106809412 bata-india-limited-cc

CHALLENGE ……SKILL……COMMITMENT……TEAMWORK1
Homework Help
https://www.homeworkping.com/
Research Paper help
Online Tutoring
click here for freelancing tutoring sites
A Project Report
Founder
of the
Bata Shoe Organisation

M r. T o m a s B a t a
( 1876 – 1932 )
A Message from Mr. Tomas Bata
We are not afraid of the future. Millions
of human beings know nothing of footgear of any

kind whatever and very few of the rest is well shod.
This best shows us how little we have accomplished so
far, and what an immense task lies before the
shoemakers of the whole world.
Tomas Bata started life as a poor boy but
he did not dream of making millions, he seems, rather
to be obsessed with the idea of helping his country
and his people. In the young Bata there quickly ripens
the wish and the determination to achieve something.
He is a shoemaker - a practical man, but with a power
of imagination amounting to genius.
Thomas has visions of colossal factories,
with the most modern machinery, installed in airy
workshops, and a system of the most modern factory-
hygiene. In those workshops, people freed from slavery
and squalor are working for the realization of his
great social ideal : the shoeing of millions.

Tomas Bata remained true to his dreams
of " Good and cheap shoes, even for the very poorest,
and high wages for all who worked for him ".
He coined the motto
“Our customers are our masters ".
Long Service Medallio

Preface
Bata India Ltd. Is the organisation that has been ruling
the world of shoe manufacturing in India for more than 75 years now and
it’s largest plant is situated in Batanagar, 24 Parganas (s) West Bengal, on
the banks of the river Ganges. With manpower of nearly 2400, the unit is
producing quality foot wares hugely in demand all over the world. It has
one of the oldest but excellent systems of day to day operations and
record keeping including production, planning, purchase, costing, salary,
personal audit etc. It also has been instrumental in starting its own chain
of retail stores which has crossed 3000 in number. Over the year it has
become a household home with millions of customers loyal to it’s brands.
It’s motto, “ Challenge …… Skill …… Commitment …… Teamwork ” is
yielding great results even in this era of fervent socio economic changes
that are taking place globally.
My object here was to study the existing training and
development facilities in Bata India Ltd. And if necessary to develop a
program that shall enhance the potential of its employees and executives.
This program should be in accordance with the actual situation related to
the morals, ethics, beliefs and practices of the land. It should go a long
way in improving the production, quality, organisational climate,
technological know-how and above all individual personal growth.

Declaration
I Chandan Chakraborty, student of M.B.A. ( 3rd
semester ), Gyan Ganga Institute of Technology and Sciences,
Jabalpur (M.P.) , do hereby declare that this project has been done
as a partial fulfillment of the award of post graduate degree in
business administration, under Rani Durgawati University, Jabalpur
( M.P.) for the year 2007 -08.

I declare that this project is entirely based upon my
personal findings, analysis, judgements and is thus an original piece
of work, which has not been published before in its present form
any where in India or abroad.The data upon which this project is
based is secondary data collected from various record books of the
organisation, whose preciseness is expected, not guaranteed.
INTRODUCTION
TheOrganisation:
Bata India Limited
Bata India is the largest
company for the Bata Shoe Organisation in
terms of sales pairs and the second largest in
terms of revenues. With 1250 stores across
the country, it also has the widest retail
network within the BSO. By the time Bata had
come to India in 1931, it was already
recognized as a leading shoe brand. It’s

manufacturing and marketing operations heralded the rise and the
development of a modern footwear industry in India. Before Bata, footwear
was produced primarily in the handicrafts and small enterprise segments. Bata,
over the decades, used the ‘current knowledge' from its international
experience to create adaptive and innovative baseline standards for the shoe
businesses in India.
Incorporated as Bata Shoe Company Private Limited in 1931,
the company was set up initially as a small operation in Konnagar (near
Calcutta) in 1932. In January 1934, the foundation
" I've missed over 9,000 shots in my career. I've lost almost 300 games. 26 times I've
been trusted to take the game winning shot...and missed. I've failed over and over
and over again in my life. And that is why I succeed! "
- Michael Jordan
stone for the first building of Bata's operation - now called the Bata. In the
years that followed, the overall site was doubled in area. This township is
popularly known as Batanagar. It was also the first manufacturing facility in the
Indian shoe industry to receive the ISO : 9001
certification.
The Company went public in
1973, when it changed its name to Bata India
Limited. Today, Bata India has established
itself as one of Asia's largest footwear retailer.
It has cornered around 35 % market share in
the organized sector (and approx. 8.5 % of

the total footwear market) Almost 98 % of the company's revenue is from the
domestic market while the rest is from exports. The company currently sells
over 45 million pairs of shoes every year and has an annual sales turnover of
more than Rs. 8000 million (USD 178 million).
Over the years, Bata India has established a leadership
position in the footwear industry and is easily the most trusted name in
branded footwear. Its retail network of 1250 stores gives it a reach/ coverage
that no other footwear company can match. The stores are present in good
locations and can be found in all the metros and towns.
" The ultimate measure of a man is not where he stands in moments of comfort, but
where he stands at times of challenge and controversy "
- Martin Luther King Jr.
In terms of products, the company has now built a good,
market-oriented collection that is in line with fashion trends and offers a good
quality to price ratio. Its product range now encompasses classic shoes such as
Ambassador for Men and comfort shoes such as Comfit for ladies, as well as a
more trendy collection for ladies in the Marie Claire range and a sporty fashion
collection for young adults in the North Star range. Bata's smart looking new
stores supported by a range of better quality products are aimed at offering a
superior shopping experience to its customers. And the new face of Bata India
is now visible to the industry as well as its customers. Today, backed by a
brand perception of experience, the company is working towards positioning
itself as a vibrant and contemporary young brand. It has significantly
transformed its retail formats to become more lifestyle-oriented, which has
helped change consumer perceptions to a large extent.

The 6 Principles:
 We provide quality for value.
 We constantly improve in what we do.
 Our strength is people.
 We are partners in progress with the communities in which we deal.
 We build respect and loyalty through service.
 We practice “ A Step Ahead ” management.
" It is common sense to take a method and try it. If it fails, admit it frankly and try
another. But above all, try something. "
- Franklin D. Roosevelt
Bata is Divided into 6 regions:
1. Europe
2. North America
3. Africa
4. Pacific
5. Latin America
6. India
Bata operates in more than 70 countries worldwide with,
 3000 retail outlets of it’s own
 Producing 10,00,000 pair of shoes per day
 Over 50,000 employees speaking 100 languages

Various departments operant in Bata India Ltd.
Personnel department:
Personnel department is the heart of the organisation and is
one of the most important portfolios, dealing with matters directly or indirectly
related to its human resource, that is it’s manpower. It acts as a connecting
bridge between the employees, trade unions and other external entities and the
management. Personal department plays a vital role in interconnecting various
departments to enable smooth operation of the organisation.
In Bata India Ltd., the Personnel department maintains
individual personnel audit records in its “ kartotek ” and uses it for important
decision makings related to the transfer, promotion, separation, performance-
appraisal, welfare schemes, services and benefits, labour relations, grievance
handling etc. It is also responsible for the recruitment and selection of “ the
right people for the right job ”.
AccountsDepartment :
The accounts and payroll department is one of the busiest
department of the organisation, as it has to maintain each and every
transactional records in the book of accounts on a regular basis, based on
commonly used double entry system. The income statements, profit & loss a/c

and balance sheet are prepared on a quarterly basis for the management as
well as shareholders to analyze the developments. As Bata India Ltd. Batanagar
plant is not a selling unit the profit earned by it is accrued profit not actual
" One needs to be slow to form convictions, but once formed they must be defended
against the heaviest odds. "
- Mahatma Gandhi
profit. Accrued profit is acquired when production is completed below the
estimated production limits and it is in loss when production surpasses this
limit. The extent of transactions through this department can be expressed
through these facts:
 Bata India Ltd. ( Batanagar plant ) pays property-tax to the Maheshtala
municipality in the volume of nearly Rs. 5,00,000 per month.
 Electricity charges for 24 hours 3 phase connection comes somewhere in
the vicinity of Rs. 60,00,000 per month.
 Bonus paid to the employees once in every season (6 months) amounts
upto Rs. 1,20,00,000.
The payroll section is in charge of preparing the fortnightly as
well as monthly pay slips for its different types of employees ( such as fixed,
essential, hourly fixed, special hourly fixed, accord ) payment is made by
calculating many factors along with their basic pay, some of these factors are
DA, Night allowance, Bonus, Production incentive, House rent, Provident fund,
insurance, medical cover etc. the pay structure of Bata India Ltd. is very well
structured in relation to contemporary manufacturing units, in the state of West
Bengal.
Product Development Department :

The actual job of the product development department starts
with collecting the information from the marketing department about the
" Do not be desirous of having things done quickly. Do not look at small advantages.
Desire to have things done quickly prevents their being done thoroughly. Looking at
small advantages
- Confucius
design or pattern expected to be in demand in the near future. Accordingly
designs are prepared for all types footwears along with the material to be used
in a particular article. This department is more concerned with providing
comfort to its customers rather than style. Sizes of the shoe to be
manufactured are pre-decided region wise e.g.:
- For eastern region sizes between 5 to 11 (gents)
- For southern region size is 7 onwards gents) and 4 to 5 general sizes for
ladies products.
This department consists of a separate CAD / CAM section,
where designs are prepared and cut by a computerized cutting machine. The
software used for this purpose “ Crispin Cad Suite ” prepares two-dimensional
view of designs. These designs along with the material are tested in the
Research & Development laboratories before reaching the production
department.
Production Planning & Control Department :
Production planning and control section of management which
delivers the estimate for the production of particular style during a specific
period, so that they may serve the best possible service to the customer
without unwanted late in delivery or unwanted dumping of the produced goods.

The sales department sends the estimate for the volume of
the goods that is likely to sell, on the basis of statistical method, market
" Often the difference between a successful person and a failure is not one has better
abilities or ideas, but the courage that one has to bet on one's ideas, to take a
calculated risk and to act. " - Maxwel Maltz
research, previous years performance and promotion of selling effort they
actual did. And accordingly volume of goods is projected for the production
department and costing department then the costing and production
department plan for the procurement of all the necessary materials,
machineries, grinderies etc. and their capacities of production in terms of
manpower they are having. Other functions of this department are:
 This department also prepares the records the volume of product in the
production stream daily. This is called workshop production balance sheet.
 Prepares the plan sheet for the different articles that has to be sent to either
the whole-seller or retailer article wise or the number of pairs of specific size
so that the box of packing completes their capacity. This is called production
invoice for whole sales and retails i.e. distribution of order plan wise.
Manufacturing Department :
Batanagar plant is one of the biggest manufacturing units in the state. It is a
well equipped with the best machines and safety equipments, most of them
imported from Korea and other countries. Some of the newly installed machines
are capable of producing high quality footwear round the clock. This
department is further divided into the:
1. The leather factory ( producing leather shoes )

2. The rubber factory ( producing rubber and canvas shoes, rubber chappals )
" Desire is the key to motivation, but it's the determination and commitment to an
unrelenting pursuit of your goal - a commitment to excellence - that will enable you to
attain the success you seek”
- Mario Andretti
both within the Batanagar plant itself. Skilled employees known as rink
conveyor (leather) and sandal conveyor (rubber) carry out the production
through a chain of operations. Some of the operations involved in shoe
manufacturing are last-preparation, upper-insole, Jaro-molding, preforming,
force-last etc.. A constant quality check during the production process reduces
the number of defective pairs getting to the shops.
6 Stages in production:
- Manipulation (leather & other material cut and bundled)
- Prefabrication (stamping, punching, skiving, gimping, embossing)
- Sewing (components stitched together)
- Assembly (upper & lower components brought together)
- Warehousing (shoes checked, inspected, sorted, stored, shipped)
- Retail stores (receive goods, check for accuracy damage, promote)
Research and Development Department:
The research and development department is responsible for validating the
products and designs prepared for production. Various mechanical properties
related to the materials to be used for the upper and sole of the footwears are
thoroughly checked using electronic machines these include Tensile testing,

flexuraltesting etc. designs are checked for its durability. Suggestions to
improve the overall quality of the finished products are sent back to the product
development department.
An overview of thecompany history :
1894 – The T. & A. Bata, T. & A. Bata Shoe Company(T. & A. Bata) registered in
Zlin, Austria-Hungary by Tomas, Anna and Antonín Bata
1895 – First business crises, Tomas takes over company's control, Antonín leaves for
the army, Anna gets married
1897 – The ”Baťovka”, the first fabric shoe, introduced and with it production
mechanization, first machine from Germany
1900 – First factory building constructed
1904 – Tomas first journey to the USA
1905 – 2,200 pairs per day produced by 250 employees, in two shifts, sales
department founded
1906 – Second factory building constructed, first of the "new type"
1908 – Antonín dies, Tomas takes full company's control
1909 – First export sales, first sales agencies in Germany, the Balkans and the
Middle East; 3,400 pairs per day produced

1911 – Tomas second journey to the USA
1914 – World War I breaks out, large orders by the Austro-Hungarian army for
military shoes
1917 – World War I large scale orders contributed to company's exponential growth;
2 million pairs per year sold, 10,000 produced daily by 5,000 employees,
advanced production equipment imported from Germany; "Bata community"
around factory with shops, housing, schools and hospitals
1918 – Second crises of the company, massive losses, non-paid deliveries for the
state (Austria-Hungary, the newly founded Czechoslovakia doesn't recognize
the debt); production down to 1,700 pairs daily
1919 – Tomas' third journey to the USA, getting acquainted with Henry Ford's mass
production
1922 – Currencies devalued due to World War I, consumer purchasing power at an
all time low, Bata cuts shoe prices by 50% to attract customers and to
expand into 160 company shops throughout Czechoslovakia
1923 – Employee profit & loss sharing introduced
1925 – The “Bata system” organizes operations in autonomous workshops; the "Bata
School of Work" founded, education and practical training to future Bata
managers; 563 company shops throughout Czechoslovakia
1927 – Assembly line production introduced
1929 – Customs tariffs introduced in the world, Bata builds factories in Switzerland
(Mohlin), Germany (Ottmuth), England (Tilbury), France (Hellocourt),
Yugoslavia (Borovo), Poland (Chelmek), Holland (Best), the USA (Bel Camp)

and India (Batanagar); the "House of Bata's service" opens in Prague,
replacing older premises
1930 – 100,000 pairs produced daily; five-day, 40 hours week introduced
1931 – Bata a.s. founded, replacing the former "T. a A. Bata"; by the early
1930s, Bata becomes the world’s leading footwear exporter
1932 – After Tomas Bata’s plane crash his half-brother Jan Antonín Bata becomes
head of the company; at this time the company continues the diversification
into the production of tires, aircraft, bicycles, machineries; the "House of
Bata's service" opens in Brno
1939 – Bata operates 63 companies in various industries with footwear remaining
the core business with 60 million pairs sold per year in over 30 countries;
the Bata family leaves to the USA after Nazi occupation of the rest of
Czechoslovakia; Jan Antonín Bata " subdues " to the plans of Nazis to save
the business, on the other hand supports the exile government of Edward
Benes and the Czechoslovak armed forces in Britain, he saves a large
number of countrymen, including Jews by using the Bata worldwide network
1942 – Tomas J. Bata (Thomas J. Bata) starts to operate from Batawa, near
Toronto, Canada. Instead of leading the Canadian subsidiary
1945 – All Bata companies in Eastern Europe "nationalized" by communist or pro-
communist governments, the company starts rebuilding itself from the
remaining entities outside Eastern Europe;

1946 - Two decades of litigation ensue – members of the Bata family begin to sue
one another over ownership of the international subsidiaries of Bata. In
spite of conflicting decisions has never been fully resolved
1947 - Jan Antonín Bata accused by the Czechoslovak communists of various
"crimes" and sentenced to 15 years of hard labor in absentia and all of his
properties in Czechoslovakia are confiscated.
1960s – Company’s headquarters relocated to Toronto by Thomas J. Bata, further
expansions through new factories in local markets
1970s – Pvt. Labels created: Bubble gummers, Power, Marie Claire, & North Star
1980s – Bata develops retailing: Bata city stores, large format stores and sport
concept stores
1989 – Thomas J. Bata visits Czechoslovakia to check and negotiate on the
restitution possibilities, sets up his team to do the work, later on buys some
of the leftovers of the former company from the state and founds Bata a.s.,
now as Czech retail subsidiary
1990s – Bata enters the high-price segment: Bata Premium collection.
1995 – Partnerships in Eastern Europe, Bata stores in Russia, Poland, Croatia, and
Slovenia
1999 – Bata concentrates on design, marketing and distribution, manufacturing
moves to low-cost countries and subsidiaries
2001 – Thomas G. Bata, Tomas' grandson becomes the Group’s chairman,
restructures the business into regional " 4 meaningful business units "

2002 – Bata Shoe innovation Centres for shoe development introduced worldwide
2004 – In China, Bata procurement centre in Guangzhou opens, distribution
partnership for the opening of Bata retail stores established
2006 – A township construction began to modernize the Batanagar factory complex
(near Kolkata, to be completed by 2011, with 2500 housing for employees,
a hospital, a school, an IT park, a hotel and residential flats along the
riverside); Branded Business Division founded to consolidate all the branded
business activities
2007 - Communist Verdict Against Jan A. Bata Overturned. The City Court in Prague,
Czech Republic has re-opened a 60-year-old case in which an international
businessman and Czech nationalist was falsely accused of collaboration with
the Nazis. Jan Antonín Bata, brother of the world famous shoemaker Tomas
Bata, was sentenced in absentia in 1947 for collaboration with the Nazis by
the National Court in Prague. Thomas J. Bata, 91, nephew of Jan Bata,
testified on Monday in court to achieve the cancellation of the verdict
against his uncle. He said that he believed that justice would win.
For the last decade his descendants, led by the sprightly 92-year-old
Thomas J. Bata, son of the company's founder, have fought to clear his
name. They say far from being a collaborator, Jan Antonin Bata financed the
Czechoslovak government-in-exile to the tune of a quarter of million dollars
in secret donations or roughly four-million of today's US dollars. A former
Jewish employee also testified that Jan Bata had helped her and up to 80
Jewish families escape from Nazi-occupied Czechoslovakia. All of these facts,
say his family, were ignored by the court in 1947. They say the post-war

Czechoslovak state, buckling under Communist pressure, was primarily
interested in seizing the Bata Empire and its assets.
ORGANISATIONAL CHART
Managing Director
Deputy Managing Director
Executive Director Exports and Commercial
Vice President Sr. Vice President Sr. Vice President General Manager Vice President
Faridabad Patna Batanagar Makamahghat Bangalore &

Bata Shatak
Vice President Vice President
Product development Commercial
Senior Manager Senior Manager Senior Manager Senior Manager Senior Manager Senior Manager
Moulds & Purchase Quality assurance Training & Research & Tannery
Equipment Development Development
Senior Manager Senior Manager Senior Manager Senior Manager General Manager General Manager
Service Personnel Costing Procurement SBU (R) SBU (L)
Senior Manager
Manipulation
Source : Quality manual 2006,B.I.L. Batanagar
THE EXISTING SYSTEM
The existing training and development program in Bata India
Ltd. Comprises of specifically designed courses segregated as under:
1) Technical Courses
2) Concept Oriented Courses
3) Functional Courses

4) Management Courses
5) Industrial Relations Courses
6) Presentation Courses
A more detailed structure has been given below. It should
however be noted that these were developed individually at various times and
places.
A ) Technical Courses :
1. Materials for shoe making
2. Plastics for shoe making
3. Leather selection and grading
4. Manipulant’s Course
5. Tanner’s Course
6. Basic drawing and technical steps
7. Product development
B ) Concept Oriented Courses :
1. Work-Study appreciation
2. Work measurement
3. Work Simplification
4. Effective Presentation
5. Balham Technique
6. Costing and Cost control
C ) Functional Courses :
1. Purchasing Management

2. Maintenance Management
3. Accounting system
4. Quality control
5. Production planning
D ) Management Courses :
1. MANDEVCO ( Managerial Development Course )
2. COVOSOC ( Connaisses Votre Societe )
3. AMA ( Part - I )
4. AMA ( Part - II )
E ) Industrial Relations Courses :
1. Human relations
2. Industrial safety
3. Interflow management
4. Effective Communication
5. Safety hygiene and First aid
6. Floor administration
F ) Presentation Courses :
1. Post course presentation
2. SEMPROF ( Professional seminar)
Apart from these the operation has a set of 73 operations
required in various stages of the shoe manufacturing process. Every accord
employee directly involved in machine operations or other related jobs has to
master a minimum of 6 skills to be eligible for working in Bata India Ltd. A

separate Training and Allocation department ( TAC ) is responsible for providing
these basic – skills training. It should however be noted that mostly this
training is given when the employee joins the organisation. The list of skill-sets
has been listed below :
1. Last preparation
2. Upper insole
preparation
3. Sole preparation
4. Insole preparation
5. Counter putt
6. Counter tight
7. Toe puff putt
8. Cement upper
9. Cement insole
10. Cement lining
11. Cement pocket
12. Cement strap
13. Cement toe-tip
14. Cement bottom
/ sole
15. Cement sole
16. Rand roll Cement
17. Counter nail
18. Thumbing
19. Astra pull
26. Strap lacing
27. Thong selt
28. Derby lacing
29. Pre-forming
30. Force last
31. Strap last
32. Repairing last
33. Lamp & Transt
34. Sest press
35. Removing staple
36. Wrinkle chasing
37. Unit moulding
38. Toe marking
39. Roughning
40. Sole putting
41. Air pressing
42. Hydraulic press
43. To go press
44. Apply MEK
45. Shank putting
46. Cleaning
53. Thread cut
54. Hammering
55. Trimming
56. Scouring
57. Bott skiving
58. Vert scouring
59. Clamping
60. Brushing
61. Edge colouring
62. Edge sett
63. Fillering
64. Upper polish
65. Sole polish
66. Spray
67. Filler putt
68. Foam past
69. Sacks putting
70. Lacing shoes
71. Repairing F
72. Packing
73. Supplying

20. Schon F part
21. Hand last
22. Heel last
23. Schon B part
24. Knotting
25. Last putt
47. Unlasting
48. Rand laying
49. Rand cut join
50. Beating
51. Fimac stitch
52. Sole stitch
Training and Allocation department ( TAC ) judges the
potential and capabilities of every employee and assigns a rating to each of
them. It’s indicated by colours against their names in skills register. This is
done during their induction training in the organisation.
Yellow : 50 % to 65 %
Pink : 65 % to 85 %
Brown : 85 % to 95 %
Orange : 95 % and above
MANDEVCO ( Managerial Development Course )
Duration : 12 weeks
Objectives :
1. To equip selected members of the senior / middle
management team with hand on techniques of professional managerial
behavior.

2. To reinforce the knowledge of the product, the respective
work areas and key function aspects of the company.
3. To promote interface and team building attributes.
Modules : 12 nos.
1) Rubber factory
2) Leather factory
3) Tannery
4) Materials
5) Management of human resources
i) Communication
ii) Leadership skills
iii) Need hierarchy
iv) Motivation
v) Change
vi) Perception
vii) Ethics
6) General awareness
7) Accounts
8) Production planning
9) Sales
10) Designing and Drawing
11) Costing
12) Purchasing
Module Co-ordinator: Each module under a senior manager as trainer

Methods:
Practical work in departments
Practical shoe making workshops
Chalk-talks
Group discussions
Idea tanking
Case studies
Exercises
Store visits
Criterion for the assessment of trainees :
Written tests – 20 marks
Practical – 20 marks
Concept – 10 marks
Participation – 10 marks
Leadership skills – 10 marks
Attitude – 10 marks
Team spirit – 10 marks
Reliability – 10 marks
A confidential report with remarks is prepared by the Module -
Co-ordinator on each of the participants.
COVOSOC ( Connaisses Votre Societe )
Duration: 2 hours in a week for 14 consecutive weeks
Objectives: Same as MANDEVCO

Modules: 14 nos.
1. World of BATA ( Know your Organisation )
2. Tannery
3. Leather SBU
4. Rubber SBU
5. Services
6. Product development
7. Costing and efficiency
8. Moulds and equipments
9. Finance and accounts
10. Personnel and welfare
11. Administration
12. Safety and Environment
13. Purchasing
14. Procurement
ORGANISATION’S TRAINING OBJECTIVES
1. Maintain dominant market share through producing high quality
products in large volume within stringent cost parameters.

2. To change “ Survival of the fittest ” mentality to “ Collective survival ”.
where together we shall make a difference.
3. To help them identify that personal development should contribute
effectively to organisational development.
4. To develop the urge of taking responsibilities without being assigned
for.
5. To develop creativeness and innovativeness in their thought process.
6. To identify the psychological needs and aspirations of colleagues and
subordinates.
7. To be motivated to thrive for more and ability to motivate others.
8. To provide active leadership to the work groups.
9. To communicate properly i.e. listen, read, write and speak effectively.
10. To have better observation, retention and persuasion power.
11. To have better knowledge of decision making alternatives & skills to
use.
12. To be able to set priorities through time management.
13. To be able to control stress related problems.
14. To be confident at grievance handling / conflict resolution.
15. To be able to move ahead from “ failures ” and “ Successes ”.
THE TRAINING PROGRAM
Introduction
A] To start with :
1) Need to change

2) Ice breaker
3) Break your habit
4) Communication effectiveness test
5) Have you seen it ?
B] Phase – I :
1) Attention – Retention
2) Building blocks game
3) What can he say ?
4) On the other side of the table
C] Phase – II :
1) The solitary judge
2) Parliament
3) Give me the options
4) Guess work
D] Phase – III :
1) I want to be _______
2) It’s an emergency
3) It’s the only time you have got
4) Never say “ No ”
E] In the end :
1) Let’s discuss
2) Grid management
3) Know your boss
.

1. Caseof Absenteeism :
Mr. NRS ( actual name not disclosed ) is an “accord”
employee of BATA INDIA LTD. Batanagar. He is directly involved in the shoe
manufacturing conveyor. He was known to be a regular absentee, but at the
same time a multi-skilled worker with lots of experience. The organisation’s
personnel department looked at the possible options to solve this problem.
During the first half of 2007, NRS surpassed his casual and medical leaves
available by more than 125 (days), as per organisation’s SOR (Standing Orders
and Rules, as in agreement with Bata Mazdoor Union). Show-Cause notices
were issued under section 15(h), requiring him to explain in writing, the
reasons for his continuous absence from work.
NRS replied within the stipulated time along with a Medical
Certificate proving his illness. An in depth scrutiny of the Medical Certificate
proved that the documents were fake under the provision of 19(A) of the SOR.
The guilty can be terminated from his present job. However the management
decided to give him one last chance to mend his ways (and not to lose a skilled
employee) and handed him three days suspension without pay. The personnel
manager planned the process to regularize his unauthorized absence and
fraudulent means by creating an atmosphere where NRS should fully recognize
" Success does not consist in never making blunders, but in never making the same
one a second time. "
- Josh Billings
what is expected of him in the future.

He was scolded by one manager and was
comforted by another as was planned before to make him aware of this last
golden opportunity, provided to him. As of date NRS is still an employee in
BATA INDIA LTD. And his problem has relatively minimized to a great deal. This
incidence proves that human resource planning is not only to follow the
rulebook but also to invent complimentary ways to solve such type of problems
in long run interest of the organisation.
2. Caseof Misconduct :
A permanent line cutter of a production department in BATA INDIA LTD,
Batanagar plant, Mr. SKR (actual identity not disclosed) was involved in a
particular job for sometime. He was trailing behind his colleagues working in
the same conveyor, hampering the rate of production, and thus was allotted a
new job by his immediate boss (Asst. officer) Mr. DKB (actual identity not
disclosed for obvious reasons). Unable to mentally adapt to this decision to shift
him to another job, Mr. SKR started abusing his superior Mr. DKB and also
attempted to physically assault him. He also threatened to cause him harm
outside the factory.
The case was reported to the personnel department the very
same day and a show cause notice issued to the defaulter Mr. SKR, to be
answered within 48 hours as per clauses D and K under section 21 (a) of the
" It is the mark of an educated mind to be able to entertain a thought without
accepting it "
- Aristotle

standing orders and rules (SOR) of Bata India Ltd. and clause 14 of the model
standing orders applicable to all industrial establishments of India. The said
employee pleaded guilty and was ashamed of his act and promised not to
repeat the same. The serious nature of the offence demanded disciplinary
action but considering it as his first minor offence was let of with a warning and
written undertaking.
This case is another fine example that the organisation
provides ample opportunity to rectify their improper acts and every opportunity
provided to him to put forward his version of the unwanted event. Thus the
disciplinary policy is preventive, corrective, reformative rather than punitive.
Although, one important information missing here is that whether the Asst.
officer Mr. DKB was advised to “ forgive and forget ”, which would have been
the perfect way to conclude this natural justice?
Bibliography
Books :
1. Kothari C.R., Research methodology
methods and techniques, New age international
publishers, New Delhi, 2007.
2. Mamoria C.B., Gankar S.V., Personnel
management text and cases, Himalaya publishing house, Mumbai, 2001.
3. Blanchard P.N.,Thacker J.W., Effective training systems strategies
andpractices, Pearson education, Delhi. 2007.

4. Sikula A.F., Personnel administration and human resource management,
John Wiley and sons, New York, 1976.
Websites :
1. www.en.wikipedia.org/wiki/Bata_
Shoes
2. www.ggits.org
3. www.google.org
4. www.rdunijbpin.org
5. www.bata.com
6. www.bata.org
7. www.bata.in
8. Homework Help
9. https://www.homeworkping.com/
10. Math homework help
12. Research Paper help
14. Algebra Help
16. Calculus Help
18. Accounting help
20. Paper Help
22. Writing Help

24. Online Tutor
26. Online Tutoring
28.

106809412 bata-india-limited-cc

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (18)

Similar to 106809412 bata-india-limited-cc

Similar to 106809412 bata-india-limited-cc (20)

More from homeworkping7

More from homeworkping7 (20)

Recently uploaded

Recently uploaded (20)

106809412 bata-india-limited-cc