Project report

Self directed work team

SUMMER TRAINING REPORT ON SELF DIRECTED WORK TEAM

(Submitted in partial fulfillment Of requirement for the award of degree of

BACHEOLRS OF BUSINESS ADMINISTRATION SESSION (2009-11)

Submitted By: Divya Sharma Submitted To: Mr. Praveen Sharma

GITA VIDYA MANDIR GIRLS COLLEGE

MAHARISHI DAYANAND UNIVERSITY, ROHTAK

Declaration
I, DIVYA, Roll No. Final year of, GITA VIDYA MANDIR GIRLS

COLLEGE
SONEPAT hereby declare that the Project Report entitled SELF DIRECTED WORK TEAM is an original work and the same has not been submitted to any other institute for the award of similar/any other degree. A seminar presentation of the training report was made on and the suggestions as approved by the faculty was duly incorporated.

Signature of the Project in charge

Signature of the Candidate (Faculty)

Head of Department
Mr. PRAVEEN SHARMA

Countersigned Director

Acknowledgements
Its been a profound privilege to express my deep sense of gratitude and appreciation to Mr. D.S Aery, Site Director GlaxoSmithKline consumer Healthcare Ltd, who gave me an opportunity to undergo in plant training in such an esteemed Organization me the necessary facilities during the course of training.

I am extremely thankful to my supervisor Mr. SHASHANK SHEKHAR (WSM MANAGER) for his immense guidance and help rendered to me during this period. I am extremely thankful to him for helping me in understanding the process of WAREHOUSE AND SUPPLY CHAIN MANAGEMENT & guiding me throughout my training period.

I am obliged sincere thanks to: Mr. RUMAAN (DEPUTY MANAGER O.E) Mr. SANJAY AGGARWAL (WSM EXECUTIVE) Mr. SANDEEP SINGLA (WSM SUPERVISOR) Mr. NILESH KUMAR (HR Manager)

SIGNATURE :

Preface
The research studies are of a great help in enhancing the knowledge of a person. Practical knowledge is a suffix to theoretical knowledge. Classroom lecturers clarify the fundamental. But classroom lectures must be correlated with the practical research situation. It is in this sense that the research project is made compulsory for the curriculum and has a significant role to play in the field of business management. Through this type of project one can understand the application of theory into practical. But it is only difficulties, which makes the success dears. In this project I have put a lot of effort to make it a success. Protection of the environment and conservation of plant life have acquired a vital place in today's industrialized society. Indo Asian has made continuous efforts to plant trees and shrubs for harmonious co-existence. The process of maintaining the balance of nature together with industrial growth is ongoing at Indo Asian, which looks forward to the future with an indomitable spirit.

INDEX

SERIAL NO. A B C D E DECLARATION

CHAPTER NAME

PAGE NO.

COMPANY CERTIFICATE ACKNOWLEGEMENT PREFACE INTRODUCTION SIGNIFICANCE OF STUDY REVIEW OF EXISTING LITERATURE CONCEPTUALISATION FOCUS OF THE PROBLEM OBJECTIVES

COMPANY PROFILE INTRODUCTION TO GLAXO SMITHKLINE HISTORY MISSION & VISION ACHIEVEMETS & AWARDS INFRASTRUCTURE FINANCIAL STRUCTURE PRODUCTS OF COMPANY QUALITY ASSURANCE AROUND THE CUSTOMER

PROJECT WORK INTRODUCTION TO COMPANYS SONIPAT PLANT INTRODUCTION TO H R BACKGROUND OF HR HISTORY OF HR HUMAN RESOURCE PURPOSE AND ROLE KEY FUNCTIONS INTRODUCTION TO HRM FEATURES ACADEMIC THEORY BUSINESS PRACTICE HRM STRATEGY ORGANISATIONS FUNCTIONS INTRODUCTION TO SELF DIRECTED WORK TEAM COMPARISON BENIFITS CHARACTERSTICS OF SDWT

 ROLES AND RESPONSIBILITIES OF SDWT

ROLES AND RESONSIBILITIES OF MANAGEMENT

SELF DIRECTED WORK TEAM PROJECT PLAN

A B

PROJECT DETAILS BASIC PROFILE

WHAT THEY DO

VOICE OF CUTOMERS

SHORT LISTING OF ACTIVITIES

PERFORMANCE MANAGEMENT

REWARD AND RECOGONISATION

PERSONALITY DEVELOPMENT PLAN

SIGNIFICANCE OF STUDY

In today changing and complex business environment, organizations have to keep up with ever changing trends to remain in business. As a result of this it has become very important for organization to invest in theirs human resource. Through the training and retraining of their workforce to equip them with necessary skills and competencies required to remain competitive. To this end there is need to invest fund in training and personality development plans as learning has become vital to business survival

CONCEPTUALISATION
The concept of study is to increase the performance of employees of wsm department in GSK.

FOCUS OF STUDY
The focus of the study is to design work team for the wsm department.

COMPANY PROFILE

Gsk in India
GLAXO SMITHKLINE IN INDIA
GSKCH is an Indian associate of GlaxoSmithKline plc. Of the U.K, a global science based healthcare company. GSKCH has continually benefited from the technical and marketing inputs that have been available as a consequence of this association. GSKCH is the largest player in the health food drinks industry. The Company with its manufacturing plants located in Nabha, Rajahmundry and Sonepat has a total workforce of about 2700 people each driven by a spirit of enterprise.

GSKCH has a strong marketing and distribution network in India comprising over 2,200 wholesalers and direct coverage of over 5,00,000 retail outlets. Its flagship product, Horlicks, is a widely regarded and highly respected brand for over 100 years. The Company also manufactures and markets Boost, Viva and Maltova and in addition markets and distributes a number of products in diverse categories, which include prominent household names such as Eno, Crocin and Iodex. GlaxoSmithKline's Consumer Healthcare business is based on scientific innovation. The company has dedicated consumer healthcare R&D centers and takes research as seriously as marketing excellence, offering cutting-edge capability in both.

COMPANY PROFILE
Company GlaxoSmithKline Consumer Healthcare Ltd. Head Office Registered Office Gurgaon (Haryana) Sonepat (Haryana)

Status

Multinational Company Originally U.K. Firm

Quality Status

AWARDED Latest Version OHSAS 18001, ISO9001:2000 And ISO14001:2004. Rajahmundry Plant received ISO14001 Accreditation & SA8000 Nabha & Sonepat plant Certified for HACCP (Hazard Analysis Control Point for Food & Safety)

Turnover (2009)

Rs. 202512 (lacs), with Growth rate 19% as compared To 22% of last year.

Profit (Before Tax) (2009)

Rs. 35386 (lacs) with growth Rate 17%

Export to

Bangladesh, Myanmar, Sri Lanka, Middle east, Nepal, Hong Kong, Malaysia, Fiji.

HISTORICAL BACKGROUND
GlaxoSmithKline Consumer Healthcare Ltd. is a pharmaceutical and healthcare company born out of the merger of two leading international organizations SmithKline Beecham and GlaxoWellcome. GSK Consumer Healthcare Ltd and

GSK Pharmaceuticals Ltd are the two businesses of GSK in India of which former is headquartered at DLF Gurgaon and the latter at Worli, Mumbai.

Its global mission is To improve the quality of human life by enabling people to do more, feel better and live Longer ".

In the Indian market, GSKCH's journey began with Horlicks.

Key Milestones
GSK incorporated in India on October 30, 1958

Company name was changed to HMM Limited on March 1, 1979.

Interests of Horlicks Limited were purchased by Beecham Group Limited of UK in 1969.

It was announced in January 2001 that Glaxo Wellcome and SmithKline Beecham would merge to form GlaxoSmithKline.

Beecham (India) Private Limited merged with Hindustan Milk food Manufacturers Limited in January, 1979.

Subsequently, the name of the Company was changed to: SmithKline Beecham Consumer Brands Limited on September 16, 1991; SmithKline Beecham Consumer Healthcare Limited on March 29, 1994; and GlaxoSmithKline Consumer Healthcare Limited on April 23, 2002.

GSK
Pharmaceuticals Consumer Healthcare Ltd

GSKCH INDIA

COMMERCIAL
Contract manufacturing Sites -Parsons -JIL -Crocin -Eno -Iodex -Dynamics Packing Stations Sales Marketing R&D Nutritional Food Services

GMS (Supply) Nabha Rajahmundry Sonepat

Procurement

Shared Services Finance, IT, HR and Admin, Legal, Communication, PFG

PLANT LOCATIONS IN INDIA

PRODUCTION STATIONS FOOD POWDER : NABHA, RAJAHMUNDRY & SONEPAT BISCUITS ENO CROCIN IODEX Product Portfolio : : : : SAHIBABAD RAJAHMUNDRY BANGLORE BANGLORE

Nutritional Categories:

Horlicks Boost Viva Maltova

GI & Analgesics:

Crocin Eno

Rubefacients:

Iodex

NUTRITIONAL HEALTHCARE

HORLICKS BOOST TTTT

HORLICKS LITE

JUNIOR HORLICKS

VIVA

Over the counter OTC

EN

CROCINCI ENO CCCNOCI ENON

CROCIN CROCIN

IODEX
CROCIN

Sonepat plant Of gsk

COMPANYS SONEPAT PLANT

Sonepat
(ISO 9001, ISO 14001, and OHSAS 18001 & HACCP accredited site)

INTRODUCTION TO COMPANYS SONEPAT SITE

It is situated about 35 km away from New Delhi, the capital city of India. The Site is located in the State of Haryana, which has emerged as the most progressive state of India and is aggressively moving towards rapid Industrialization. Sonepat Site is involved in manufacturing of Horlicks, the flagship product of the company and is using Spray Drying Technology. The Site started its commercial production in the year 2002 with installed annual capacity of the plant of 26,100 Tons (26.1 KT) per annum. Some important facts: Among the 20 largest spray dryers in the world. 26,100 TPA capacities. Capital cost: 41.6 Million. Land - 140 acres. Buildings floor area - 380,000 sq. ft. with 80,000 sq. ft. monolithic flooring. At 1050 m3 the largest single process equipment in GSK. Captive power of 8.5 MVA & connected load 7.6 MVA.

SONEPAT, THE MOST AMBITIOUS PROJECT OF GSK CH GlaxoSmithKline Consumer Healthcare Limited (GSKCH), a leader in nutritional healthcare products, has set up a new state-of-the-art factory for its flagship product, Horlicks. The factory, built on a Greenfield site in Sonepat, Haryana, at an estimated cost of over Rs.250 crores has been funded mostly by SBCH through internal accruals. GSKCH has entered into a synergistic commercial alliance with Smith Kline Beecham Asia Private Limited (SBAP), for providing over 140 acres of land on which the factory has been built. SBAP has also provided technical assistance and managerial support to the SBCH team to commission and manage the project. This project was launched, on the eve of the countrys 51st year of independence, Simon Scarff, Managing Director,(then), SBCH, "In continuation of GSKCH s abiding faith in the marketplace & to set up the trend for the food processing industry in the country by investing over Rs 250 crores in a brand new, state-of-the-art, worldscale manufacturing facility." Sonepat was chosen for its proximity to Delhi and provided a distinct cost advantage in terms of logistics. The new factory, with an annual installed capacity of 26,000 tonnes, deploys the latest continuous process methodologies including spray drying. In

addition, the facility has a high level of automation and provides a world class hygienic environment conducive to the manufacture of malted foods. A unique feature of the factory is its high degree of concern for the environment. This specific objective has been given special importance in the design of the project. Work on the facility began in October 1998. Several leading firms were involved in the commissioning by GSKCH to deliver the high standards and specifications for the project. Alfa Laval was awarded the contract for turnkey process plant design and supply while MA Project of Denmark was used for conceptualizing of the designs for the production block. C P Kukreja was the architectural firm and additionally designed most of the services and utilities in the factory. Construction management was under the direct supervision of Humphrey and Glasgow. The factory started commercial production in July 2002. Commenting on this strategic initiative, Simon Scarff, said, "We anticipate strong future demand for Horlicks which has shown a consistent annual value growth of about 25 per cent in the last three years. Although, we are augmenting capacities at our plant in Rajahmundry as an immediate measure, we believe that it is prudent to create substantial additional capacity for Horlicks to meet the growing needs of the market place in the medium to long term. I am confident that our shareholders will recognize this to be a significant step in enhancing the value of their holdings." Horlicks has been synonymous with nutrition and has been widely appreciated by consumers for generations. It is made from natural ingredients like milk, wheat and malted barley. The malting of barley through the natural process of germination releases enzymes. These enzymes break down complex carbohydrates to simple sugars that are easily assimilated by the body, making Horlicks easily digestible. Doctors and patients alike have found this property of Horlicks very desirable. The brand Horlicks came into existence way back in 1873. In its earlier days, Horlicks was imported into the country from the UK. Manufacture in India began in the 1960s. Calcium was added to the product in 1988 as a nutritional enhancement. In 1994, Horlicks was relaunched with the addition of vitamins and minerals, which made the product even more wholesome. New Horlicks with smart nutrients, launched earlier this month, continues the fine tradition of building greater value into the product. The focus this time is clearly on providing Mental sharpness and physical activeness as added benefits. The enormous success of the Horlicks brand has been reflected in the ever rising sales graph for the product. With the brand share of over 50 per cent in the health food drink market, a turnover of Rs. 435 crores in 1997, Horlicks remains the number one health

food drink in India. With further improvements in this popular health drink, the brand is expected to grow in strength. GSK Consumer Healthcare Ltd (GSKCH) is the countrys number one nutritional healthcare company. Incorporated on October 30, 1958, as HMM GSKCH has grown as a multi product organization renowned for its science-based healthcare products that carry the stamp of unmatched quality. GSKCH today markets a number of leading products in diverse categories. These include prominent household names such as Horlicks, Boost, Eno, Crocin, Iodex, Tums, Maltova, Viva and Aqua fresh toothbrushes.

INTERESTING FACTS ABOUT THE SITE:

TOTAL AREA CONSTRUCTED AREA VACANT LAND MAJOR VILLAGES

140 ACRES 5 ACRES 115 ACRES KHEWRA PALADI JHUNDPUR BASODI GARH MIRKPUR

OUR VISION

To be the Centre of Excellence in our industry and Supplier of Choice by 2010

Road Map for future - Key priorities
Site is supporting the Commercial ambition of Consumer Healthcare business in India by identifying new opportunities for supply of high quality nutritional powders with best in class cost and compliance with regulatory requirements. By achieving these goals we will be making a vital contribution to GSK Indias Commercial Ambition of High Growth and Lowest Lowest Cost. Site is in an advance stage of its journey towards being the Centre of Excellence in Horlicks Manufacturing in India. Some of the awards the site has won in 2007 are
EHS - CEO's EHS Excellence Award for 2007 Achieved provisional score of 86.6 during FM Global audit. BEA for Project Big for through put improvement in 2007 Presidents Roll of Honor 2006 for critical Quality parameters National Energy Conservation Award 2006 State Safety & Welfare Award 2006

SONEPAT VISIONTo be the Centre of Excellence in our industry and Supplier of Choice by 2010.

SONEPAT MISSIONBy 2010, we will achieve leadership in manufacturing and supply through excellent: Financial Performance Customer Service Compliance People Management New Product Introduction

ORGANIZATIONAL STRUCTURE SONEPAT PLANT

GM Office Production Manufacturing Utilities Quality Assurance Stores HR Operational Excellence Finance IT Procurement

Project work

INTRODUCTION HUMAN RESOURCE Human resource is a term used to describe the individuals who comprise the workforce of an organization, although it is also applied in labor economics to, for example, business sectors or even whole nations. Human resources is also the name of the function within an organization charged with the overall responsibility for implementing strategies and policies relating to the management of individuals (i.e. the human resources). This function title is often abbreviated to the initials 'HR'. Human resources are a relatively modern management term, coined in the 1960s] The origins of the function arose in organizations that introduced 'welfare management' practices and also in those that adopted the principles of 'scientific management'. From these terms emerged a largely administrative management activity, co-coordinating a range of worker related processes and becoming known, in time as the 'personnel function'. Human resources progressively became the more usual name for this function, in the first instance in the United States as well as multinational corporations, reflecting the adoption of a more quantitative as well as strategic approach to workforce management, demanded by corporate management and the greater competitiveness for limited and highly skilled workers.

Background The use of the term 'human resources' by organizations to describe the workforce capacity available to devote to the achievement of its strategies has drawn upon concepts developed in Industrial/Organizational Psychology and System Theory. Human resources have at least two related interpretations depending on context. The original usage derives from political economy and economics, where it was traditionally called labor, one of four factors of production although this perspective has shifted as a consequence of further ongoing research into more strategic approaches.[1] This first usage is used more in terms of 'human resources development' of the individuals within an organization, although the approach can also be applied beyond the level of the organization to that of industry sectors and nations [2] History The early development of the function can be traced back to at least two distinct movements. One element has its origins in the late 19th century, where organizations such as Cadburys at its Bourneville factory recognized the importance of looking after the welfare

of the workforce, and their families. The employment of women in factories in the United Kingdom during the First World War lead to the introduction of "Welfare Officers". Meanwhile, in the United States the concept of human resources developed as a reaction to the efficiency focus of Taylorism or "scientific management" in the early 1900s, which developed in response to the demand for ever more efficient working practices within highly mechanized factories, such as in the Ford Motor Company. By 1920, psychologists and employment experts in the United States started the human relations movement, which viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts. During the middle of the last century, larger corporations, typically those in the United States that emerged after the Second World War, recruited personnel from the US Military and were able to apply new selection, training, leadership, and management development techniques, originally developed by the Armed Services, working with, for example, university-based occupational psychologists. Similarly, some leading European multinationals, such as Shell and Phillips developed new approaches to personnel development and drew on similar approaches already used in Civil Service training. Gradually, this spread more sophisticated policies and processes that required more central management via a personnel department composed of specialists and generalist teams. The role of what became known as Human Resources grew throughout the middle of the 20th century. Tensions remained between academics who emphasized either 'soft' or 'hard' HR. Those professing so-called 'soft HR' stressed areas like leadership, cohesion, and loyalty that play important roles in organizational success. Those promoting 'hard HR' championed more quantitatively rigorous management techniques in the 1960s. In the later part of the last century, both the title and traditional role of the personnel function was progressively superseded by the emergence, at least in larger organizations, of strategic human resources management and sophisticated human resources departments. Initially, this may have involved little more than renaming the function, but where transformation occurred, it became distinguished by the human resources having a more significant influence on the organizations strategic direction and gaining board-level representation. Human resources purpose and role In simple terms, an organization's human resource management strategy should maximize return on investment in the organization's human capital and minimize financial risk. Human Resources seeks to achieve this by aligning the supply of skilled and qualified individuals and the capabilities of the current workforce, with the organization's ongoing and future business plans and requirements to maximize return on investment and secure future survival and success. In ensuring such objectives are achieved, the human resource function purpose in this context is to implement the organizations human resource requirements effectively but also pragmatically, taking account of legal, ethical and as far as is practical in a manner that retains the support and respect of the workforce.

Key functions Human Resources may set strategies and develop policies, standards, systems, and processes that implement these strategies in a whole range of areas. The following are typical of a wide range of organizations:

Recruitment, selection, and on boarding (resourcing) Organizational design and development Business transformation and change management Performance, conduct and behavior management Industrial and employee relations Human resources (workforce) analysis and workforce personnel data management Compensation, rewards, and benefits management Training and development (learning management)

Implementation of such policies, processes or standards may be directly managed by the HR function itself, or the function may indirectly supervise the implementation of such activities by managers, other business functions or via third-party external partner organizations. Employee Recruitment and Selection Process:

There are many steps to recruiting and selecting qualified employees. First, a department head must inform the HR manager of an opening in their department. Then the HR manager must obtain the job description to formulate a Job Description Sheet for publication either internally, publicly, or both. Then HR must field the (many) responses to that job announcement to weed out the qualified from the unqualified applicants. Once that is completed, the interview process must be coordinated. They prepare the job description, contact the newspaper, run the ad, field the calls, compile a list of potential candidates, submit that list to the department's hiring manager for approval and selection, contact the chosen candidates to set up preliminary interviews, and interview the candidates! Although most interviews are with the hiring manager or their associates, not all applicants get to meet with the department's hiring manager right away. It is not uncommon for a company to filter out those who fail to impress the HR manager first. For those select few who make it through, the HR manager schedules interviews between the department's hiring manager and potential candidates, and follows up with the hiring process to establish the new hire with the company. Employee Training & Development: As a company and the requirements of a position evolve, a company needs to take certain measures to ensure a highly skilled workforce is in place. The Human Resources Department oversees the skills development of company's workforce, acting as an in-house training center to coordinate training programs either onsite, off-site, or in the field. This might include on-going company training, outside training seminars, or even college, in which case an employee will receive tuition reimbursement upon earning a passing grade.

Employee Compensation Benefits:

This covers salaries, bonuses, vacation pay, sick leave pay, Workers' Compensation, and insurance policies such as medical, dental, life, and 401k. The Human Resources Department is responsible for developing and administering a benefits compensation system that serves as an incentive to ensure the recruitment and retainment of top talent that will stay on with the company. When an employee is hired, the company's Benefits Coordinator is required to meet with employees one-on-one or in small group settings to explain their benefits package. This often requires an employee to make an informed decision and to provide their signature for processing purposes Employee Relations:

With the increased rise in unethical practices and misbehaviors taking place in today's workplace such as age, gender, race, and religion discrimination and sexual harassment, there needs to be mandatory compliance with governing rules and regulations to ensure fair treatment of employees. In short, employees need to know they have a place to turn when a supervisor abuses his or her authority in anyway. Whether corporate or union, the HR Department will get involved to act as arbitrator and liaison between legal entities, regulatory agencies such as Human Rights, supervisors (who might be falsely accused), and employees to properly address and resolve the issue at hand. Policy Formulation:

Regardless of the organization's size, company policies and procedures must be established to ensure order in the workplace. These policies and procedures are put in place to provide each employee with an understanding of what is expected of them. Similarly, these policies and procedural guidelines will assist hiring managers in evaluating their employee's performance. These policies can be established company-wide or used to define each department's function. It is Human Resource's responsibility to collaborate with department managers on the formulation of these policies and regulations to ensure a cohesive organization. A common practice is the development and implementation of an Employee Procedure Manual or Employee Handbook that is either distributed to each employee at the time of hire or a master copy allocated one to a department. The Human Resources Information Systems keeps track of the vast amount of data, a human resources department must have a good HRIS in place to automate many functions such as planning and tracking costs, monitoring and evaluating productivity levels, and the storing and processing of employee records such as payroll, benefits, and personnel files. It is very important that you, the job seeker, understand how the HR function works specifically in the area of candidate recruitment. If you are considering a career in human resources, you can choose to become a Generalist or a Specialist. Whether a job seeker or a HR professional, research a company well before applying for a position

Human resource management

Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. In simple words, HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement.

Features Its features include:

Organizational management Personnel administration Manpower management Industrial management

But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even employee and industrial relations are confusingly listed as synonyms,[4] although these normally refer to the relationship between management and workers and the behavior of workers in companies. The theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process. Human Resource Management (HRM) is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organizations.[5]

Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being: a series of activities which: first enable working people and their employing organizations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled" (p. 49). While Miller (1987) suggests that HRM relates to: ".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage". Academic theory The goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an organizations employees, and the overall strategic direction of the company (Miller, 1989). The basic premise of the academic theory of HRM is that humans are not machines; therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology, industrial relations, industrial engineering, sociology, economics, and critical theories: postmodernism, post-structuralism play a major role. Many colleges and universities offer bachelor and master degrees in Human Resources Management or in Human Resources and Industrial Relations. One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4 fields for the HRM function:

Strategic business partner Change management Employee champion Administration

However, many HR functions these days struggle to get beyond the roles of administration and employee champion, and are seen as reactive rather than strategically proactive partners for the top management. In addition, HR organizations also have difficulty in proving how their activities and processes add value to the company. Only in recent years have HR scholars and professionals focused on developing models that can measure the value added by HR.

Business practice Human resources management involves several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments. When effectively integrated they provide significant economic benefit to the company.

Workforce planning Recruitment (sometimes separated into attraction and selection) Induction, Orientation and On boarding Skills management Training and development Personnel administration Compensation in wage or salary Time management Travel management (sometimes assigned to accounting rather than HRM) Payroll (sometimes assigned to accounting rather than HRM) Employee benefits administration Personnel cost planning Performance appraisal HRM strategy

An HRM strategy pertains to the means as to how to implement the specific functions of HRM. An organizations HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies; however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas. An HRM strategy typically consists of the following factors:

"Best fit" and "best practice" - meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organizational goals, an organizations HRM strategy seeks to accomplish such management by applying a firm's personnel needs with the goals/objectives of the organization. As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year period. Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition, an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives. Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organizations corporate objectives are devised. This is so, since it is a firm's personnel who actually construct a good, or

provide a service. The personnel's proper management is vital in the firm being successful, or even existing as a going concern. Thus, HR can be seen as one of the critical departments within the functional area of an organization.

Continual monitoring of the strategy, via employee feedback, surveys, etc.

The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm. An HRM strategy can be divided, in general, into two facets - the people strategy and the HR functional strategy. The people strategy pertains to the point listed in the first paragraph, namely the careful correlation of HRM policies/actions to attain the goals laid down in the corporate strategy. The HR functional strategy relates to the policies employed within the HR functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met. Professional organizations Professional organizations in HRM include the Society for Human Resource Management, the Australian Human Resources Institute (AHRI), the Chartered Institute of Personnel and Development (CIPD), the International Public Management Association for HR (IPMA-HR), Management Association of Nepal (MAN) and the International Personnel Management Association of Canada (IPMA-Canada), Human Capital Institute. National Human Resource Development Network in India.

Functions The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees haveand are aware ofpersonnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, e.g., career development, training, organization development, etc. There is a long-standing argument about where HR-related functions should be organized into large organizations, e.g., "should HR be in the Organization Development department or the other way around?" The HRM function and HRD profession have undergone major changes over the past 2030 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing an important role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling Manner.

SELF DIRECTED WORK TEAM

A SDWT is a group of people performing similar work who have responsibility and accountability for: Planning their own work. Organizing their own work. Managing their own work. Controlling their own work. Measuring their own performance. Unlike traditional work groups the SDWT is accountable to itself, its clients and its role in the total organization. Most of the managing activities performed by a SDWT have traditionally been handled by a supervisor and manager. In SDWTs the team does the work of managing the results. The need for layers of supervisors and managers is reduced because their functions are now performed by the work team. SDWTs present a whole new way of thinking in which team members take on management responsibilities and are accountable for their results. Team members also get the satisfaction of seeing a job well done and clients and customers feeling good about the service or product they receive. Simply, the idea of SDWTs makes a job more challenging, with a greater sense of accomplishments and reward.

The following comparison may help explain the differences between the traditional way of managing organizations and the SDWT approach.

BENEFITS OF A SDWT For the organization - Improve quality of service and/or products. increased productivity. Use of creative skills in the organization. Ability to change. Greater commitment by employees. Improved cost management.

For the individuals in the organization - More challenging and interesting work. Learning new skills continuous development. Increased reward and personal satisfaction. Opportunities to put individual ideas to work. Greater job continuity

Unique Characteristics of SDWTs If a team decided to implement SDWT concept things will be done differently, particularly in the way the team works with management in the organization. In order to understand the differences, study the list of responsibilities/roles team members will assume as a self-directed work team. Then look over the responsibilities/roles that management assumes.

ROLES AND RESPONSIBILITIES OF SDWT Productivity and quality. Maintaining a healthy, safe environment. Obtaining supplies, equipment and parts. Control of tardiness and absenteeism.

Assignment of tasks. Serving in different roles on the team (team leader, quality, productivity, human resources, etc.) Daily and weekly schedules including breaks, vacation, etc. Keeping productivity, quality and budgeting records. Developing and controlling cost against budget. Measurement of performance for the team as a whole as well as individual team Members. Coordinating with clients/customers/suppliers and other departments and SDWTs. Learning and improving skills and helping others learn and develop their skills. Understanding and integrating work group goals with the organization goals. Meeting organizational standards. Keeping management fully informed. ROLES AND RESPONSIBILITIES OF MANAGEMENT Providing needed resources. Conveying goals and standards. Keeping SDWTs informed, including providing needed information and reward systems. Providing organizational task forces, committees and organizational structure needed to Coordinate SDWTs. Providing a forum for organizational sharing, coordinating and building of common Values. Providing support for the SDWT concept by modeling SDWT skills and behavior. Representing the SDWT concepts to outside agencies and organizations.

Monitoring organizational performance improvement.

SELF DIRECTED WORK TEAM (SDWT)

PROECT DETAILS 1. BASIC PROFILE
A. NAME B. AGE C. SEX D. MARITAL STATUS E. QUALIFICATIONS F. WORK EXPIERIENCE G. ADRESS (CORRESPONDENCES)

2.

WHAT ARE THEY DOING

JOB ACTUALLY DONE BY THE EMPLOYEES, ACTIVITIES IN WHICH THEY ARE ENGAGED, MAIN CONCERNS OF THE EMPLOYEES

3.

VOICE OF THE CUSTOMERS (VOCs)

EXEPECTATIONS OF THE CUSTOMERS AND OTHER PARTIES FROM THE TEAM OF WSM

4. 5.

SHORTLISTING OF ACTIVITIES
FILTERATION OF ACTIVITIES

PERFORMANCE MEASUREMENT
MEASUREMENT OF PERFORMANCE OR COMPARISON OF DEMAND AND SUPPLY

6.

REWARD AND RECOGONISATION

REWARD AND RECOGONISATION FOR THE EMPLYEES

7.

PERSONALITY DEVELOPMENT PLAN

ANALYSING THE TRAINING DEVELOPMENT NEEDS AND PERSONALITY DEVELOPMENT PLANS FOR EMLOYEES

S.NO

Name

Age Sex

Qualification

Work Exp.

Add.

marital status MARRIED MARRIED MARRIED MARRIED MARRIED MARRIED MARRIED UNMARRIED MARRIED MARRIED

1 MR SANJAY 2 MR GOPI 3 MR SANDEEP(S) 4 MR SANDEEP (N) 5 MR JAGDISH 7 MR ANAND 8 MR RAJESH 9 MR SHAKTI 10 MR MAHAVIR

35 M DIPLOMA IN CHEM. ENGG. GRADUATE (BA) CHEMICAL ENGG 34 M B COM 33 M M.COM 25 M MBA 25 M GRADUATE , COMP.DIPLOMA 45 M BA,PGDCA 25 M PURSUING GRADS. , IT DIPLOMA 30 M MA , MBA 30 M MA

15 YEARS 3685,SEC-15,SNP. 11 YEARS 988,SEC-14,SNP 6 YEARS 428,SEC-15,SNP 6 YEARS 545/20 PANCHSHEEL COLONY SNP 5 YEARS VPO KAMASPUR SNP. 6.5 YEARS 1618 ,HBC SEC 15 20 YEARS 1952 SEC -12 SNP 3 YEARS JEEVAN VIHAR SNP 5 YEARS 267/29 RG COLONY , ROHTAK 6 YEARS VPO, JATHERI RAI , SNP.

6 MR DHARMENDRA 31 M BSE

Name

What they do PREAPARING EXCISE INVOICE RM J.F -NA-

Concern

MR GOPI

STOCK RECONCILLATION (RM & FG) REQUSITION VERIFICATION MIS SERVICE BILL FRIEGHT BILLS TRANSPORTER FOLLOW UP OVERVIEWING ISSURS OF RM&FG FLOAT PREP. RECONCILLATION EXCISE WITH BPCS EXCISE ENTRIES OF G.S QMS & EHS SUPERVISION -NA-

MR SANDEEP SINGLA RECEIVING ISSUE MR SANDEEP NARWAL INVENTORY MAINTANCE STOCK HANDLING SUBMISSION OF BILLS TO FINANCE PROCUREMENT (REPORTS) SCRAP LOADING

WORKING ISSUES WITH PROCUREMENT SALARY ISSUE LONG WORKING HOURS NO SPECIFICATIONS FOR WORK

DUMPING LEVEL HYGINE INSEPCTION RM MR SHAKTI STOCK LEVEL MAILING MANAGING FORKLIFTS TRAINING OF WORKERS SNM , HUSK , DH ROOM , (HYGINE) PREPERATION OF SALT LOT

SHORTAGE OF LABOUR LACK OF PROPER INFRASTRUCTURE SALARY ISSUE RELATIONSHIPS WITH OTER DEPARTMENTS

MR RAJESH

DUMPING , (SMP,MB,WF,RWG) HYGINE

- NA -

COMUNICATION WITH PROCESS MR DHARMENDRA HYGINE DOCUMENTATION

LABOUR ISSUE LACK OF COOPERATION WITH PROCESS UNTRAINED DRIVER INEFFICIENT DUMPING MACHINE LACK OF MAINTAINCE TOOLS

VERIFYING PRODUCTION DISPATCH PLANNING GENERATING LOADING LOTS MR JAGDISH LOADING OF DRUMS PRODUCTION QUALITY REPORT EHS FORKLIFT MAINTAINCE SUPERVISING WORKERS HYGINE OF DRUMS

LACK OF STORAGE SPACE FORKLIFT PROBLEM NO SITTING ARRANGEMENT FOR DRIVERS LABOUR ISSUE

LOADING OF DRUMS UNLOADING MR MAHAVIR DUMPING DISPATCH PLANNING DRUM WASHING CLEANING

FORKLIFT ISSUE MB DUST ISSUE

WEIEGHMENT OF INCOMING MATERIAL COMING IN BULK HANDLING OF DOCUMENT MR ANAND ACID AND RAW MAYERIAL FOR RM UNLOADING INFORMATION TO Q/A LABORATORY CHECK LIST OF HSD/DIP CHECKING FINALWIEGHT CHECKING SHORTAGE OF HSD AS PER DIP CONFIRM DISPATCH FROM STORE OFFICE OR FROM BADDI BOOKING TRUCKS FOR DISPATCH TO STU AFTER INSEPCTION SEND TRANSPORT FOR LOADING AFTER LOADINF CHECK SEAL AND TARPOLIN COMPLETE ALL SYSTEM ENTRY UPDATE ST 38 OUTWARD RECORD MONTHLY BASIS UPDATE ST 38 INWARD RECORD MONTHLY BASIS EXCISE INVOICE SEND TO SUPPLIER MONTHLY BASIS EXCISE INVOICE HANDING OVER TO FINANCE DAILY BASIS MAINTAIN COAL ASH RECORD IN EXCISE SHEET PREPARE REJECTION REPORT RAW MATERIAL AVERY REPORT END OF THE DAY DOING COASTING FOR RAW MATERIAL AND PASSING BILLS TO FINANCE

SALARY ISSUE NO REWARDS NO REWARDS FOR OVER TIME JOB DISSATISFACTION WINDOW SHIELDS

-NA-

VOICE OF CUSTOMERS

HEADS

S.NO

EXPECTED ACTIVITIES

Rating

RM

FG

GS

MRS NAMRATA

a b c d e f g h i j k l m n o p q r

HYGINE MAINTAINCE OF RM. AREA LINE CLEARENCE. WORK PROCEDURE. NRFT'S SORT FILLING UNLOADING OF SAMPLE PALLET ON TIME. RECIEVING ON TIME. NON CONFRENCIES. CALLIBERATION ISSUE. PALLETS CLEANING. SALT PREPRATION IN MORNING. SUPPORT IN COLD STORAGE VISIT. COMPLIANCE DOCUMENTS. TRAINING TO CONTRACTERS FOR HANDLING OF RAW MATERIALS. TIMELY ISSUE OF BPCS NUMBER . TIMELY RECIEPT OF EXPIRY REPORTS. AVAILABILITY OF MATERIAL ON TIME. EXPIRY DATE & DATE OF MANUFACTURING SHOULD BE CONSIDERD. FAST DELIVERY OF DOA& DOB.

9 3 3 9 9 3 3 9 3 3 3 9 9 3 3 3 9 3

RM RM RM RM RM RM RM RM RM RM RM RM RM RM RM RM RM RM RM

MR PADAM

a b c d

TIMELY PROVISION OF Raw Material SAMPLE. FUMICATION OF RAW MATERIAL & WAREHOUSE. HYGINE. PASTE ENTRY POINT CLOUSRE.

1 3 9 9

RM RM RM RM

MR KANAV SOOD

a b c

EXPIRY REPORTS. NCPDR. COMMUNICATION REGARDING DDRUMS RETURN FROM

3 9 9

FG FG FG

PACKING STN. e f g DRUM INSEPCTION. RECALL SIMULATION INFORMATION. INFORMATION ON PRODUCT FOR REPROCESSING & REWORKING. 9 9 9 FG FG FG

MR KURNAL

a b c d

RECEIVING OF MATERIAL. INSEPCTION OF MATIREAL ISSUED. PROMPT INFORMATION OF MATERIAL ARRIVED. ISSUING OF MATERIAL ON TIME. ISSUING MATERIAL IN POSSIBLE SHORT TIME. ALL CRITICAL CONSUMABLES SHOULD BE TRIGGERED. DOB ITEMS SHOULD IMMEDIALTELY INFORMED. DOA ITEMS SHOULD INSEPECT BY THE USERS. USERS SHOULD BE KEEPING IN LOOP PROCUREMENT TO BR INFORMED FIRST. ITEMS CREATION IN SHORT TIME. PHYSICAL VISIBILITY OF ITEMS.

3 3 3 3 3 3 3 9 9 3 3

GS GS GS GS GS GS GS GS GS GS GS GS

MR P SONI

a b c d e f g

MR VIKAS GUPTA RECIEPT OF MATERIAL ADHERIANCE TIME LINE AND PROCESS ACTIVE FOLLLOW UP,ESCELLATION TO TOP LEVEL INVENTORY ANALYSIS/MIS FIXED ASSETS MANAGEMENT REPORTS OF SHORTAGE PHYSICAL VERIFICATION TIMELY PHYSICAL VERIFICATION OF STOCKS ACTIVE FOLLOWUP OF RPMO'S REPORT ON ANY ABNORMAL WASTAGE 9 9 3 3 3 3 9 9 RM RM RM RM RM RM RM GS GS GS GS GS GS GS

FG FG FG FG

CONCLUSION
IN GSKCH WSM DEPARTEMENT IS A COMPLETE OUT SOURCED DEPATEMENT AND THE JOB STRUCTURE OF THE DEPARTEMENT WAS VERY UNORGANISED SO AS PER THE GUIDANCE OF OUR MANAGER ME AND MY PROJECT LEADER DESIGNED A SELF DIRECTED WORK TEAM FOR THE WSM DEPARTEMENT SDWT IS ALREADY IMPLEMENTED BY JOHNSONS AND JOHNSONS AND GENERAL MOTORS. AFTER IMPLEMENTATION OF SDWT IN WSM DEPARTEMENT WE SAW TREMENDOUS IMPROVEMENT IN THE WORKING CONDITIONS OF WSM DEPARTEMENT AND HIGH LEVEL OF JOB SATISFACTION IN THE EMPLOYEES NOW THERE JOB IS WELL DEFINED AND WELL STRUCTURED , AND DUE TO VOICE OF CUSTOMERS THEIR RELATIPNSHIP WITH OTHER

DEPARTEMENT IS ALSO FLOURISHED.

RESEARCH METHODOLOGY
Research Methodology is a way to systematically solve the research problem. In it, step-by-step methods are followed to solve a particular problem. It refers to a search for knowledge. It can also be defined as a scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of scientific investigation. Redman & Mory defines research as systematized effort to gain new knowledge.

RESEARCH DESIGNS: - Research Design is the way in which the research is carried out. It
works as a blue print. Research Design is the arrangement of conditions for the collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure.

TYPES OF RESEARCH DESIGN: - Basically, there are three types of Research Designs.
These are:

Exploratory Research Design

Descriptive & Diagnostic Research Design

Experimental Research Design

Exploratory Research Design: - In it, a problem is formulated for precise investigation and working hypothesis is developed.

 Descriptive & Diagnostic Research Design: - In Descriptive Research Design, those studies are taken which are concerned with describing the characteristics of a particular individual or a group.

In Diagnostic Research Design, those frequency are determined with which something occurs or its association with something else. Experimental Research Design: - In it, casual relationships between the variables are tested. It is also known as Hypothesis Testing Research Design. The present project is descriptive in nature. The major purpose of descriptive research is the description of state of affairs, as it exists at present. The main characteristic of this method is that the researcher has no control over the variables; he can only report what has happened or what is happening.

DATA COLLECTION: - The data can be of two types:

Primary Data Secondary Data

The study is based on both primary and secondary data.

(1) Primary Data: - Primary data are those data, which is originally collected afresh.

In this project, observation method has been used for gathering required information.

(2) Secondary Data: - Secondary Data are those data which are already collected stored and which has been passed through statistical research.

In this project, secondary data has been collected from following sources:Annual Report Articles in Journal, Magazines Books Other material and report published by company

BIBLOGRAPHY Books:
i.
The greatest secret of success - Virender Kapoor

ii. Passion to win- Abad Ahmed

iii.

"The five great myths of Career building". by Sanjiv Bhare

Website
www.Indianmba.com www.google.co.uk.com www.hr.com