job knowledge and gains and experience from his supervisor or
trainer in each of the different job assignments. This method gives opportunity to the trainee
to understand the problems of employee and other jobs and respect them.

Coaching

The trainee is placed under a particular supervisor and he functions as a coach in

trainee the individual. The supervisor provides feed back to the trainee in the performance
and offers him some suggestions for improvement. Often the trainees share some of the
duties and responsibilities of the coach and relief him of his burden. A limitation of this
method of training is the trainee many not have the freedom or opportunity to express his
own ideas.

35
Job instruction

This method is also known as training through step by step. Under this method, trainer
explains the trainee the way of doing the job, knowledge and skills and allows doing the job.
The trainer appraises the performance of trainee, provides feed back information and corrects
the trainee.

Off the job

In this method the trainee is separated from the job situation and his attention is
focused upon learning the material the related to his future job performance. Since the trainee
is not distracted by job requirements, he can place his entire concentration of learning rather
than spending his time in performing it. They are free to express their doubts and the
opinions. This includes the following techniques, which are:

 Vestibule train
 Role playing
 The case study
 In basket method
 Lecture methods
 Simulation
 Conference or discussion

Vestibule training

In this method actual work condition or simulated in a class room. Material files and
equipment hose are used in actual job performance are also used in training. This type of
training is commonly used for training personal semiskilled jobs.

Role playing

It is defined as a method of human interaction that involves realistic behavior in

imaginary situations. This method of training involves action, doing the practice. The
participants play the role of certain char actors, such as the production manager mechanical
engineer superintendence, maintenance engineer, foremen and the like.

36
Case study

Present an in depth description of a particular problem an employee might encounter

on the job. The employee attempts to find and analyze the problem, evaluate alternative
courses of action & decide what course of action would be most satisfactory.

In-basket method

Also known as in-tray method of training. The trainee is presented with a pack of
papers & files in a tray containing administrative problems & is asked to take decisions on
these problems & are asked to take decisions on these within a stipulated time.

Lecture methods

The lecture is a traditional and method instruction. The instructor organize the
material and gives it to a group of trainees in the form of a talk to be effective the lecture
most motivate and create the trainees and advantage of lecture that it is direct and can be used
for a large group of trainees. Thus cost and time involved are reduced.

Simulation exercise

Any training activity that explicitly places the trainee in an artificial environment that
closely mirrors actual working conditions can be considered a simulation. Simulation
activities include case experiences, experiential exercises, vestibule training, management
games & role-play.

Conference or discussion

It is method of training clerical, professional and supervisory personnel, this method

involves a group of people who pose ideas, examine and share facts ideas and data. Test
assumptions and drawn conclusions, all of which contributes to the improvements of job
performance. Discussion involves hence feedback is provided.

37
Training Techniques

According to the most important techniques of human resource development, no

organization can get a candidate who exactly matches with the job and organizational
requirements. Hence training is important to develop the employee and make him suitable to
the job. Job and organizational requirements are not static. They are changes from to time in
view of the technical advancement. That’s why continuous training is needed pro gross and
development of the organization depends on training and development activities to greater
extent. Specifically the need from training arises due to the following reasons:

 To match the employee specification with the job requirements and organizational
needs
 When technical advancement takes place
 Organizational complexity
 Change in the job assignment
 Increase productivity
 Improve quality
 Help a company to fulfill its future needs
 Improve organizational climate
 Effect the personal growth
 Minimize the resistance to change

38
Steps in training programme

Training programmes are a costly affair a time consuming process therefore they need
to be drafted very carefully. Usually in the organization the training and development
programmes, the following steps are considered necessarily. They are,

Steps in training programme

 Discover in training programme.

 Discover or identity the training and development needs
 Getting ready for the job
 Preparation of the learner
 Presentation of operations and knowledge
 Performances
 Try out
 Follow-up and evaluations of the programme

Discover or identity the training and development needs

This is done on the basis of the organizational analysis, job analysis and man analysis.
Training methods and course content are to be planned on the basis of training needs.
Training needs are those aspects necessary to perform the job in an organization in which
employee is lacking attitude, knowledge, and skill.

training needs - job and organizational requirements- employee specification getting

ready for the job; under this step, it is to be decided who is to be training the new comer or
the older employee, is the supervisory staff, and is all of them.

Selected from different departments, the trainer has to be prepared for the job, for
he/she is the key figure in the entire program. Preparation of learner this step consists:

 In putting the learner at case (so that he does not feel nervous because of the fact he is
on new job)
 In stating the importance and ingredient of the job and its relationship
 In explaining why he is being taught.
 In explaining interest and encouraging questions, finding out what the learner already

39
 knows about his job or other jobs.
 In explaining the “why of the whole job and relating it to some job the worker
already knows.
 In placing the learner as close to his normal working position as possible.
 In familiarizing him with the equipment materials, tools trades terms
Performance tries out

Under this the trainee is asked to go throw the job several times slowly, explaining
him each step. Mistakes are corrected and if necessary, some complicated steps are done for
the trainee the first time. Them the trainee is asked to do the job, gradually building up skill
and speed as soon as the trainee is asked to do the job, gradually building up skill and speed
as soon as the trainee demonstrates that he can do the job right way, he is put on his own, but
not abandoned. The trainee is then tested and the effectiveness of the training program
evaluated.

 Giving written or oral tests to trainee

 Observing the trainee on the job itself and administering performance test to them
 Finding out individuals or a groups reaction to the training program while it is in
progress and getting them to fill up evaluation sheets
 Arrange structured interviews with the participants or sending them questionnaires by
mail.
 Eliciting the opinion or judgment of the management about the trainee’s performance.
Through one or a combination of these devises, the validity of training programmers may
be ascertained. If there are errors or weakness, they should be corrected and instruction
repeated, if necessary, till the trainer knows that the trainee has learned whatever has been
imparted to him.
Follow up

This step is undertaken with a view of testing effectiveness of training efforts. This
consists in:

 Putting a trainee “on his own”

 Checking frequently to be sure that he has followed instructions
 Tapering of extra supervision and close follow-up until he is qualified to work with
normal supervision.

40
  It is worth remembering that if the learner has not learned, the teacher has not taught.
Characters of learning process

Learning principles: according to andrew f.sikula learning process defined as that

human process by which skills, knowledge habits and attitude are acquired and utilized in
such a way that behavior is modified. Models of human learning are studied in order to find
out the reasons for fast and accurate learning.

 All human beings can learn

 An individual must be motivated to learn
 Learning is active but not passive
 Learners may acquire knowledge more rapidly with guidance feedback ensures
improvement in speed and accuracy of learning.
 Appropriate material (like case studies, tools problem, reading etc.) Should be
provided.
 Time must be provided to practice learning
 Learning methods should be varied, variety of methods should be introduced off-set
fatigue boredom.
 The learner must secure satisfaction from learning. Education must fulfill human
needs desire and expectations.
 Learners need reinforcement of correct behavior

 Standards of performance should be test be set for the learner

 Different levels of learning exist

 Learning is an adjustment on the part of an individual

 Learning is a cumulative process

 Ego involvement is widely regarded as a major factor in learning

 The rate of learning decreases when complex skill are involved

 Learning is closely related to attention and concentration

 Learning involves long-run retention and immediate acquisition of knowledge.

 Accuracy deserves generally more emphasis then speed

 Learning should be relatively based.

 Leaning should be goal oriented

41
Human resource factors

Training programme can also evaluated on the basis of employee satisfaction which in
turn can be viewed on the basis of

 Decrease in employee turnover

 Decrease in absents
 Decrease in number
 Betterment of employee morale
 Decreases in grievance and disciplinary cases
 Reduction in time to earn piece rates
 Decrease in the number of discharge or dismissals
Performance tests

In this immediate sense, the specific coerce of training can be evaluated in terms of
written and performance tests. The test is supported by a sample of what the trainee knows or
can do. Successful accomplishment of the tests would indicate successful training but the true
test is whether or not what has been learned in training is successful training but the true test
is whether or not what has been learned in training is successfully transferred and appalled to
the job. It is dangerous to rely upon tests along to demonstrate the true value of training.
Performance appraisal on the job before and after training may be supplemented to the tests.

42
 Training procedure

Evaluate the trainee

Identify the training needs

Design the training needs

Prepare cost budget and foresee benefits have cost benefit analysis

Design trainings content methods and media

Prepare the instructor

Prepare the trainee

Get ready to teach

Implement the training programme

Present the operations

Gin the acceptance of the programme

Try out the trainee’s performance

Job and organizational analysis

Evaluate the results

Update the programme

43
 DATA ANALYSIS AND INTERPRETATION

1. How much service you have put up in your present job?

Sno Opinion No. Of respondents % of respondents

A Five years 22 22
B More than five years 64 64
C Ten years 14 14
Total 100 100

Interpretation:

It was found that the major number of respondents felt that the training programmes
were relevant to the work environment to a reasonable extent followed by some to a great
extent and very little respondents to a small extent some even felt that the training
programmes were not at all relevant to the work environment. Service you have put up in
your present job five years 22%, more than five years 64%, ten years 14%

2. Have you attended any training programmes in your service?

44
 Sno Opinion No. Of respondents % of respondents

A Yes 80 80

B No 20 20

C None 0 0

Total 100 100

Interpretation:

It was found that many respondents attended for the training programmes in all the
areas followed by behavioral, functional and environmental. Training programmes in your
service Yes 80%, no 20%.

45
3. What type of Training programmes you have attended?

Sno Opinion No.of respondents % of respondents

A Induction 25 25

B In-house 33 33

C Within India 42 42

Total 100 100

Interpretation

It was found that from the response that major number of respondents were given
prior idea about the training topic while some responded that they were not given prior idea
the training topic when they were nominated for a training programme and a very little
percentage of respondents said that they were not aware of it. Training programmes you have
attended induction 25%, In-house33%, within India 42,

46
4. How much learning experience you have obtained in your present job by attending the
training programmers?

S no. Opinion No.of respondents % of respondents

A Little 38 38

B lot 32 32

C None 30 30

Total 100 100

Interpretation

It was found from the respondents that most of them have attended the training
programmes 12 months back followed by 6 months, 9 months and lastly 3 months back.
Some employees even did not attend a training programme from past two years. Your present
job by attending the training programmers little 38%, lot 32%, none 30%

47
5. Was the training programmes you attended are interesting and motivational?

Sno Opinion No.of respondents % of respondents

A Yes 90 90

B No 10 10

c None 0 0

Total 100 100

Interpretation

Training programmes you attended are interesting and motivational yes 90, no 10.

6. Was the faculty of the programmes is knowledgeable?

48
 Sno Opinion No.of respondents % of respondents

A Yes 100 100

B No 0 0

C None 0 0

Total 100 100

Interpretation

This table reveals that 80% of the respondents are satisfied with one week training in their
present job and 20% are satisfied with three days training and none agree with one day
training . The faculty of the programmes is knowledgeable yes 100, no 0.

49
7. Was the course material given to you are an appropriate level?

Sno Opinion No.of respondents % of respondents

A Yes 40 80

B No 10 20

c None 0 0

Total 50 100

Interpretation

The course material given to you are an appropriate level yes 80%, no 20.

50
8. Was the training programmes are well organized?

Sno Opinion No.of respondents % of respondents

A Yes 50 100

B No 0 0

c None 0 0

Total 50 100

Interpretation

It was found from the respondents that feedback is collected through questionnaires to a great
extent followed by tests to a small extent. Some said that feedback is collected both by

51
questionnaires and tests, but no one responded to interview feedback. So, feedback is not
collected through interviews. Training programmes are well organized yes 100, no 0.

9. Are the training and teaching aids used in the programmes are satisfactory?

Sno Opinion No.of respondents % of respondents

A Yes 34 72

B No 16 28

c None 0 0

Total 50 100

interpretation

it was found from the response that most of the respondents agreed and strongly agreed with
the training policy adopted by the organization. It was even found that some of the

52
respondents responded that they strongly disagree with the organization’s training policy.
The training and teaching aids used in the programmes are satisfactory yes 72%, no, 32%.

10. Do you feel that your superiors are providing enough scope to attend the required
training?

Sno Opinion No.of respondents % of respondents

A Yes 27 54

B No 23 46

C None 0 0

Total 50 100

Interpretation

It was found from the response that major number of respondents felt, the overall rating to the
training programmes is good followed by some to a satisfactory level. Some felt that the
training programmes of madhucon sugar and power industries ltd. Were excellent while the
remaining felt that the training programmes were poor. Feel that your superiors are providing
enough scope to attend the required training yes 54%, no 46%.

53
11. How much period of training is required for your present job in a year?

Sno Opinion No.of respondents % of respondents

One-day 15 30
A
Two-days 24 48
B
Three-days 7 14
C
One-week 4 8
D

total 50 100

54
interpretation
It was found from the response that major number of respondents experienced improvement
in their self-confidence levels to a reasonable extent followed by many to a great extent and
some to a small extent. It was even found that a little number of respondents did not find any
improvement in their self-confidence levels. Pperiod of training is required for your present
job in a year one day 30%, two days 48%, three days 14%, one week 8%.

12. Are you satisfied with the training facilities provided by the madhucon sugar and power
industries ltd.?

Sno Opinion No.of respondents % of respondents

A Yes 45 90

B No 05 10
55
c None 0 0

Total 50 100
Interpretation

It was found from the response that major number of respondents felt that the training
programmes were relevant to the work environment to a reasonable extent followed by some
to a great extent and very little respondents to a small extent and some even felt that the
training programmes were not at all relevant to the work environment. Ssatisfied with the
training facilities provided by the madhucon sugar and power industries ltd. Yes 90%, no
10%.

13. Would you read any technical journals?

56
 Sno Opinion No.of respondents % of respondents

A Yes 20 40%

B No 30 60%

c None 0 0

Total 50 100

Interpretation

It was found that major number of respondents felt that training and development is a
motivating factor in vistas to a reasonable extent, followed by many to a small extent, some

57
to a great extent. But a little number felt that training and development is not a motivating
factor in the organization. Read any technical journals yes 40, no 60.

14. Are the technical journals available at your work place?

Sno Opinion No.of respondents % of respondents

A Yes 10 20

B No 40 80

c None 0 0

Total 50 100

58
Intrepretation

It was found from the employees that the work environment in vestas is good to a great extent
followed by some at a satisfactory level. Some felt that the work environment is excellent
while the remaining felt that the work environment is poor. Technical journals available at
your work place yes 20%, no 80%.

15. Have you attended any yoga & meditation programmes?

59
 Sno Opinion No.of respondents % of respondents

A Yes 10 20

B No 40 80

c None 0 0

Total 50 100

Interpretation

It was found from a major number of respondents that changes occurred in the pattern of
training programmes conducted in past 5 years to a reasonable extent followed by some to a
small extent and some to a great extent. There are less number of respondents who said that

60
there were no changes in the training programmes from long time. Some employees did not
respond, as their service in the organization is only a few months. Attended any yoga &
meditation programmes yes 20%, no 80%.

16. Are you sharing the knowledge gained in the training programmes with others?

Sno Opinion No.of respondents % of respondents

A Yes 20 40

B No 30 60

C None 0 0

Total 50 100

61
Intrepretation

It was found from the respondents that major numbers of employees were satisfied with the
training programmes followed by some to a great extent and a little number to a small extent.
But no one was dissatisfied with the training programmes of madhucon sugar and power
industries ltd.. The knowledge gained in the training programmes with others yes 40%, no
60%

17. How is the work environment in madhucon sugar and power industries ltd.?

Sno Opinion No.of respondents % of respondents

62
 A Excellent 9 18

B Good 26 52

C Satisfactory 12 24

D Poor 3 6

Total 50 100

Intrepretation

It was found from the employees that the work environment in vestas is good to a great extent
followed by some at a satisfactory level. Some felt that the work environment is excellent
while the remaining felt that the work environment is poor. The work environment in
madhucon sugar and power industries ltd. Excellent 18%, good 52% satisfactory 24, poor 6%

18. Effectiveness of training programmes in the organization.

63
 Sno Opinion No.of respondents % of respondents

A Excellent 10 20

B Very good 34 68

C Satisfactory 5 10

D Poor 1 2

Total 50 100

interpretation

The above graph reveals that most respondents said the effectiveness of the training
programmes is very good, some of them said it is excellent, while a few opined satisfactory
and some others felt it poor. Training programmes in the organization. Excellent 20%, good
68% satisfactory 10, poor 2%

19. When did you recently attend a training programme?

64
 Sno. Opinion No.of respondents % of respondents

A 3 months ago 6 12

B 6 months ago 14 28

C 9 months ao 8 16

D 12 months ago 22 44

Total 50 100

interpretation

It was found from the respondents that most of them have attended the training programmes
12 months back followed by 6 months, 9 months and lastly 3 months back. Some employees

65
even did not attend a training programme from past two years. Recently attend a training
programme 3 months ago 12%, 6 months ago 28%, 9 months ago 16%, 12 months ago 44%.

20. How is the feedback collected?

Sno Opinion No.of respondents % of respondents

A Questionnaire 50 100

B Interview 0 0

C Tests 0 0

Total 50 100

Interpretation

It was found from the respondents that feedback is collected through questionnaires to a great
extent followed by tests to a small extent. Some said that feedback is collected both by
questionnaires and tests, but no one responded to interview feedback. So, feedback is not
collected through interviews. The feedback collected questionnaire 100%, interview 0%, tests
0%.

66
Chapter-iii
Findings,
Suggestions
&
Conclusion

67
 Findings
1. The management initiatives are included in the process of training needs identification.
2. The skill matrix formatting is relevant to job.
3. Performance appraisal system is training needs identification is biased.
4. The training helps to a employee to acquire knowledge.
5. Training is necessary to improve employee’s skills...
6. After training the quality of work of is good than before training.
7. After training job performance has been changed.
8. After training job efficiency is better.
9. Training helps for improving team building.
10. Training makes enthusiastic and energetic.
11. Training helps for the individual and organization development.
12. The training is sufficient to enrich your skills and knowledge with update technology.
13. Training helps to attend work regularly without any absenteeism.
14. Annual plan is focused on training need identified by the company.

68
 Suggestions

1. Job rotation should be adopted in inter departments like maintenance and finance.
2. Because of less manpower, growth opportunities are less. They can be supported by
taking good academic or technical courses.

3. overall behavioral training can be given as most of the employees are technical.

4. Employees suggestion in respect of growth and development.

5. More hr programs in house and outside are to be conducted.

6. first preference should be given to personal attention.

7. Better and more interaction should be developed between the management and technical
staff at all levels.

8. Inter personal and inter dependent communication should be improved

9. Have open and transparent decision making process.

10. Team effectiveness should be improved

11. more hrd activities are to be initiated.

69
 Conclusion

 The training & development is done at madhucon sugar and power industries ltd. Is to
identify performance requirements or needs within an organization in order to help direct
resources to the areas of greatest need, those that closely relate to fulfilling the
organizational goals and objectives, improving productivity and providing quality
products and services.

 The corporate hrd department identifies training need, prioritizes the training based on the
urgency of the need (timeliness), the extent of the need (how many employees need to be
trained) and the resources available.

 Based on this information, the training manager at unit level fulfills the statutory needs
and monitors the program connected to non - statutory nature as per the direction of
corporate hrd department.

 With the change in the technology of mining a continuous improvement is desire by

increasing the number of training man days to the front line supervisors (overmens
/foremens /tradesmens etc).providing computer for training center may be more effective.

70
Bibliography

71
 Bibilography

Sno Author Year of

Book title Publisher
name Edition
1 V. S. P. Himalaya publishing
Human resource management 2006
Rao house
2 Human resource management T.v. rao Hill 2008
3 C.r. Himalaya publishing
Research methodology 2007
kothori house
4 Management and industrial P. Subba
Hph 2010
relations rao

Websites:
www.madhucon sugar and power industries ltd.coalmines.com
www.madhucon sugar and power industries ltd..com
www.googlescholar.com

72
Questionnaire

73
 Questionnaire on evaluation of traning for

Executives /non-executives.

Name designation
place of work male/female

1. How much service you have put up in your present job?

a) five years b) more than five years c) ten years d) more than ten years
2. Have you attended any training programmes in your entire service?
a) yes b) no
3. What type of training programmes you have attended?
a) statutory b) induction c) in-house d) within india e) foreign
4. How much learning experience you have obtained in your present job by attending the
training programmes?
a) little b) lot c) none
5. Was the training programmes you attended are interesting and motivational?
a) yes b) no c) none
6. Was the faculty of the programmes is knowledgeable?
a) yes b) no c) none
7. Was the course material given to you are an appropriate level?
a) yes b) no c) none
8. Was the training programmes are well organized?
a) yes b) no c) none
9. Are the training and teaching aids used in the programmes are satisfactory?
a) yes b) no c) none
10. Do you feel that your superiors are providing enough scope to attend the required
training?
a) yes b) no c) none
11. How much period of training is required for your present job in a year?
a) one-day b) two-days c) three-days d) one-week
12. Are you satisfied with the training facilities provided by the madhucon sugar and power
industries ltd.?
a) yes b) no c) none

13. Would you read any technical journals?

a) yes b) no c) none
14. Are the technical journals available at your work place?
a) yes b) no c) none
15. Have you attended any yoga & meditation programmes?
a) yes b) no c) none

74
16. Are you sharing the knowledge gained in the training programmes with others?
a) yes b) no c) none
17. How is the work environment in madhucon sugar and power industries ltd.?
a) excellent b) good c) satisfactory d) poor
18. Effectiveness of training programmes in the organization.
a) excellent b) very good c) satisfactory d) poor
19. When did you recently attend a training programme?
a ) 3 months ago b) 6 months ago c) 9 months ago d) 12 months ago
20. How is the feedback collected?
a) questionnaire b) interview c) tests

75