Training and Development at Dawar

7/28/2019 Training and Development at Dawar

1/112

1

CONTENTS

1. INTRODUCTION

General introduction

Industry profile

a. origin and development of the industry

b. growth and present status of the industry

c. Future of the industry.

2. PROFILE OF THE ORGANIZATION

Origin of the organization

Growth and development of the organizationPresent status of the organization

Future plans of the organization

Functional department of the organization

Organization structure and organization chart

Product and service profile of the organization

Market profile of the organization

3. DISCUSSIONON TRAINING

Student s work profile (role and responsibilities)

Description of live experience

4. STUDY OF SELECTED RESEARCH PROBLEM

4.1 Statement of research problem

4.2 Statement of research objectives

4.3 research design and methodology

4.4 Analysis of data

4.5 Summary of findings


2/112

2

5 SUMMARY AND CONCLUSION

Summary of learning experience

Conclusion and recommendation

APPENDIX

Annexure like copy of questionnaires, interview schedule, leaflets, Broachers,

photographs to be enclosed

BIBLIOGRAPHY


3/112

3

INTRODUCTION


4/112

4

GENERAL INTRODUCTION

DAWAR TODAY

For more than Two decades, Dawar Group has controlled the Specification,

Production, Distribution and Technical information of footwear technology.

"Dawar Group" was founded in "1977" on the modest scale in the city Agra. A

move to set-up more Units were necessary to cope with the abrupt increase in the

volume of business.As a part of its expansion and diversification drive, Two

manufacturing Units came into existence under the Group.

"To give the better quality product and to be the customer first choice".
http://www.dawargroup.com/index.htm


5/112

5

Dawar Footwear Ltd. works with this mission. In 1977 Mr. Puran the C.P. of

Dawar Footwear Ltd. to work with his brother at Dawar Shoe Shop at Sadar there

he started to take order from the customers he learned salesmanship there.

In 1987 he comes in export. In 1987 the turnover of Dawar Footwear Ltd. is

I crore. It declines to 90 laks in 1988.

ORGANISATION CHARTMr. Dawar (Chair Man)

Mr. P.P. Agarwal (G. M.)

Research &

Development

Department

Production

Department

Human Resource

Department

Mr. Vipin Gupta

(RND Manager)

Coordinator in Ani

Shera

Coordinator

Purchaser

Mr. Ajay Raj

S.K. Sharma

D. K. Sharma

J.K. Mishra

Mr. Dinesh Kashyap

Production Manager Mr. Bipin Gupta (H.R.

Manager)


6/112

6

In house production of PU, TRP Soles and shoes. Dawar family is large and

growing family. It expand beyond the people who work for Dawar. Group. There

families are also intergral part of it froup shares the hopes and aspirations of it's

people and their children. It goes out of it's way to revered their hard work and

dedication.

Saksham Dawar Memorial Trust

It is a child education in addition to this it also provides monitory assistance

to a large member of its worker's children studying in other schools.

The group also works in association with a number of NGO's to fulfill its

other social welfare commitments. It also organizes regular health check-ups forthe families of its workers.

Leading From The Front : -

By- Mr. Puran Dawar (Chairman)


7/112

7

Mr. Prem Agarwal (General Manager)

Dawar is led by Mr. Puran Dawar, a pro-active veteran from the shoe

industry. Mr. Dawar has been associated with the shoe industry from more them

thru decades. The understands the dynamics of shoe business and how it is

conducted in the international market. With his clear vision and rock solid

dedication, he has brought Dawar group this far and continue to lead it with

missionary zeal.

It is Mr. Dawar's concern for his people and environment related issues that

has endeavoured him to one and all A visit to group's manufacturing facility andcorporate office reflects these concerns.

Mr. Prem Agarwal, General Manager is one who look after the day to day

affairs of the company.

INFRASTRUCTURE :

It is a hazard free, airy, well lit and well bilt working facility, They provide

there complexes with clean toilets and adequate drinking water. Facilities.

RECREATION :

There is a volley ball court in the front amidst sprawling greens. It has

witnessed many a competitive in house tourneys it is imp. for our people to know

the joy of winning and the agony of losing to each other. But together they make a

formidable team of 800 strong and highly skilled people we are proud of.

Marketing Tactics :


8/112

8

Our product range is exhibited in many prestigious fairs like 'Riva Del

Grada (Italy). GDS (Germany) and WSA (USA)'.

WORK STRENGTH:

For a company to stay ahead in term of quality and competitiveness. It has to

relay on the strength of its own infrastructure and resource. Weat Dawar Group

,Releasing it very early.

Today we not only have a most modern manufacturing complies but also an

array of sophisticated manufacturing complies but also array of sophisticated

machine to produce a diverce range of world class footwear.

Beside a no of Italian hasting machines and German closing machines, there

are other machines of various stages of production on line quality check's enable us

to monitor consistency in production of a particular order from shoe upper to

complete shoes, every thing is produce in house there by reducing production had

time enhancing cost effectiveness. Over the years, the group has kept a study pace

with technologically advances in footwear production. It has continuously

upgraded into infrastructure to produce quality footwear.

QUALITY POLICY:

At Dawar, we look at quality from a different perspective. Concern for

quality is ingrained in our system. It is an integral part of our thought process. And

that is how it has becomes a tangibles aspect of our product you can see and fell it.

Quality is not talking about it; it is doing it, it should be inherent in our belief

system.


9/112

9

We at Dawar, have involved our own quality policy turned to a capabilities

of our people.

They produce quality because we provide them quality environment and

facilities. We lead the crusade for quality from the front. At professional inspect it

and together they deliver it.

From time to time people undergo orientation programmes conducted with the

assistance of technocrats to understand qualitative aspects of products we make. To

top it all , the management of Dawar Group monitors the production process to

ensure that each footwear bears Dawar's seal of Quality Always'

Alps Industries Limited is, committed to conducting its affairs ethically and

lawfully. This Code of Conduct establishes policies & procedures that are

intended to guide directors, officers and employees in the performance of their

duties and responsibilities and ensure compliance with the Companys

commitment to ethical and lawful conduct. These standards are set forth in the

pages that follow and are reflected in the character and the conduct of our

directors, officers and employees, which are in consonance of compliance of the

revised Clause 49(1D) of the Listing Agreement, in its true spirit and not only as a

matter of legal compliance.

In pursuant of the said Clause, the Board of Directors of the company in their

meeting held on January 29, 2005 approved the Code of Conduct, which has

become effective w.e.f. January 29, 2005. A copy of the Code of Conduct as

approved by the Board of Directors is provided hereinafter.

We urges you to become thoroughly familiar with the contents of this bookletthe

code of Business Conduct and Ethics (also referred to simply as the Code)and


10/112

10

to use it as a guidelines in the performance of your responsibilities for the

company. We also encourage you to seek assistance either from your superior or

from the Human Resources Department when a question or concern arises with

respect to any matter addressed in this material. If you have question or concern

about a code of Conduct provision or about some action or practice you observe,

you should always bring your questions to the attention of the company by talking

to your superior, other members of management, the companys Legal or Human

Resource Department or use the Companys anonymous reporting system. The key

is to make the Company aware of any questions of concerns you have so they can

be investigated, evaluated and appropriately addressed.

OBJECTIVE OF THE STUDY

Help employee overcome his weakness & improve ones his strengths &

thus enable him to improve his performance & that of the Deptt.

Generate adequate feedback & guidelines form the repotting officers to

the employee.

Contribution to the growth & development of the employee through

helping him in realistic goal setting.

Help in creating a desirable culture & traditions in the organization.

Help identifying employees for the purpose of motivating, training &

developing them. Generate significant, relevant, free & valid information about employees.

Thus, a good Training & Development& review system should primarily

focus an employee development.


11/112

11

INDUSTRY PROFILE

INDUSTRY AT A GLANCE

Leather industry occupies a place of prominence in the Indian economy in

view of its missives potential for employment, growth and exports.

There has been increasing emphasis on its planned development, aimed at

optimum utilization of available raw materials for maximizing the return particular

from returns.

EXPORTED PRODUCTS

(1)Leather Footwear

(2)Footwear Components

(3)Leather Garments

(4)Leather Goods

(5)Finished Leather

A PROFILE ON INDIAN LEATHER SECTORS

India is the largest livestock holding country with 21% Large animals and 11% Small animals

Indian Leather industry fulfills the 10% of global requirement.


12/112

12

The total production of India's is 4 billion U.S $.

Total annual exports value is over $ 2 billion.

During 2000-04 the export growth is estimated 8.20%

About 2.50 million workforce is thee in India about it 30% are women.

Promising technological inflow and foreign direct investment.

Top priority to occupational safety and work environment.

Major Production Centre of Leather & Leather

Products

Southern Region :-

1) Tamilnadu :- Chennair, Ambur, Ranikhet, Saniyabadi, Trichy and Dindigul.

2) Andhra Pradesh :- Hyderabad

3) Karnataka :- Banglore

North Region :-

1) Punjab :- Jalandhar

2) Delhi :- Delhi

Eastern Region :-

1) West Bangal :- Kolkata

2) Central Region :- Kanpur

3) U.P. Agra

Western Region :-


13/112

13

1) Maharastra :- Nambri

a. Origin and development of the industry :-

Unique combination

33-year-old Ghaziabad-based company, Alps Industries Limited (hereafter

referred to as Alps Industries), is a leading manufacturer of yarn, home furnishing,

fashion accessories and dyes catering to both the domestic as well as the

international market and also sells premium imported architectural products in the

domestic market. A vertically integrated company, Alps Industries operates eight

manufacturing facilities including a 100 per cent export-oriented integrated textile

unit and also owns two premium, well-established brands; "Vista" for home

fashions and architectural products and "Le Pashmina" for fashion accessories.

Vision

To produce world-class fashion, furnishing and dcor products with the

concurrent objective to protect the environment through the use of eco-

friendly material.

To achieve a leading position in environment-friendly textile products.

To create top-of-the-mind brand recall for its products.

To pursue innovation of new products.

To strengthen market reach in both the domestic and international markets to

fully capture emerging opportunities.

To reach the customers directly for improved responsiveness to changing

customer preferences.

To introduce own brands for home furnishing products in the international

market.


14/112

14

To pursue inorganic growth opportunities that would help it strengthen its

market position, both in the domestic as well as the international market.

The opportunity

India's textile industry is expected to grow almost three times into a USD 40

bn business by 2010 from the current levels; Its share in the global textiles market,

which currently stands at 4 per cent, is expected to touch 8 per cent by 2010; After

garments, yarn is the next fastest growing textiles category, likely to grow at a

compounded rate of 17 per cent per annum;

Similarly, exports of home textiles has grown by nearly 39 per cent in 2006.

The anticipated growth in the future is where the real excitement lies: exports of

home textiles (made-ups) are set to touch USD10 bn by the year 2010 from the

current USD 1.9 bn.

In addition to the opportunities in the international markets, the domestic

real estate boom presents an opportunity to Alps Industries to especially cater to

the niche commercial and retail segment and high-end residential demand:

Indian real estate market is on a high growth curve and is growing at the rate

of 30 per cent per annum;

Looking at the current frenetic pace of commercial realty development

across the country; it is estimated that 103 mn sq ft of office space will be added by

the year 2010; and the IT and ITES industry would require office space of more

than 367 mn sq ft till 2012-13;


15/112

15

The next two years from now will see the emergence of approximately 117.4

mn sq ft of new retail space with a total of 361 mall projects estimated to be under

construction.

Lastly, rising disposable incomes, easy financing terms and growing

urbanization continues to drive housing demand not only in the metros but also in

smaller cities.

The Alps value proposition

Because, over the years, we not only strengthened our position as a leading

textile manufacturer catering to the international market, but have also evolved as aprincipal interiors infrastructure player well poised to ride the domestic realty

boom.

And because pre-empting the realty boom and the opportunities unfurling in

the global market, we not only expanded our capacities ten times, but more

importantly, made our timely foray into fast growing and high-value added textile

segments, set the base for our entry into the retail segment for our home

furnishings and embarked on prudent integration, cost competitive and

environment friendly initiatives, which we believe will continue to be our value

proposition for years to come.

FOR INSTANCE WE,

Enhanced capacities to manufacture value-added fiber-dyed, high quality

yarn; Embarked on installing compact yarn spinning facilities and high-value

Jacquard fabrics weaving facilities to manufacture higher value products; Ventured

into the production of high-value office and automobile upholstery fabrics in

addition to fashion oriented home furnishing;


16/112

16

Undertook cost competitive expansion by choosing Uttranchal as our

expansion base - a state which offers several tax incentives, provides quality power

supply at subsidised rates and took loans from the government's TUF scheme to

reduce interest cost;

Enhanced our eco-friendly positioning by purchasing organic cotton, an

initiative which enables us to source nature friendly cotton;

Pioneered research in the area of natural dyes extraction and application to

textile fiber which provided us a distinct positioning of being an environmentally

friendly manufacturer;

Initiated measures to establish a strong branded retail presence, Launched

high-value architectural products such as real wood flooring & aluminum

composite panels to ride the domestic boom and leverage our strong Vista brand,

our national distribution network and our carefully nurtured relationships with

architects and interior designers.

We are confident that all these measures will increase our visibility, attract

large overseas retail and textile manufacturers and speed up top line growth and

protect our profitability significantly in the long-term.

The response

Several industry players are scaling up capacities especially to

attract overseas retail houses looking to move their production bases to

India in the post-quota regime.


17/112

17

So far, across Asia, textile companies have gained from a surge in

sales to developed markets primarily driven by shutting down of

capacities in overseas market.

However, in this business of manufacturing products for leading brands,

expanding margins beyond a point is imminently difficult. And that's where our

response to these emerging opportunities will be truly appreciated.


18/112

18

COMPANY

PROFILE


19/112

19

COMPANY PROFILE

ORIGIN OF THE ORGANIZATION :-

DAWAR COMPANY POLICY

We at Dawar Footwear Ind. a leading manufacturer and exporter of footwear

and footwear components, are committed to carry out our activities with highest

concern for customer delight, environmental protection, Occupational health &

safety, ethical governance and in compliance with all applicable statutory,

legislative and national and international standards requirements.

Pursuant to this goal, we shall :

Supply high quality of footwear and footwear components and meet

requirements of our customers.

Continually improve quality, productivity, social performance, cost of poor

quality, impact of our activities on air, water & land and also in prevention/

control of occupational health and safety risks;

Monitor, control and upgrade our technology/ processes and operational

practices so as to optimize resource consumption and ensure safe work

environment/ well being at work place;

Recognize and care for the concerns of our employees and affected

interested parties regarding the impact of our operations on the environment

and occupational health & safety hazards at work place ;

Participate in overall social development of the neighborhood;


20/112

20

Strengthen awareness, skill and competence of our employees so as to

enable them to contribute effectively in ensuring sound quality,

environmental, social, occupational health and safety management.

Date : 1st January, 200.

(Puran dawar) Chairman/ Managing Director

Agra footwear units are facing labour shortage. The supply of skilled and semi-

skilled labour has failed to match the growth in production of the industry.

Footwear exports from the city also record 20-25 per cent growth every year, thus

leading to further rise in demand for labour.

Several attempts to increase the supply of labour, including the much-publicised

umbrella project and a technological tie-up with Microsoft, have failed to deliver

results.

Industry sources claim the current demand for skilled and semi-skilled labour is

close to 50,000. There is an immediate need for a workforce of around 15,000 to

take advantage of the spurt in business generated by the opening of the US market

for Indian footwear.

To tide over the crisis, the industry is trying to encourage women to enter the

workforce. Women make up almost 50 per cent of the population of the town.

Puran Dawar, managing director, Dawar Footwear Industries, said that contrary to

the leather industry in Southern India, the Agra footwear industry has been

completely male-oriented, with women choosing to stay away from this sector


21/112

21

even though working in the leather industry was quite similar to the garment

industry, which employed women in large numbers.

Women were reluctant to work in the industry because there was lack of initiative

to train them and bring them into the workforce, he added.

The Central Footwear Training Institute (CFTI) in Agra has been churning out

about 100 trainees every year in the skilled labour category, but this is insufficient

in view of the present demand.

To promote young girls in the sector, the Agra Footwear Manufacturers and

Exporters Association has developed a project with the CFTI for running 3-month

duration courses that could produce thousands of semi-skilled labourers each year.

For the training, the footwear units have provided material like scrap leather,

machines etc. to the CFTI to enable the institute to train women in the trade of

leather stitching, grading and cutting. Dawar claimed that being a labour-intensive

industry, the footwear units of the town could easily train sufficient number of

labourers for their own purposes utilising the provisions made in the Apprentice

Act, 1961.

The Act allows hiring trainees in numbers of up to 20 percent of the total labour

strength in the unit. But the labour department did not allow the leather units to

take in trainees charging the unit owners of exploiting the labourers. If the

unjustified restriction imposed by the labour department could be lifted, the labourcrisis in Agra leather industry could be easily resolved, he added.

Agra produces close to 150,000 footwear pairs per day. There are 75-80 export

oriented units in the city, which earn foreign exchange worth almost Rs 1,500 crore


22/112

22

every year. Over the years, the increased demand by these export oriented units has

also led to an aggravation of the labour crisis.

Marketing Strategies of Dawar Footwear Ltd.

Marketing involves satisfying consumer's needs and want. The task of every

business 10 to deliver customer value at a profit. A company can win only by fine

tuning the value delivery process and choosing, providing and communicating

super value.

The value delivery process

The traditional view of marketing is that the firm makes something and then

sells in In this view, marketing takes place in the second half of process. dawar

footwear Ltd knows what to make and the market will buy enough units to produce

profits. companies that subscribe to this view have the best chance of succeeding ineconomics marked by good shortages where consumer are not fussy about quality,

features or style.


23/112

23

At Dawar

The marketing framework is design to address

Three management question :-

1. How can a company identify new value opportunities

2. How can a company efficiently create more promising new value offering.

3. How can a company use. Its capabilities and infrastructure to deliver the new

value offerings more efficiently

Or

1. Value exploration

2. Value creation

3. Value delivery

The success of Dawar Footwear Ltd. depends on various marketing

strategies. Every company jhas a specific plan by which company tries to lerd in

market.this plan is depend on following strategies.

1. Market needs

2. Market trends

3. Market growth

4. Keys to success

5. Marketing objectives

6. Target Market

7. Sales forecast


24/112

24

Customer Relation :-

The Term customer relation refers to the long term relation with the

customer. For maintain these relation company has to work hard. In Dawar

footwear limited, they always keep in touch with their customer they regularly

organize meeting with them wallmart , trisco etc. are their major customer they

covers the market of Italy U.S. any many more countries. They invites buyers to

them. Company attends the fair also for new market or new customer. So this is

how htye maintain customer relation. The most important fact is they are loyal

towards their customer.

Target Market :-

A Marketer can rarely satisfy everyone in market. The needs, wants and

demand of very person is different thats why it is essential for a marketer that he

choose only a particular market or target customer and he tries to satisfy them. as

we know that " Dawar footwear ltd is 100% export company they don't sale their

product in India reason being their product is so expensive its started from 4000

per pair of ladies shoes and 5000 per pair of gents shoes. The one reason of

covering international market is that they are not able to find much customer in

India thereby they covers international market they find good customer their who

happily pays them for their product they only made shoes for adults not for kids.

Quality Product :-

Dawar Footwear Ltd. works on the concept of " Total quality management"

To managing the quality of a product from the initial to the last stage is the aim of

company . They properly check the quality of raw material, they purchase raw


25/112

25

material from Chennai, Kanpur and Agra itself if their requirement they send it

back and orders for new material.

There is a AQL system in the company i.e. Average quality line. there are

five quality assurance manager in the company. There is inline inspection system

in the company. They check the product when it is 50% completed after it there is

midline inspection where they check when it is 60 to 65% completed. The there is

finally checking system where they check the product when it is 100% complete

Inside of it there is a randomly checking system also, in it the quality inspector can

check the product at any stage and if he found any errors their he can report to

chairperson and process will be stopped there so deliver a quality product is the

aim of company.

Market Trends :-

The complete information of market in Dewar footwear Ltd trends is very

essential for any company if company not runs according to the market trends it

will be get finished. As we know that shoe industry is very glamour's industry and

trends in this industry changes very so it is very essential to know about the taste

and preference of the like labour costing, raw material, payment terms etc. Inspite

of it the policy is very much depend on competitors policy. if company wants to

capture the market of its competitors. then it tries to sale its product on cheaper

cost.

Distribution Channel :-

When we are talking of Dawar footwear ltd about ' Dawar footwear ltd, it is

very much clear to us that there is no role of distribution channel. they directly

meet with buyer because they never sell their product by its own brand name,


26/112

26

company gives order to them and they sell the product by their name. There are

only two parties :-

ManufacturerBuyer

Sales forecasting :-

The whole production process at Dawar footwear ltd is depend on pre-order

that is why there is no need of forecasting best company tries to gain more order

from the customers and for this they regularly participate in fairs, keep in touch

with new trends and inspire their designer to work with creativity. Customer, whatthey want, what they like. For this purpose customer, what they want, what they

like, for this purpose company send their person to visit international market

company consider the taste of customer. They focused on seasonal demand and

seasonal changes.

Market promotional schemes :-

Sales promotion, a of Dawar footwear ltd. key ingredient in market

campaigns consist of a collection of incentive tools sales promotion includes tools

for consumer promotion like in 'Dawar footwear ltd. they create new sample

design, send these sample to buyers. They are registered in ARS magazine. They

pay good amount to their designers. There is a designer of Dawar's in stay who

regularly studies the international market and design new samples, he get the

monthly package of 5 lacks.


27/112

27

Pricing policy :-

The pricing policy of any of Dawar footwear ltd. company is one of the

important parts of its market strategy. the structure of market is very much depends

on the pricing policy of company. if the company produces costly product that its

customers are only high income group peoples and vice-versa. the pricing policy of

any company affects by various factors.

Logistic system of Dawar Footwear Ltd.

According to Mr. Bipin Gupta, taking order to the customer is easy,

production of the order is easier but complete the order at time is tough and timely

shipment or deliver the product to the customer is more tough. ' Dawar footwear

ltd.' always tries to fulfill the requirement of the customer and always tries to be in

time. They use JNPT port, Mumbai for shipment.


28/112

28

PRODUCTAND

SERVICES


29/112

29

DAWAR PRODUCT

The brand "DAWAR" has been able to maintain its aura of exclusivity and

distinction in the global market. Our brand "DAWAR" cherish the dreams of

people from across the world by providing footwear of their choice. With the

growing popularity, proliferation comes along.

The company has elaborated the brand concept by launching a variety of sub-

brands and shoes to suit different occasions. The new brand were coined with

attractive catchword, thus helping the customers finding the right shoes.Our range

of brand caters to every need in footwear world.

DAWAR FOOTWEAR IND:-

is a Govt. recognized export house engaged in the manufacture & export of Men's

Footwear i.e Classic- Comfort Classic & Sport Line & all type of Uppers.
http://www.dawargroup.com/index.htmhttp://www.dawargroup.com/index.htm


30/112

30

DAWAR LSD:-

is a Govt. recognized export house engaged in the manufacture & export of Ladies

Footwear *Fashion *Comfort *Sporty *Woven Ankled-Mid-Long Boots, Shoes &

Sandals.

Expansion:-

In house production of PU, TPR Soles and Shoes.


31/112

31

Dawar family is a large and growing family. It extends beyond the people who

work for Dawar Group. Their families are also an integral part of it. The Group

shares the hopes and aspirations of its people and their children. It goes out of its

way to reward their hard work and dedication.

"Saksham Dawar Memorial Trust" is a small but significant step in that direction.

Its a child education programme for the children of the workers. In addition to this,

it also provides monetary assistance to a large number of its worker's children

studying in other schools.

The Group also works in association with a number of NGO's to fulfill its other

social welfare commitments. It also organizes regular health check-ups for the

families of its workers. But these efforts are not enough. There is a lot more that

needs to be done. Nobody understands it more than the chairman of the Group,

"Mr. Puran Dawar".


32/112

32

BOARD OF DIRECTORS

Mr. Puran Dawar(Chairman) Mr. Prem Agarwal(General Manager)

Dawar Group is led from the front by "Mr. Puran Dawar", a pro-active veteran

from the shoe industry. Mr. Dawar is a widely travelled person and has been

associated with the shoe industry for more than three decades. He understands the

dynamics of shoe business and how it is conducted in the international market.

With his clear vision and rock solid dedication, he has brought Dawar Group this

far and continues to lead it with missionary zeal.It is Mr. Dawar's concern for his

people and environment related issues that has endeared him to one and all. A visit

to Group's manufacturing facility and corporate office reflects these concerns.Mr.

Prem Agarwal , General Manager is a seasoned professional who looks after the

day to day affairs of the company.


33/112

33

OUR PEOPLE

Dawar Group is indebted to its people for their unflinching support and dedication.

They have stood by us in our good, bad and ugly times. They have crafted some of

the finest shoes for most of the top names in international footwear and fashionindustry. They have made us a force to reckon with in the fiercely competitive

global footwear industry.

We, at one end, have not failed them either. To begin with, we have provided them

with a world class working environment envied by many in the industry. Its a

hazard free, airy, well lit and well built working facility we are talking about with

clean toilets and adequate drinking water.Its a facility that encourages performance

by its ambience. Hot Indian summer is hardly a distraction. Their health is a matter

of concern to us. Medical check-ups by qualified doctors are organised at regular

intervals to monitor their health and welfare. Then, there is a cafetaria for people

where they get subsidised food items.There is a volleyball court in the front amidst

sprawling greens. It has witnessed many a competitive in-house tourneys. It is

important for our people to know the joy of winning and the agony of losing to

each other. But together they make a formidable team of 800 strong and highly

skilled people we are proud of.


34/112

34

WORK STRENGTH

For a company to stay ahead in terms of quality and competitiveness, it has to rely

on the strength of its own infrastructure and resources. We, at Dawar Group,

realised it very early. Today, we not only have a most modern manufacturing

complex but also an array of sophisticated machines to produce a diverse range of

world class footwear.

Besides a number of Italian Lasting Machines and German Closing Machines,

there are other machines at various stages of production. The assembly line

manufacturing enhances production and ensure quality. On-line Quality Control

Checks by seasoned professionals enable us to monitor consistency in production

of a particular order. From shoe upper to complete shoes, everything is produced

in-house there by reducing production lead time and enhancing cost effectiveness.

Over the years, the group has kept a sturdy pace with technological advances in

footwear production. It has continuously upgraded its infrastructure to produce

quality footwear.


35/112

35

QUALITY POLICY

At Dawar, we look at quality from a different perspective. Concern for quality is

ingrained in oue system. It is an integral part of our thought process. And that is

how it has become a tangible aspect of our products. You can see and feel it.

Quality is not talking about it; it is doing it. It should be inherent in your belief

system. Over the years, we at Dawar, have evolved our own quality policy turned

to the capabilities of our people. They produce quality because we provide them

quality environment and facilities. We lead the crusade for quality from the front.

At Dawar, quality is people driven. Workers produce it, professionals inspect it and

together they deliver it.

From time to time our people undergo orientation programmes conducted with the

assistance of technocrats to understand qualitative aspects of products we make. To

top it all, the management of Dawar Group monitors the production process to

ensure that each footwear bears Dawar's seal of 'Quality Always'.


36/112

36

ENVIRONMENT FRIENDLY COMPANY

Inherent in the work culture of "Dawar Group" is a deep concern for conservation

& Preservation of the environment. The sprawling greens in front of its Corporate

Headquarters and Manufacturing facility is one such example.A modern waste

treatment plant has been installed to ensure its surroundings are not polluted. The

facility has been designed meticulously to match international standards in terms of

temperature control, noise levels etc.

It has "top-of-the-line fire fighting" arrangements. The walls in the working areas

are fitted with fire fighting equipments and fire exits routes are painted all over the

work area. The electricity cables have been laid under the watchful eyes of

professionals as per the prescribed standards. To educate our workers regarding the

use of chemicals, regular orientation programmes are conducted. Our concern for

our environment and the measures we have taken to preserve it have got us an

"ISO 14001" Certification.


37/112

37

RESEARCH & DEVELOPMENT

Dawar group is constantly innovating new designs. In sync with latest trends in the

European standards, development of new designs goes on round the year at ourResearch and Development department.

At Dawar group , commitment to provide high class and quality service continues,

right from the designer's sketchbook through to the performance of our shoes on a

customer's foot.

Dawar group has adopted latest footwear technology to give new dimension to the

creative designers.

Success is never a matter of desire, it is the product of hard work and vision. The

phenomenal success of Dawar Group proves it. With effective presence in more
http://www.dawargroup.com/index.htmhttp://www.dawargroup.com/index.htmhttp://www.dawargroup.com/index.htm


38/112

38

than "40" countries and a turnover exceeding "US$ 10 Million", the group has

been growing steadily.

It's success is simply a by product of the implicit faith and confidence its buyers

have in its capabilities. It has never let them down. And that is because their every

requirement is met as per their exact specifications. Today, the Group exports its

footwear to some of the top names in fashion and footwear business. "United

Colours Of Benetton, Lumberjack" etc. are some of the brands it makes footwear

for.Our product range is exhibited in many prestigious fairs like "Riva Del Garda

(Italy), GDS (Germany) and WSA (USA)". For us at Dawar every customer, no

matter big or small, counts. Whenever visiting our "Corporate headquarters" in

India, each customer is looked after well. We have even made independent work

stations for them to work with freedom. All the work stations are equipped with

modern telecommunication facilities. We cherish the mutually rewarding

relationship we share with our customers worldwide.


39/112

39

2.6 ORGANIZATION CHART FOR DAWAR

GROUP

MR. PURAN

DAWAR

(Chairman)

MR. ANIL

SEHRA

MR. SAMBHAV

DAWAR

Director

MR. B.K.GUPTA

(Manager HR &

MR.

S.K.SHARMA

MR.D.K.SHARM

A

MR.J.K.MISHRA

(Lasting Manager

Unit- I

MR. SHYAMSINGH

Lastin In char e

MR.DINESH

KASHYAP

MR.MANOJ

TIWARI

MR.ANIL JAIN

(Manager Export)

MR.NITINGUPTA

Ex ort

MR.AJAY RAJ

SHARMA

MR. BIPIN

GUPTA

(Head R & D &

GM Material

MR. DINESH

VERMA

Desi ner

MR. REHMAN

ALI

Sam le Co-

MR. RAJEEV

GUPTA

Communication

MR. KAUSHAL

KISHOR

Merchandiser

MR.KULDEEP

SINGH

Plannin in

MR.RAVINDR

A

Sam le Co-

MR.

P.P.AGARWAL

General


40/112

40

TRAINING


41/112

41

Training is a process of learning a sequence of programmed behavior. It is

application of knowledge & gives people an awareness of the rules and procedures

to guide their behavior. It attempts to prepare them for an intended job.

Development is a related process. It covers not only those activities, which

improve job performance, but also those, which bring about growth of the

personality; help individuals in the progress towards maturity & actualization of

their potential capacities so that they become not only good employees but also

better men & women. In organizational terms, it is intended to equip persons to

earn promotion and hold greater responsibility. Training a for a bigger and higher

job is development. In addition, this may well include not only imparting specific

skills and knowledge but also inculcating certain personality and mental attitudes.

Training is a short-term process utilizing a systematic & organized procedure by

which non-managerial personnel learn technical knowledge & skills for a definite

purpose. Development is a long-term process educational process utilizing a

systematic and organized procedure by which managerial personnel learn

conceptual and theoretical knowledge for general purpose.

Training refers to instruction in technical and mechanical operations, while

development refers to philosophical & theoretical educational concepts. Training is

designed for non-managers, while development involves managerial personnel.

Training & Development differ in four ways:

"What" is learned?

"Who" is learning?


42/112

42

"Why" such learning takes place &

"When" learning occurs

The difference may be stated thus:

Learning dimensions Training Development

Who? Non-managerial

personnel

Managerial personnel

What? Technical & mechanical

operations

Theoretical, conceptual

ideas

Why? Specific job-related

purpose

General knowledge

When? Short term Long-term

NEED FOR BASIC PURPOSES OF TRAINING

1. To increase productivity-Instruction can help employees increase their level

of performance on their present assignment. Increased performance oftendirectly leads to increased operational productivity and increased company

profit.


43/112

43

2. To improve quality- Quality increases may be in relationship to a company

product or service, or in reference to the intangible organizational

employment atmosphere.

3. To help a company fulfill its future personnel needs- when the need arises,

organizational vacancies can more easily be staffed from internal sources if a

company initiates and maintains an adequate instructional program for both its

non-supervisory & managerial employees.

4. To improve organizational climate- Increased morale may be due to many

factors, but one of the most important of the most important of these is the

current state of an organization's educational endeavor.

5. To improve health & safety- Proper training can help prevent industrial

accidents. A safer work environment leads to more stable mental attitudes on

the part of employees.

6. Obsolescence prevention- Training & Development programs foster the

initiative & creativity of employees & help to prevent manpower

obsolescence, which may be due to age, temperament or motivation, or the

inability of a person to adapt him to technological changes.

7. Personal growth-

An increased use of technology in production.

Labor turnover.

Employment of inexperienced labors.

Old employees need refresher training to enable them to keep abreast of

changing methods.

Enabling employees to do the work in a more effective way.

Reducing grievances and minimizing accident rates.


44/112

44

Maintaining the validity of the organization & raising the morale of the

employees.

Importance of training

Training is the corner stone of sound management, for it makes employees more

effective & productive. It is actively and intimately connected with all the

personnel or managerial activities. It is an integral part of the whole management

program, with all its many activities functionally inter-related.

There is an ever present need for training men so that new and changed techniques

may be taken advantage of and improvements affected in the old methods, which

are woefully inefficient. Training is a practical and vital necessity because it

enables employees to develop & rise within the organization, and increase their

"market value", earning power and job security. It moulds the employees ' attitudes

and helps them to achieve a better co-operation with the company and a greater

loyalty to it. Training, moreover, heightens the morale of the employees, for it

helps in reducing dissatisfaction, complaints, grievances & absenteeism reduces

the rate of turnover. Training is a widely accepted problem-solving device.


45/112

45

Steps in training programs

Discovering or identifying training needs

( through organizational operations manpoweranalysis)

Getting ready for the job

Preparation of the learner

(create, desire & prepare accordingly)

Presentation of operations & knowledge

(Application of training techniques)

Performance try-out

Follow-up

(rewards and feedback)


46/112

46

Objectives of employee training

The overall objective of training program is to fill in the gap between the existing

and the desired level of knowledge, skills and aptitudes. Objectives of

training express the gap between the present and the desired

performance levels. A well designed training program improves the

personnel qualitatively. The main objectives of training may be defined

as follows-

1. To impart basic knowledge- To impart the entrants the basic knowledge

and skills required for efficient performance of definite tasks. It increases the

skill, knowledge and operative competence of the employee, which help to

increase the level of performance.

2. To function more effectively in their present position- It assists the

employees to function more effectively in their present positions by

exposing them to the latest concepts, information and techniques and

developing the skills required performing their job in a better way.

3. To build up second line of competent officers- Whenever there is a change

in a job position, the new incumbent from within can occupy the position

more confidently.

4. To broaden the minds of senior managers- It corrects the narrow outlook

caused by the over specialization.

5. To reduce supervision- It reduces the degree of supervision and makes theworkers more independent & more responsible. It reduces cost of production

and cost of supervision.

6. To improve the organizational environment- The purpose of training is to

generate an improved organizational environment. Proper training reduces


47/112

47

industrial accidents. Proper & safer living and working environment leads to

more stable mental attitude on the part of the employees. It reduces the rate

of absenteeism and labor turnover.

7.

Principles of training

A sound training program must possess the following characteristics:

1. The training program should be designed so as to achieve pre-determined

objectives and needs of the organization.

2. Training program should be less expensive.

3. Training program should be developed for all in the organization and not for

a particular group.

4. Training program should be pre-planned and well organized, taking in view

the objectives of training program.

5. Training program should be designed according to size, nature and financial

position of the concern.

6. the program should be conducted by a senior and experienced supervisor or

executive of the concern or by training director who is in charge of the

training section under personnel department.

7. Theoretical and practical aspects of training should be given consideration

while preparing a training program.

8. Training program should be designed taking in view the interests of both

employer and employees.

9. The purpose of training is to develop the men and therefore more than one

method may be followed for different groups.


48/112

48

10. The program should be flexible enough so that it may be adjustable to the

changing circumstances.

11. Training should be followed by a reward, so that employees may be

motivated.

12. Sufficient time should be provided to practice what the employees have

learned.

13.The trainee should be provided with 'feedback' on the progress he is making

in utilizing the training he has received.

Evaluation of effectiveness of training and management development

programs

Evaluation is an essential feature of all programs for the training of employees.

The concept of evaluation is most commonly interpreted in determining the

effectiveness of program in relation to its objectives. Management invests in

training programs of the employees only with the expectation to see some

tangible benefits derived there from. Evaluation can be done from various

purposes. Objectives of training evaluation is to determine the ability of the

participant in the training program to perform jobs for which they were trained,

the specific nature of the training deficiencies, whether the trainees required any

additional on the job training, and extent of training not needed for the

participants to meet the job requirements. Evaluation of the training program

may be done as follows:

1. To increase the effectiveness of the training programs while it is going

on.

2. To increase the effectiveness of the programs to be held next time.


49/112

49

3. To find out to what extent the training objectives are achieved.

4. To help participants to get feedback for their improvement and

efficiency.

Evaluation of the training must be based on the following principles:

Evaluation specialist must be clear about goals and purposes of evaluation.

Evaluation must be continuous.

Evaluation must be specific.

Evaluation must provide the means and focus for trainers to be able to

appraise themselves, their practices, and their products.

Evaluation must be based on objective methods and standards.

Realistic target dates must be set for each phase of the evaluation process. A sense

of urgency must be developed, but deadlines that are unreasonably high will result

in poor evaluation.

There are various approaches to training evaluation. To get a valid measure of

training effectiveness, the personnel manager should accurately assess trainee's job

performance two to four months after completion of training. The four basic

categories of outcomes can be measured -

Reaction: Evaluate trainee's reaction to the program.

Learning: Did the trainee learn the principles, skills and fact that the

supervisor or trainer wanted him to learn?

Behavior: Whether the trainee's behavior on the job changed because of the

training program?

Results: What final results have been achieved?


50/112

50

TRAINING COURSE

Training may range from highly specified instruction in the procedures to be

adopted while performing a particular job to every general instruction concerning

the economy and society. Training courses in general areas usually aim at making

an employee a rounded individual, a happier worker and a good citizen, and at

training him for "larger responsibilities" and future advancement. Such training

exerts a remarkable influence on production and labor. From the employees point

of view, output would increase with decrease in cost of production. From the point

of view of labor, the employees' morale would improve; so would the rate of

turnover, excessive absenteeism and accidents reduce. Training programs are no

doubt expensive; but their worth to a growing concern cannot be over-emphasized.

Training in general areas is given in such subjects as general and home economics,

basic English, instruction in better writing and report drafting, reading using

gauges, the operation of machines, public speaking and public relations, selling

and communication with people.

SUPPORT MATERIAL FOR TRAINING

A variety of equipments are utilized to impart effective training. These are:

1. Lectures, conferences, seminars and staff-meetings, demonstrations, and

short courses, through coaching.

2. Role-playing and job rotation.

3. Case or project studies and problem-solving sessions.

4. Use of pamphlets, charts, brochures. booklets, handbooks, manuals etc.

5. graphs, pictures, books, slides, movies, projectors, film strips, tape recorders.

6. Posters, displays, notice and bulletin boards.


51/112

51

7. Reading rooms and libraries where specified books and journals are

maintained for reference and use.

8. Under-study and visits to plants.

9. Correspondence courses under which knowledge about business law,

statistics, industrial management, marketing, offices procedures, retailing

and many other similar subjects may be imparted.

10.Teaching machines.

11.Membership of professional or trade associations, which offers new techniques

and ideas to their members.

TRAINING PERIOD

The duration of training varies with the skill to be acquired, the complexity

of the subject, a trainee's aptitude and ability to understand, and the training media

used. Generally a training period should not be unduly long; if it is, trainees may

feel bored, uninterested. The ideal session should not go beyond 2 to 3 hours at a

stretch, with a break in between two sessions. If convenient, employees may betrained for a week or a fortnight for an hour or two, every day after work hours.

The training period may extend from 3 weeks to 6 months or even more,

depending upon the job requirements. The physical location of the program should

be in pleasant surroundings away from the noise and tension of the work place.

TRAINING FOR DIFFERENT EMPLOYEES

Employees at different levels require training. Unskilled workers require training

in improved methods of handling machines and materials to reduce the cost

production and waste and to do the job in the most economical way. Such


52/112

52

employees are given training on the job itself; and the training is imparted by their

immediate superior officers.

Semi-skilled workers require training to cope with the requirements of an industry

arising out of the adoption of mechanization, rationalization and technical

processes. These employees are giving training either in their own sections or

departments, or in segregated training shops where machines and other facilities

are usually available. Training is usually imparted by more proficient workers,

bosses or inspectors, Training methods include instruction in several semi-skilled

operations because training in one operation only creates difficulties in adjustments

to new conditions, lend the color of specialization to a job and makes work

somewhat monotonous for an individual.

Skilled workers are given training through the system of apprenticeship, which

varies in duration from a year to three or five years. Such training is also known as

tradesman or craftsmen training, and is particularly useful for such trades in

industry which require highly sophisticated skills- as in carpentry, drilling, boring,

planning etc. Such programs are usually conducted in training centers and industry

itself.

Supervisory staff needs training most, for they form a very important link in the

chain of administration. The training programs for supervisors must be tailor-made

to fit the needs of an undertaking. Their training enables supervisors to cope with

the increasing demands of the enterprise in which they are employed and to

develop team spirit. Supervisors' training may include the supply of necessary

reading material, job rotation to give them a wide- in plant experience, holding of

staff meetings, visits to other industrial units, participation in the work of other

departments, lectures and teaching, role-playing, case studies and conferences.


53/112

53

TRAINING METHODS/ TECHNIQUES

ON THE JOB DEMONSTRATION APPRENTICESHIP

OTHER TRAINING

AND EXAMPLES METHODS

VESTIBULE SIMULATION CLASSROOM

METHODS

ASSOCIATIONS

AUDIO-VISUAL

AIDS

LECTURES CONFERENCES

CASE STUDY

ROLE-PLAYING

PROGRAMMED

INSTRUCTION

Classification of training


54/112

54

ON-THE-JOB- TRAINING

It is the most common, the most widely used and accepted, and the most necessary

method of training employees in the skills essential for acceptable for jobperformance. An employee is placed in a new job and is told how it may be

performed. It is primarily concerned with developing in an employee a repertoire

of skills and habits consistent with the existing practices of an organization, and

with orienting him to his immediate problems. Employees are coached an

instructed by skilled co-workers, by supervisors, by the special training instructors.

They learn the job by personal observation and occasionally handling it. There are

variety of OJT methods, such as coaching' or understudy; job rotation; and

special assignments.

Job instruction training(JIT)

This method requires skilled trainers, extensive job analysis, training schedules,

and prior assessment of the trainees job knowledge. This method is also known as

training through step-by-step learning. It involves listing all necessary steps in

the job, each in proper sequence. The actual training follows a four step process :

The preparation of the trainee for instruction.

Presentation of the instructions, giving essential information in a clear

manner.

Having the trainee try out the job to show him each step of the job.

Encouraging questions and allowing the trainee to work along and the trainer

follows up regularly.

The JIT method provides immediate feedback on results, quick correction of

error, and provisions of extra practice when required.


55/112

55

Vestibule training (training-center training)

It is a classroom training, which is often imparted with the help of the equipment,

and machines, which are identical with those in use in the place of work. This

technique enables the trainee to concentrate on learning the new skills rather than

on performing an actual job. Theoretical training is given in classroom, while the

practical work is conducted on the production line. It is a very efficient method of

training semi-skilled personnel, particularly when many employees have to be

trained for the same kind of work at the same time. Training is generally given in

the form of lectures, conferences, case studies, role-playing and discussion.

Demonstration and examples(learning by seeing)

The trainer describes and displays something, as when he teaches an employee

how to do something by actually performing the activity himself. Demonstrations

are very effective In teaching because it is much easier to show a person how to do

a job than to tell him or ask him to gather instruction from the reading material.

Demonstration are used in combination with lectures, pictures, text materials,

discussions etc. Demonstration are particularly effective in the training for the

acquisition of skills; but their usefulness is limited when it is a question of training

management personnel.

Simulation

Simulation is a technique, which duplicates, as nearly as possible, the actual

conditions encountered on a job. Trainee interest and employee motivation are

both high in simulation exercise because the actions of a trainee closely duplicate

real job conditions. This training is essential in cases in which actual on-the-job

practice might result in a serious inquiry, a costly error, or the destruction of

valuable materials or resources.


56/112

56

Apprenticeship

For training in crafts, trades and in technical areas , apprenticeship training is

the oldest and most commonly used method. A major part of training time is

spent on-the-job productive work. Each apprentice is given a program of

assignments according to a pre-determined schedule, which provides for

efficient training in trade skills.

Classroom or off-the-job methods

It means training is not the part of everyday job activity. The actual location may be

company classrooms or in places which are owned by the company. These

methods consists of:

Lectures

Conferences

Group discussions

Case studies

Role-playing

Programmed instructions

Laboratory training


57/112

57

TRAINING MODEL

Implementation of training

Once the training program has been designed, it needs to be implemented.

Implementation is best with certain problems. Firstly, most managers are action-

oriented and frequently say no to training efforts. Secondly, there is problem of

locating suitable trainers within an organization. Any training program

implementation involves action on the following lines:

Deciding the location and organizing training and other facilities.

Scheduling the training program

Conducting the program

Monitoring the progress of trainees


58/112

58

Why training fails?

The following factors have been regarded as the main reasons for failure of

training programs:

The benefits of training are not clear to the top management.

The top management hardly rewards supervisors for carrying out

effective training.

The top management rarely plans and budgets systematically for training.

The middle management, without proper incentives from top

management, does not account for training in production in production

scheduling.

Without proper scheduling, first line supervisors have difficulty in

production norms if employees are attending training programs.

Behavioral objectives are often imprecise.

Training external to the employing unit sometimes teaches techniques on

methods contrary to the practices of the participants' organization.

Timely information about external programs may be difficult to obtain.

Trainers provide limited counseling and consulting services to the rest of

the organization


59/112

59

Improving effectiveness of training

The training program can be mad more effective and successful if the following

hints are considered:

Specific training objectives should be outlined on the basis of the type

of performance required to achieve organizational goals and

objectives.

Attempt should be made to determine if the trainee has the

intelligence, maturity, and motivation to successfully complete the

training programs.

The trainee should be helped to see the need for training by making

him aware of the personal benefits he can achieve through better

performance.

The training program should be planned so that it is related to the

trainee's previous experiences and background.

Attempts should be made to create organizational conditions that are

conducive to a good learning environment.

If necessary, a combination of training methods should be selected so

that variety is permitted and as many of the senses as possible are

utilized.

It should be recognized that all the trainees do not progress at the

same rate.

If possible, the personal involvement or active participation of the

trainee should be got in the training program.


60/112

60

As the trainee acquires new knowledge, skills or attitudes and applies

them in job situations, he should be significantly rewarded for his

efforts.

The trainee should be provided with regular, constructive feedback

concerning his progress in training and implementation of the newly

acquired abilities.

The trainee should be provided with personal assistance when he

encounters learning obstacles.


61/112

61

DEVELOPMENT


62/112

62

Purpose and objective of management development

Executive development is an attempt at improving an individual's managerial

effectiveness through a planned and deliberate process of learning. For an

individual this means a change through a process of planned learning. This should

be the common and significant aim of development attempts from the point of

view of the trainer and the trainee in an organizational setting.

"All the development is self development. It must be generated within the man

himself. Development is highly individual. The development of an individual is

due to his day-to-day experience on a job. Any activity to designed to improve the

performance of existing managers and to provide for a planned growth of

managers to meet future organizational needs is management development.

The change in the individual must take place in those crucial areas, which can be

considered as output variables:

Knowledge change

Attitude change

Behavior change

Performance change

End-operational results

The organizational aims of management development are to secure the following

valuable end-results:


63/112

63

Improvement in technical performance.

Improvement in supervision

Improvement in inter-departmental co-operation

Highlighting an individual's weakness

Attracting good men

Facilitating sound "promotion-from-within" policies and practices.

Ensuring that the qualifications of key personnel become better

known

Creating reserves in management ranks

Marking an organization more flexible by an increased versatility

of its members

Improving organizational structure

Stimulating junior executives to do better work

Keeping the company abreast of technical and economic

conditions

'Broadening' key men in the middle cadreObjectives of management development

To develop managers to perform better on their present

assignments

To prepare them for higher assignments

To provide a steady source of competent persons at all levels to

meet future organizational needs

To help them grow fast

To prevent obsolescence of managers


64/112

64

To replace elderly executives, who have risen from the ranks,

by highly competent and academically qualified professionals

To create conditions and a climate which contribute to the

growth process

To create an understanding of the methods and problems of

management

To enable candidates to understand the problems of a business

organization

To indicate how to apply to practical problems the knowledge

of the physical and social aspects of business problems andmanagement.

Causes or factors of management development

The rapid rate of technological and social change in society has

necessitated the training of managers so that they may cope with

these development

The introduction of automation, intense market competition from

foreign countries, the growth of new markets in the under

developed countries.

Increased recognition by business and industrial leaders of the

social and public responsibilities of management has necessitated

the development of managerial personnel

The increased size and complexity of most organizations-

governmental, industrial, commercial, on-profit public services-

require trained managers


65/112

65

The frequent labor-management strife have necessitated the

services of trained personnel

The changes in socio-economic forces, including changes in public

policy and the concepts of social justice, industrial democracy.

Need for executive development in Indian context

Personnel in sectors as engineering and steel, coal, fertilizer, oil

and cement industries need training not only in the functional areas

of management but also need to acquire a thorough knowledge of

the sector.

Management resource mobilization towards professionalizing such

public utilities as water supply, power distribution, transport and

communications. for agriculture and industry are dependent on the

efficient functioning of these utilities.

Government and civic offices organized to render public services

have been untouched by the management movement

Management principles and techniques need to be introduced in

other areas of national economy.

Public administration is a vast sector, which needs management

attention.

Management development programs for all those who are engaged

in positions above the supervisory level of operations.

Importance of management development

The development of the full potential of all those who are under their

command as a prime responsibility


66/112

66

Providing for the present an future needs of the firm of managerial talent by

establishing, operating and improving management training and

development scheme.

Taking account by regular appraisal of how successful managers are

developing their own subsidiaries

Providing opportunities for every manager to take an active part in his own

development

Developing all parts of the scheme together as a consistent an orderly whole,

in line with the company's objectives.

Management development concepts

Some of these important concepts are:

1. There is no time limit for learning. Management training is not a "one

shot" affair but continues throughout an executive's whole professional

career.

2. There always exists some gap between actual performance and capacity,

which provides considerable opportunity for improvement. A large

number of employees do operate below a pre-determined standard, which

their training aptitude desires of them. If they get further training and

acquire additional technical knowledge in management, in

communication and in organizational affairs, they are bound to work

faster and more efficiently, actively, and productively.

3. There are certain forces, which may retard further growth, but these may

be offset or the direction of their movement changed.

4. Increased understanding of others, their behavioral attitude and of oneself

definitely aid in managing and contributing to personal development,

which is needed to increase and expand managerial effectiveness.


67/112

67

5. Development seldom takes place in a completely peaceful and relaxed

atmosphere. Growth involves stresses and strains. "Adversity is the

mother of invention." It is because of errors and some failures that one is

impelled to try and succeed in one's mission.

6. Development requires a clear-cut setting of the objectives and goals

which are to be achieved or attained, and the ways and methods of

achieving these.

7. Participation is essential for growth. Active learning and effort are

needed.

8. Feedback from a superior to a subordinate, and from a group to an

individual is necessary for the recognition of shortcomings and for

keeping oneself in touch with the progress that ahs been achieved.

9. An important responsibility in the management of personnel is that of

development.

Executive development process

The object of management development is to influence and modify the behavior ofthe managers in operation, it is necessary that in framing a management

development program for specified managerial group, the following things are

involved:

1. Identify the pattern of behavior at which the program is aimed at

which it seeks to influence and modify.

2. Identify the causes the impulses, horizontally up and down theenterprise, which blend to give rise to the pattern of behavior.

3. Identify the nature of the exposure- the impulses that must be

introduced into the system-through the development program


68/112

68

4. The program must take care to throw impulses into the system in a

manner that generates the urge to behavior changes from within the

trainee manager by the process of evolving rather than an imposition

from outside.

FACTORS INHIBITING MANAGEMENT DEVELOPMENT

Some of the factors, which hamper a management development program, are:

Job security of the employees, its stability, and pension; these slow down the

mobility of employees and check the recruitment of younger people.

Supervisors at different levels, especially in the middle management, often

feel trapped.

Home ownership, home-sickness, close ties with one's family, community

and social activities inhibit development to a large extent; and when these

are accompanied by the absence of job security and chances of promotion,the employees tend to stress the non-job aspects of their lives.

Relations between superiors and subordinate are often not conducive to

management development.


69/112

69

Basic requisites for the success of management development

programs

1. The top management should accept responsibility for getting thepolicy of development executed.

2. Management development is essentially a "line job", it takes place on

the job and involves both the man and his boss.

3. Every manager must accept direct responsibility for developing

managers under his control on the job, and a high priority should be

given to his task.

4. Management development must be geared to the needs of the

company and the individual.

5. A policy of promotion from within is a necessary incentive for

managers to develop in an organization

6. Management development starts with the selection of the right

materials for managerial ranks. It is essential to ensure that really

good material is fed into the program at the entry levels.

7. There should be a realistic timetable in accordance with the needs for

managerial personnel over a sufficiently long period and the resources

which are available and which will be required.

Administering a management development program

While administering the program, due consideration should be given to the

following points:


70/112

70

1. It should support a systematic career planning for managerial personnel,

otherwise the frustrated trainees might seek opportunities elsewhere and the

whole investment made in training programs would go waste.

2. Management development does not comprise involvement in a series of

structured courses, but there should also be an active interaction between the

trainee and the management.

3. Training program should cover, as far as possible, every manager, capable of

showing potential for growth.

4. The entire program should be properly planned. The trainees should take

part in it. The company should not normally allow any manager to opt out of

a training program.

TECHNIQUES OF MANAGEMENT DEVELOPMENT

1. On-the-job techniques

This method of training & development has its own value. It is inexpensive andsaves productive hours. Most popular techniques under this type are:

The coaching or guided method

Job rotation method

Participation in deliberations of the Boards and committees

The coaching method

Coaching is a method, which is used in developing managerial thinking processes

as well as operative skills. In coaching, the superior plays the role of the guide and

the instructor. The coach sets some mutually agreed upon goals and tell the trainee

what he wants to be done, follows up suggestions, and corrects errors. It has certain

advantages:


71/112

71

It requires the least centralized staff co-ordination, for every executive can

coach, his men even if no management development program exists.

Periodic feedback and evaluation are also a part of coaching, which yield

immediate benefits to an organization, to the coach and to the subordinate.

Coaching will work well if the coach provides a good model with whom the

trainee can identify; if both can be open with each other; if the coach accepts his

responsibility fully; if he provides the trainee with recognition of his improvement

and suitable rewards.

Job rotation or channel method of development

It represents an excellent method of broadening the manager or potential manager,

for turning specialists into generalists. It is designed for beginning level managers

while planned progression is more likely to occur at higher managerial levels. The

emphasis is on diversified instead of specialized skills and knowledge. Its

advantages are:

It breaks down departmental provincialism for everyone is moved from

one to another. It rather develops inter-departmental co-operation.

It injects new ideas into the older departmental personnel who may

otherwise fall in a rut. New concepts are infused into them and they are

diffused throughout an enterprise.

It ensures the avoidance of the problem, which arises when a newly

promoted manager is required to supervise his former peers.

It makes possible for managers to compare one man with another, and

gives everyone an equal chance for advancement.

Each managers abilities and talents are best tested in a variety of jobs, so

the enterprise can secure his best utilization in the ultimate assignment.


72/112

72

Understudy assignment or attachment method

An understudy is a person who is under training to assume, at a future time, the

full duties and responsibilities of the position currently held by his superior. A

manager from amongst a large number of subordinates, or several individuals may

pick up an understudy. Such an understudy learns the complexities of the problems

and how to solve them, learns also the process of decision making and

investigation and making written recommendations to his superior. The advantages

of this method are:

It is practical and quick in training persons for greater responsibility for it

lays emphasis on learning by doing.

The learners interest and motivation are high and the superior is relieved

of his heavy workload.

It ensures continuity of management facilities even when the superior

leaves his position.

Participation in deliberations of the junior board and committees or the

multiple-management technique

It is a technique whereby juniors are assigned to board or committees, by the chief

executive. The juniors get an opportunity to share in a managerial decision-

making, to learn by watching others and to delve into specific organizational

problems. It has several advantages:

It gives Board members an opportunity to gain knowledge on various

issues.

It helps identify those who have executive talent. Multiple judgments are

obtained on each individual through the Board rating system.

It is relatively inexpensive method of development.


73/112

73

It permits a considerable number of managers to participate in certain

activities within a reasonable period of time.

2. Off-the-job techniques

A number of on-the-job management development programs are in vogue, they are

considered inadequate for a number of reasons. Hence, off-the-job techniques are

needed. There is wealth of executive development techniques that managers can

partake in off the job. Of these the more popular ones are:

The case study method

Incident method

Role-playing

In-basket method

Business or management game

Sensitivity Training

Simulation

Grading training

Conferences

Lectures

Incident method

The central aim of this method is to stimulate self-development in a blend of

understanding that is essential for productive interaction. Under this method, group

members address questions to the discussion leader. The general trend of

questioning is to find out about the what, when, where and how of the situation in

which an incident developed, and who was present at that time. After the collection

of data , it is necessary to isolate the most important items for decision-making.


74/112

74

Role playing

It is the concept of creating a more realistic situation, usually one of human

problems and conflicts, and then acting out the various parts. The value of role-

playing is:

It requires the person to carry out a thought or decision he may have

reached.

It permits the practice of carrying out an action and makes it clear that good

human relations require skill.

It makes a person aware of the feeling of others.

It helps in developing a fuller appreciatio

Documents

Training and Development at Dawar