The document provides background information on Campco Chocolate Factory. It summarizes that Campco was established in 1973 as a cooperative to market areca nuts but later expanded into cocoa and chocolate production. It details Campco's agreements with Nestle and Amul to produce bulk chocolates. The document also provides an industry profile of cocoa and chocolate in India as well as sales performance figures for Campco from 2002-2008 showing increasing sales year over year.
The document provides an overview of the Central Arecanut and Cocoa Marketing and Processing Cooperation Ltd (CAMPCO). Some key details include:
- CAMPCO is a cooperative established in 1973 to procure, process, and market arecanut, cocoa, rubber, and cocoa products from its members in Karnataka and Kerala.
- It has over 100,000 individual grower members and 551 member cooperatives.
- CAMPCO operates the largest chocolate factory in Southeast Asia located in Puttur, Karnataka.
- In addition to arecanut and cocoa marketing and processing, CAMPCO also produces and sells various chocolate products.
- The organization aims to maximize farmers' outputs and
This document is a project report submitted by Anand V. for their degree in B.Tech Food Science and Technology. It discusses chocolate manufacture, chemistry of flavor development, and analysis of raw materials at CAMPCO Chocolate Factory and HAMUL in Hassan, Karnataka. CAMPCO was established in 1973 as a cooperative venture between Karnataka and Kerala to process and market areca nut and cocoa in response to market crises. It has since expanded to include a chocolate manufacturing factory in Puttur, Dakshina Kannada with technical collaboration from abroad. The project report covers cocoa and chocolate processing methods, quality analysis of raw materials, product profiles, and food safety systems at CAMPCO Chocolate Factory.
This project report studies the effectiveness of cooperative marketing of arecanut through MAMCOS Ltd in Shivamogga, Karnataka. The report includes an introduction covering the topic, objectives, methodology and scope of the study. It provides an industry and company profile of MAMCOS Ltd along with its vision, mission, operations and competitors. The theoretical background discusses cooperatives, their history and objectives. The data analysis and interpretation chapter contains survey results on members' opinions about various services provided by MAMCOS like procurement, storage, transport, payment facilities and the society's image and transparency. The conclusion presents key findings, suggestions and an overall assessment of the cooperative's marketing effectiveness.
Bata India Limited was originally incorporated in 1931 as BataShoe Company Limited to manufacture and market footwear and related products. It has undergone several name changes over the years. Bata faced significant labor problems at its major factories in West Bengal and Bangalore, with the Bata Mazdoor Union (BMU) in West Bengal being a central issue. In the 1990s and 2000s, Bata struggled financially and made major changes like top management overhaul and factory closures, exacerbating tensions with unions and leading to shutdowns and violence, often influenced by political parties. Communication failures between management and workers as well as political interference contributed to the long-running labor disputes faced by Bata.
Lizzat Papad is one of the best examples of successful women entrepreneurship stories. Here is a brief case study for presentation. Hope you find it useful!
The Temi Tea Garden in Sikkim, India is the only tea garden in the state. It was established in 1969 and produces high quality tea, some of which is marketed under the name "Temi Tea." The garden uses organic farming methods according to Swiss standards and expects its tea to fetch higher prices once certified organic. It employs 406 workers and produces around 100 tons of tea annually, 75% of which is auctioned in Kolkata. The garden aims to obtain a GI certification for its organic Temi Tea to help market the product internationally.
Organization study at chamundeshwari sugarProjects Kart
This document provides an overview of Sri Chamundeswari Sugar Limited. It discusses the history and origins of sugarcane and the sugar industry in India. It then describes the manufacturing process for sugar from sugarcane, including pressing the cane, boiling the juice, and crystallizing and refining the sugar. Finally, it discusses the sugar industry and market in India, including production levels and government policies around pricing and subsidies.
The document provides an overview of the Central Arecanut and Cocoa Marketing and Processing Cooperation Ltd (CAMPCO). Some key details include:
- CAMPCO is a cooperative established in 1973 to procure, process, and market arecanut, cocoa, rubber, and cocoa products from its members in Karnataka and Kerala.
- It has over 100,000 individual grower members and 551 member cooperatives.
- CAMPCO operates the largest chocolate factory in Southeast Asia located in Puttur, Karnataka.
- In addition to arecanut and cocoa marketing and processing, CAMPCO also produces and sells various chocolate products.
- The organization aims to maximize farmers' outputs and
This document is a project report submitted by Anand V. for their degree in B.Tech Food Science and Technology. It discusses chocolate manufacture, chemistry of flavor development, and analysis of raw materials at CAMPCO Chocolate Factory and HAMUL in Hassan, Karnataka. CAMPCO was established in 1973 as a cooperative venture between Karnataka and Kerala to process and market areca nut and cocoa in response to market crises. It has since expanded to include a chocolate manufacturing factory in Puttur, Dakshina Kannada with technical collaboration from abroad. The project report covers cocoa and chocolate processing methods, quality analysis of raw materials, product profiles, and food safety systems at CAMPCO Chocolate Factory.
This project report studies the effectiveness of cooperative marketing of arecanut through MAMCOS Ltd in Shivamogga, Karnataka. The report includes an introduction covering the topic, objectives, methodology and scope of the study. It provides an industry and company profile of MAMCOS Ltd along with its vision, mission, operations and competitors. The theoretical background discusses cooperatives, their history and objectives. The data analysis and interpretation chapter contains survey results on members' opinions about various services provided by MAMCOS like procurement, storage, transport, payment facilities and the society's image and transparency. The conclusion presents key findings, suggestions and an overall assessment of the cooperative's marketing effectiveness.
Bata India Limited was originally incorporated in 1931 as BataShoe Company Limited to manufacture and market footwear and related products. It has undergone several name changes over the years. Bata faced significant labor problems at its major factories in West Bengal and Bangalore, with the Bata Mazdoor Union (BMU) in West Bengal being a central issue. In the 1990s and 2000s, Bata struggled financially and made major changes like top management overhaul and factory closures, exacerbating tensions with unions and leading to shutdowns and violence, often influenced by political parties. Communication failures between management and workers as well as political interference contributed to the long-running labor disputes faced by Bata.
Lizzat Papad is one of the best examples of successful women entrepreneurship stories. Here is a brief case study for presentation. Hope you find it useful!
The Temi Tea Garden in Sikkim, India is the only tea garden in the state. It was established in 1969 and produces high quality tea, some of which is marketed under the name "Temi Tea." The garden uses organic farming methods according to Swiss standards and expects its tea to fetch higher prices once certified organic. It employs 406 workers and produces around 100 tons of tea annually, 75% of which is auctioned in Kolkata. The garden aims to obtain a GI certification for its organic Temi Tea to help market the product internationally.
Organization study at chamundeshwari sugarProjects Kart
This document provides an overview of Sri Chamundeswari Sugar Limited. It discusses the history and origins of sugarcane and the sugar industry in India. It then describes the manufacturing process for sugar from sugarcane, including pressing the cane, boiling the juice, and crystallizing and refining the sugar. Finally, it discusses the sugar industry and market in India, including production levels and government policies around pricing and subsidies.
This project report is to study various internal and external factors affecting AMUL company.
It can be referred by the one working on business environment subject.
AMUL is a dairy cooperative located in Anand, Gujarat, India. It is jointly owned by 2.8 million milk producers. When determining facility locations, AMUL considers factors like proximity to customers and raw materials, transportation and labor costs. It uses techniques like factor rating and cost-volume-profit analysis to evaluate potential locations. AMUL's facility layout organizes production departments and packaging to efficiently process and produce milk, ice cream, milk powder and ghee. Its three-tier cooperative structure and low-cost strategy have contributed to AMUL's success as the largest milk producer in the world.
This document defines women entrepreneurs and discusses their characteristics and importance. It notes that women entrepreneurs are risk-takers who initiate and run business enterprises. They exhibit traits like being imaginative, hard-working, and able to take risks and earn profits. The document also outlines leadership qualities and push/pull factors that influence women's decisions to become entrepreneurs. It concludes by emphasizing the growing role of women in business and economic development.
Mapro is a leading producer of processed fruit products in western India, founded over 40 years ago in Panchgani. It is known for innovations like vegetarian jelly sweets and fruit products using rose petals. Currently headed by Mayur J. Vora, Mapro has a turnover of Rs. 10 crore and employs over 600 people. Mapro produces a wide range of jams, jellies, syrups, squashes, and ice creams from fruits grown locally like strawberries, mangoes, and roses. The company aims to develop and produce high quality and nutritious food products through continual improvement of its quality management systems.
The document outlines a business plan for a proposed juice bar called Fresh Juice Bar. It details the company description including the name, logo, startup date as a sole proprietorship, and mission/vision statements. It then outlines the product offerings which include various fruit juices. The marketing plan discusses the product, price, place, promotion and target customer segments. It also identifies competitors and performs a SWOT analysis. An operational plan provides details on suppliers and a sales forecast. The financial plan outlines the initial investment needs and projected balance sheets, break-even analysis and cash flows. Key partners, activities, value propositions and revenue streams are also identified.
This document provides background information on a case study about employee engagement at Tata Steel's West Bokaro Division in India. It includes:
1) An introduction to Tata Steel, which was established in 1907 and is now one of the largest steel companies in the world.
2) Details about the West Bokaro Division, which began operations in 1947 and has since expanded production capacity through multiple modernization phases.
3) An overview of the key activities at West Bokaro, which involve coal mining, beneficiation processes like washing, and transporting products to a railhead for distribution.
The document provides context for a case study on employee engagement that will be conducted at the Q-ACD
This document is a project report submitted for a Master's degree in Business Administration. It examines job satisfaction, with a focus on employees at RTPP. The report includes an introduction to job satisfaction, definitions of job satisfaction, the importance of job satisfaction, dimensions of job satisfaction, theories of job satisfaction, and factors influencing job satisfaction such as personal factors, motivational factors, and the nature of work/job design. The project was conducted under the guidance of a professor and assistant professor to partially fulfill an MBA degree.
Training and development programme by TATA GroupShrey Kapoor
The Tata Group places strong emphasis on training and development. They have established programs like the Tata Administrative Service (TAS) and Tata Management Training Centre (TMTC) to develop leaders within the organization. TAS is a one-year training program that provides cross-functional rotations, rural exposure, and mentorship. TMTC conducts 250 programs annually using internal and external faculty to disseminate knowledge and skills. The goal is to maximize employee potential and encourage mobility across companies. Training helps employees adapt to changes, new roles, and advances learning.
MBA Project report at "Employee Satisfaction"Alok Singh
This document provides information about Zee Laboratories Ltd., an Indian pharmaceutical company. It discusses the company's history, facilities, product portfolio, marketing presence in India and abroad, objectives, and institutional customers. The company was established in 1994 and has since expanded to include multiple manufacturing units across India. It produces a wide range of pharmaceutical formulations and exports its products to over 25 countries. The company aims to be a leader in the pharmaceutical industry through excellence and global expansion.
This document provides an overview of the dairy industry in India. It discusses that India is the largest producer of milk in the world. It also discusses the major players in the Indian dairy industry like Amul, Britannia, Mother Dairy. It provides details about the traditional and western milk products available in India. It discusses the market size and growth of products like butter, cheese and yogurt. It also provides information about the major companies involved in production of these products and their expansion plans.
Cadbury is a leading global confectionery company that was founded in the UK in 1824. It has since expanded worldwide through organic growth and acquisitions. In India, Cadbury began operations in 1948 and now has five manufacturing facilities and four sales offices. Cadbury's core purpose is to create brands that people love. In India, its key brands include Cadbury Dairy Milk, 5 Star, Perk, Celebrations, Bournvita, Halls, and Bubbaloo gum. Cadbury Dairy Milk is the flagship brand and market leader in India with a 30% value share. The company focuses on building its brands through memorable advertising campaigns and associating the brands with celebrations. It also works on
Comprehensive Analysis of ETA Engineering's Organizational Culture in 2012: A...Motoor Mohammed Muzammil
In 2012, a comprehensive study was conducted to dissect the organizational culture of ETA Engineering. This research employed a range of robust statistical tools, including Chi-square test, Ranking Method, Percentage Ranking, and Weighted Average. The objective was to provide a deep, data-driven understanding of the cultural dynamics within the organization during this pivotal year.
Key Methodologies:
Chi-square Test: This statistical tool was applied to determine the association between different cultural attributes and their significance within the organizational framework. By analyzing observed and expected frequencies, it helped identify areas of notable deviation.
Ranking Method: A structured approach was used to assess and rank various cultural dimensions based on their perceived importance and impact. This method facilitated a systematic evaluation of cultural elements.
Percentage Ranking: This method provided a quantitative assessment of cultural factors, allowing for a clear understanding of their relative significance in influencing organizational dynamics.
Weighted Average: By assigning weights to different cultural indicators based on their relative importance, a comprehensive score was calculated. This method allowed for a nuanced evaluation of the overall cultural landscape.
Significance of the Study:
This study holds immense significance for ETA Engineering. It provided a detailed, data-backed insight into the organizational culture of the company in 2012. The findings serve as a valuable resource for strategic decision-making, enabling the organization to leverage its cultural strengths and address potential areas of improvement.
The rigorous application of statistical tools ensured that the conclusions drawn were robust and reliable, offering a solid foundation for any ensuing cultural interventions or initiatives.
The document discusses Cadbury's "Kuch Meetha Ho Jaye" integrated marketing campaign in India. The campaign aimed to change Cadbury's image from a kids' brand to one for everyone by positioning Dairy Milk chocolate as an alternative to traditional Indian sweets. Through localization and emotional messaging, the campaign's strategy was to increase occasions when people eat Dairy Milk and replace sweets. As a result, Cadbury saw significant growth in India from 2005-2009, doubling its business and turnover. Chocolate sales volumes grew from 2% to 21.8% during this period due to the successful campaign.
The industrial visit document summarizes a visit by students to the Hindustan Coca-Cola Beverages Pvt Ltd plant in Bidadi, Karnataka. The students toured the facility and learned about its operations, production processes, quality control measures, and supply chain management. They observed automated packaging and labeling lines that can fill up to 600 bottles per minute. Representatives also discussed forecasting consumer demand and production planning. The students found it a valuable learning experience about industrial processes, management systems, and working in such an environment.
The document summarizes an internship report on an organizational study of LG Electronics in Bangalore, India. It provides details on LG Electronics such as it being a South Korean electronics company with global sales of $55.91 billion in 2014. The objectives of the study were to understand the company's quality products, structure, vision, mission, departments, and challenges. A SWOT analysis found strengths in its global scale and distribution but weaknesses in management. The internship provided valuable industry experience and insights into LG Electronics' dedicated staff and work environment.
Jasdeepsinh Jhala completed a six-week online AutoCAD training program from April 15, 2019 to May 26, 2019 through HJD Institute of Technical Education and Research. The training consisted of modules on interface, drawing aids, objects, blocks, annotations, plotting, and an introduction to 3D. A certificate was issued by Sarvesh Agrawal, Founder and CEO of Internshala, on May 20, 2019 to verify Jasdeepsinh's successful completion of the AutoCAD training.
Report on Sugar mill bisalpur by sachin kumarsachin kumar
This document is a project report submitted by Sachin Kumar on the process of sugar manufacturing at the Lalit Hari Sugar Factory in Bisalpur, Uttar Pradesh, India. It includes an introduction, the factory's profile, descriptions of the various stages of sugar production including milling, boiling, and curing. It also discusses cogeneration of power and the challenges facing the Indian sugar industry. The report was submitted in partial fulfillment of the requirements for a Bachelor of Technology degree in Mechanical Engineering.
Industry Visit Report of Coast to coast (pvt). ltdSakhawat Hossain
This document provides an overview of industrial relations at Coast To Coast (Pvt.) Ltd., a garment manufacturing company in Bangladesh. It discusses the company's history and operations. It also summarizes key aspects of Coast To Coast's industrial relations practices, including collective bargaining, employee benefits, health and safety policies, and disciplinary procedures. The company aims to maintain harmonious relationships between management and employees through these industrial relations activities and policies.
Collective bargaing maruti suzuki manesar plant case studyJayesh Sharma
I. Maruti Suzuki India has been established since 1983 as a subsidiary of Suzuki Motor Corporation of Japan.
II. It is India's largest passenger car manufacturer, accounting for over 45% of the domestic car market.
III. In 2012, a major labor dispute and strike erupted at Maruti's Manesar plant, resulting in the death of a human resource manager and injuries to 96 staff members. The months-long dispute halted production and caused both financial and reputational damage to the company.
This document provides an overview of the Indian chocolate industry and Cadbury India. It discusses the size and growth of the Indian chocolate market, the major players and their market shares, and details about Cadbury India's history, vision, objectives, brands, and leadership in the Indian market. Cadbury India has the largest market share at around 70% and offers various chocolate products like Dairy Milk, Gems, and Celebrations to suit different occasions and consumers in India. The document also reviews Nestle, Amul, and Campco as other key players in the growing Indian chocolate industry.
This document provides an introduction to human resource management (HRM) in the context of insurance companies in India. It begins with definitions of management and discusses how HRM differs from traditional personnel management by viewing employees as valuable assets rather than costs. The document then outlines key concepts in HRM like human resources, discusses its functions which include planning, recruitment, training, performance reviews, compensation, and more. It describes the research methodology used and limitations of the study. In under 3 sentences, this document introduces human resource management in insurance companies in India and provides an overview of its key concepts and functions based on the literature.
This project report is to study various internal and external factors affecting AMUL company.
It can be referred by the one working on business environment subject.
AMUL is a dairy cooperative located in Anand, Gujarat, India. It is jointly owned by 2.8 million milk producers. When determining facility locations, AMUL considers factors like proximity to customers and raw materials, transportation and labor costs. It uses techniques like factor rating and cost-volume-profit analysis to evaluate potential locations. AMUL's facility layout organizes production departments and packaging to efficiently process and produce milk, ice cream, milk powder and ghee. Its three-tier cooperative structure and low-cost strategy have contributed to AMUL's success as the largest milk producer in the world.
This document defines women entrepreneurs and discusses their characteristics and importance. It notes that women entrepreneurs are risk-takers who initiate and run business enterprises. They exhibit traits like being imaginative, hard-working, and able to take risks and earn profits. The document also outlines leadership qualities and push/pull factors that influence women's decisions to become entrepreneurs. It concludes by emphasizing the growing role of women in business and economic development.
Mapro is a leading producer of processed fruit products in western India, founded over 40 years ago in Panchgani. It is known for innovations like vegetarian jelly sweets and fruit products using rose petals. Currently headed by Mayur J. Vora, Mapro has a turnover of Rs. 10 crore and employs over 600 people. Mapro produces a wide range of jams, jellies, syrups, squashes, and ice creams from fruits grown locally like strawberries, mangoes, and roses. The company aims to develop and produce high quality and nutritious food products through continual improvement of its quality management systems.
The document outlines a business plan for a proposed juice bar called Fresh Juice Bar. It details the company description including the name, logo, startup date as a sole proprietorship, and mission/vision statements. It then outlines the product offerings which include various fruit juices. The marketing plan discusses the product, price, place, promotion and target customer segments. It also identifies competitors and performs a SWOT analysis. An operational plan provides details on suppliers and a sales forecast. The financial plan outlines the initial investment needs and projected balance sheets, break-even analysis and cash flows. Key partners, activities, value propositions and revenue streams are also identified.
This document provides background information on a case study about employee engagement at Tata Steel's West Bokaro Division in India. It includes:
1) An introduction to Tata Steel, which was established in 1907 and is now one of the largest steel companies in the world.
2) Details about the West Bokaro Division, which began operations in 1947 and has since expanded production capacity through multiple modernization phases.
3) An overview of the key activities at West Bokaro, which involve coal mining, beneficiation processes like washing, and transporting products to a railhead for distribution.
The document provides context for a case study on employee engagement that will be conducted at the Q-ACD
This document is a project report submitted for a Master's degree in Business Administration. It examines job satisfaction, with a focus on employees at RTPP. The report includes an introduction to job satisfaction, definitions of job satisfaction, the importance of job satisfaction, dimensions of job satisfaction, theories of job satisfaction, and factors influencing job satisfaction such as personal factors, motivational factors, and the nature of work/job design. The project was conducted under the guidance of a professor and assistant professor to partially fulfill an MBA degree.
Training and development programme by TATA GroupShrey Kapoor
The Tata Group places strong emphasis on training and development. They have established programs like the Tata Administrative Service (TAS) and Tata Management Training Centre (TMTC) to develop leaders within the organization. TAS is a one-year training program that provides cross-functional rotations, rural exposure, and mentorship. TMTC conducts 250 programs annually using internal and external faculty to disseminate knowledge and skills. The goal is to maximize employee potential and encourage mobility across companies. Training helps employees adapt to changes, new roles, and advances learning.
MBA Project report at "Employee Satisfaction"Alok Singh
This document provides information about Zee Laboratories Ltd., an Indian pharmaceutical company. It discusses the company's history, facilities, product portfolio, marketing presence in India and abroad, objectives, and institutional customers. The company was established in 1994 and has since expanded to include multiple manufacturing units across India. It produces a wide range of pharmaceutical formulations and exports its products to over 25 countries. The company aims to be a leader in the pharmaceutical industry through excellence and global expansion.
This document provides an overview of the dairy industry in India. It discusses that India is the largest producer of milk in the world. It also discusses the major players in the Indian dairy industry like Amul, Britannia, Mother Dairy. It provides details about the traditional and western milk products available in India. It discusses the market size and growth of products like butter, cheese and yogurt. It also provides information about the major companies involved in production of these products and their expansion plans.
Cadbury is a leading global confectionery company that was founded in the UK in 1824. It has since expanded worldwide through organic growth and acquisitions. In India, Cadbury began operations in 1948 and now has five manufacturing facilities and four sales offices. Cadbury's core purpose is to create brands that people love. In India, its key brands include Cadbury Dairy Milk, 5 Star, Perk, Celebrations, Bournvita, Halls, and Bubbaloo gum. Cadbury Dairy Milk is the flagship brand and market leader in India with a 30% value share. The company focuses on building its brands through memorable advertising campaigns and associating the brands with celebrations. It also works on
Comprehensive Analysis of ETA Engineering's Organizational Culture in 2012: A...Motoor Mohammed Muzammil
In 2012, a comprehensive study was conducted to dissect the organizational culture of ETA Engineering. This research employed a range of robust statistical tools, including Chi-square test, Ranking Method, Percentage Ranking, and Weighted Average. The objective was to provide a deep, data-driven understanding of the cultural dynamics within the organization during this pivotal year.
Key Methodologies:
Chi-square Test: This statistical tool was applied to determine the association between different cultural attributes and their significance within the organizational framework. By analyzing observed and expected frequencies, it helped identify areas of notable deviation.
Ranking Method: A structured approach was used to assess and rank various cultural dimensions based on their perceived importance and impact. This method facilitated a systematic evaluation of cultural elements.
Percentage Ranking: This method provided a quantitative assessment of cultural factors, allowing for a clear understanding of their relative significance in influencing organizational dynamics.
Weighted Average: By assigning weights to different cultural indicators based on their relative importance, a comprehensive score was calculated. This method allowed for a nuanced evaluation of the overall cultural landscape.
Significance of the Study:
This study holds immense significance for ETA Engineering. It provided a detailed, data-backed insight into the organizational culture of the company in 2012. The findings serve as a valuable resource for strategic decision-making, enabling the organization to leverage its cultural strengths and address potential areas of improvement.
The rigorous application of statistical tools ensured that the conclusions drawn were robust and reliable, offering a solid foundation for any ensuing cultural interventions or initiatives.
The document discusses Cadbury's "Kuch Meetha Ho Jaye" integrated marketing campaign in India. The campaign aimed to change Cadbury's image from a kids' brand to one for everyone by positioning Dairy Milk chocolate as an alternative to traditional Indian sweets. Through localization and emotional messaging, the campaign's strategy was to increase occasions when people eat Dairy Milk and replace sweets. As a result, Cadbury saw significant growth in India from 2005-2009, doubling its business and turnover. Chocolate sales volumes grew from 2% to 21.8% during this period due to the successful campaign.
The industrial visit document summarizes a visit by students to the Hindustan Coca-Cola Beverages Pvt Ltd plant in Bidadi, Karnataka. The students toured the facility and learned about its operations, production processes, quality control measures, and supply chain management. They observed automated packaging and labeling lines that can fill up to 600 bottles per minute. Representatives also discussed forecasting consumer demand and production planning. The students found it a valuable learning experience about industrial processes, management systems, and working in such an environment.
The document summarizes an internship report on an organizational study of LG Electronics in Bangalore, India. It provides details on LG Electronics such as it being a South Korean electronics company with global sales of $55.91 billion in 2014. The objectives of the study were to understand the company's quality products, structure, vision, mission, departments, and challenges. A SWOT analysis found strengths in its global scale and distribution but weaknesses in management. The internship provided valuable industry experience and insights into LG Electronics' dedicated staff and work environment.
Jasdeepsinh Jhala completed a six-week online AutoCAD training program from April 15, 2019 to May 26, 2019 through HJD Institute of Technical Education and Research. The training consisted of modules on interface, drawing aids, objects, blocks, annotations, plotting, and an introduction to 3D. A certificate was issued by Sarvesh Agrawal, Founder and CEO of Internshala, on May 20, 2019 to verify Jasdeepsinh's successful completion of the AutoCAD training.
Report on Sugar mill bisalpur by sachin kumarsachin kumar
This document is a project report submitted by Sachin Kumar on the process of sugar manufacturing at the Lalit Hari Sugar Factory in Bisalpur, Uttar Pradesh, India. It includes an introduction, the factory's profile, descriptions of the various stages of sugar production including milling, boiling, and curing. It also discusses cogeneration of power and the challenges facing the Indian sugar industry. The report was submitted in partial fulfillment of the requirements for a Bachelor of Technology degree in Mechanical Engineering.
Industry Visit Report of Coast to coast (pvt). ltdSakhawat Hossain
This document provides an overview of industrial relations at Coast To Coast (Pvt.) Ltd., a garment manufacturing company in Bangladesh. It discusses the company's history and operations. It also summarizes key aspects of Coast To Coast's industrial relations practices, including collective bargaining, employee benefits, health and safety policies, and disciplinary procedures. The company aims to maintain harmonious relationships between management and employees through these industrial relations activities and policies.
Collective bargaing maruti suzuki manesar plant case studyJayesh Sharma
I. Maruti Suzuki India has been established since 1983 as a subsidiary of Suzuki Motor Corporation of Japan.
II. It is India's largest passenger car manufacturer, accounting for over 45% of the domestic car market.
III. In 2012, a major labor dispute and strike erupted at Maruti's Manesar plant, resulting in the death of a human resource manager and injuries to 96 staff members. The months-long dispute halted production and caused both financial and reputational damage to the company.
This document provides an overview of the Indian chocolate industry and Cadbury India. It discusses the size and growth of the Indian chocolate market, the major players and their market shares, and details about Cadbury India's history, vision, objectives, brands, and leadership in the Indian market. Cadbury India has the largest market share at around 70% and offers various chocolate products like Dairy Milk, Gems, and Celebrations to suit different occasions and consumers in India. The document also reviews Nestle, Amul, and Campco as other key players in the growing Indian chocolate industry.
This document provides an introduction to human resource management (HRM) in the context of insurance companies in India. It begins with definitions of management and discusses how HRM differs from traditional personnel management by viewing employees as valuable assets rather than costs. The document then outlines key concepts in HRM like human resources, discusses its functions which include planning, recruitment, training, performance reviews, compensation, and more. It describes the research methodology used and limitations of the study. In under 3 sentences, this document introduces human resource management in insurance companies in India and provides an overview of its key concepts and functions based on the literature.
The document provides information on solid waste and wastewater management in coastal Dakshina Kannada district of Karnataka, India. It summarizes the status of waste management across municipalities and gram panchayats in the district, including door-to-door collection efforts, landfill sites, slaughterhouse facilities, biogas plants, and liquid and biomedical waste treatment. Action plans are outlined to improve waste segregation, collection and processing by 2012.
Strategic analysis of choclate in confectionary industryNITK
strategic analysis of chocolate in confectionary industry - Comparing Vision,Mission,Values,Objectives,SWOT analysis,STP,USP,Tagline of four major companies
DanTech is a UK-based technology company that is expanding its operations to the US through a joint venture called DanEast Ltd. DanTech will invoice US dollar exports through DanEast and import Japanese yen costs. Changes in the GBP/USD and GBP/JPY exchange rates present foreign exchange risk to DanTech's profits. The treasury manager recommends hedging techniques like money markets, forwards/futures, and options to manage this risk.
Wipro is an Indian multinational IT consulting and system integration services company headquartered in Bangalore, India. It was founded in 1945 as a manufacturer of vegetable oils but later transitioned to IT services. Wipro is now one of India's largest publicly traded companies and the seventh largest IT services firm worldwide, with over $8 billion in revenue. The company has over 1.5 lakh employees serving clients in over 60 countries. While initially focused on software services and BPO, Wipro has diversified into several other sectors like consumer care, lighting, healthcare and infrastructure engineering through spin-offs.
Wipro (Western India Products ltd) - A presentationAkash Kshirsagar
Wipro is an Indian multinational IT company headquartered in Bangalore. It provides comprehensive IT solutions and services including systems integration, consulting, outsourcing, and R&D. As of 2015, Wipro had over 158,000 employees serving 900+ Fortune 1000 companies in 67 countries. The presentation summarizes Wipro's history, board of directors, services, group companies, global presence, achievements, CSR activities, and financial performance from 2011-2015 with annual sales reaching over 41,210 crores and net profit of over 8,193 crores in 2015.
Government influence on exchange ratesReza Raharjo
The document discusses different types of exchange rate systems that governments use to influence exchange rates, including fixed exchange rates, freely floating rates, managed floats, and pegged rates. It also discusses the advantages and disadvantages of these systems for multinational corporations. Finally, it covers reasons for and methods of government intervention in currency markets, such as smoothing exchange rate movements, establishing boundaries, and responding to economic disturbances through direct or indirect intervention.
Wipro is an Indian multinational information technology, consulting and business process services company. It has over 66,000 employees serving 592 clients across 46 development centers globally. Wipro started as a vegetable oil company in 1947 and transformed into an IT company in the 1970s. It is a leader in providing IT solutions and services in India with profitable niche segments in consumer products and lighting. Wipro is ranked among the top 100 technology companies in the world and was the first company globally to achieve CMM Level 5 certification.
Business Plan-- T@P India CHOCOLATE Pvt. Ltd.--- Uummm Chocolet - Tushar Cholepatil
This document provides a business plan for a proposed chocolate manufacturing company called T@P India CHOCOLATE Pvt. Ltd. The plan outlines the company's products which include dark chocolate, milk chocolate, nutritious chocolate bars, and premium liquid filled chocolate bars. It discusses the chocolate industry trends in India, including current size, growth rates, and major players. The marketing plan proposes targeting different age groups in India and collaborating with schools and organizations. The financial plan examines costs, sources of funding, and taxation policies.
This document discusses strategic planning and training in three sections. It begins with an overview of strategic planning processes and the history and meaning of strategy. It then discusses the hierarchy of strategy from the corporate to business to functional levels. The next section distinguishes between training and strategic training, noting that strategic training helps accomplish organizational goals. It provides questions to consider when developing strategic training initiatives. Finally, it discusses different business strategies and how training needs vary for strategies focused on concentration, internal growth, external growth, and disinvestment.
This document discusses currency exchange risk and how international marketers manage it. It provides an overview of currency risk and exchange rates. Currency risk occurs when companies have assets or operations across borders or loans in foreign currencies. Exchange rates determine the value of one currency relative to another. The document then discusses sources of exchange rate risk, how the foreign exchange market works, factors that influence exchange rates, and strategies international marketers can use to manage currency risk such as hedging and adjusting prices.
Khroma chocolates is a Mumbai-based chocolate manufacturing company that has been operating since 1974. It employs over 115 people and produces a variety of chocolate and confectionery products. The company aims to produce high quality chocolates using proper manufacturing practices and natural ingredients. It is managed by a Board of Directors and a Chief Executive's Committee that oversees day-to-day operations and implementation of strategy. The company seeks to increase revenue and market share through innovation, marketing, and sales investments.
The story describes two woodcutters, Rahim and Rahman, who barely earned enough to survive. One day, Rahim wanted to share his lunch with a beggar, but Rahman stopped him and instead offered to teach the beggar how to cut wood. Rahman showed the beggar how to use an axe and cut wood. Later, when someone purchased the beggar's entire bundle of wood, Rahman explained to Rahim that by teaching a skill rather than just giving food, the beggar would never go hungry again and would have a means to support himself long-term.
The document discusses foreign exchange risk and its management. It identifies four types of exchange rate risks that international businesses face: accounting/translation exposure, economic exposure, transaction exposure, and real operating exposure. It also outlines techniques for managing short-term transaction risk through hedging and long-term real operating risk through strategic adaptation, while noting translation risk is an accounting risk.
Wipro is a global information technology, consulting and business process services company that has transformed from a vegetable oil producer to a $7 billion IT company over the past 70 years. The document provides an overview of Wipro's history, business units including IT services, infrastructure engineering, consumer care and lighting, and leadership team. It highlights Wipro's growth story and financial performance over time.
A study on stress management of employees at syndicate bankProjects Kart
The document provides an overview of a study on stress management conducted among employees of Syndicate Bank in Hassan, India. The study aimed to [1] assess current stress levels, [2] identify stressors, [3] increase knowledge of stress reduction techniques, [4] apply stress reduction techniques, [5] understand employee stress, and [6] identify effects of stress. A descriptive research methodology was used, collecting primary data through questionnaires and secondary data from various sources. The organizational structure of Syndicate Bank is also outlined.
The Student Deepika Verma is a Final Year Student of Dezyne E' cole college doing her BBA. This Project has been undertaken by the Student during her Summer Internship at Amul India. The Topic of her Internship is Retail Gap of Amul Kool flavour Milk.
This document provides information about a study conducted on increasing sales and market penetration of Georgia Tea and Coffee vending machines in India. It discusses the tea and coffee industry in India, provides a profile of Coca Cola Company which owns the Georgia brand, describes Georgia's product portfolio and competitors. The objectives of the study were to understand areas where Georgia was not present and activate new accounts. Primary research was conducted involving 180 corporate offices in Kolkata through questionnaires. Positive responses were followed up on to install vending machines while negative and pending cases were also tracked. Conclusions and recommendations are provided based on the analysis.
The document provides information about Coca Cola's distribution process in India. It discusses Coca Cola's entry into India in 1950 and re-entry in 1992 after withdrawing operations in 1978. It details Coca Cola's acquisition of Parle brands in the 1990s and integration of bottling units into one pan-India bottler. The objectives of the training project are to analyze Coca Cola's market share and distribution channels in India. Key information provided includes Coca Cola's current market leadership position with approximately 70% share, and details on its product range, pricing, and distribution network in India.
This document provides an overview of the dairy sector in India and the organizational structure of COMFED. It discusses the origins of the dairy sector in India and the cooperative model pioneered in Anand known as the Anand Pattern. This model formed the basis for the National Dairy Development Board's Operation Flood program which transformed India's dairy industry through cooperative organizations. The document then provides background information on COMFED, describing its history, mission, organizational structure, departments, and policies. It outlines the methodology used in the study and presents an executive summary of the internship experience.
Sherona organiations study at moolans international exim pvt ltdLibu Thomas
This document summarizes an organizational study of Moolans International Exim Pvt, Ltd. The study aimed to understand the company's structure, departments, products, and SWOT analysis. Key findings include that the company has a good reputation and loyal customer base due to its quality products and careful selection of raw materials. However, the study also found there is a lack of space for expansion and generational gaps between employees. Suggestions provided include improving employee benefits and introducing new product lines and marketing strategies to address competition.
0601081 promotional strategies of pepsi in muzzafarpurSupa Buoy
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
The project deals with learning of Business environment of education sector with prime focus on Business development of the organization & its products. It is followed by understanding consumer behavior & Competitor analysis which will benefit the organization by increasing its market share in the future. Thorough analysis of marketing strategies used by different organizations in the sector has been done.
This document is an internship report submitted by Shampa Maity to fulfill requirements for a Post Graduate Programme in Business Management at the International School of Business and Media, Pune. The report details Maity's summer internship at Hindustan Coca-Cola Beverages Pvt Ltd, where she studied business opportunities in industrial areas of Jamshedpur. The report provides an overview of Coca-Cola's operations, products, distribution network, sales and marketing strategies including key accounts, advertising, promotions and pricing. It also describes Maity's visits to industries in Jamshedpur to analyze market potential for Coca-Cola's institutional and corporate business.
This document is Shampa Maity's internship report submitted in fulfillment of her MBA program. It discusses her internship at Hindustan Coca-Cola Beverages Pvt Ltd in Jamshedpur, where she studied business opportunities in the industrial areas. Specifically, she visited various industries to understand their demand for beverages like Coca-Cola and analyze the potential for Coca-Cola's products and distribution networks in different institutional channels. Her findings can help the company design effective strategies and packages for different types of institutional customers.
This document provides an overview and internship report on Akij Food and Beverage Ltd's (AFBL) brand development process. It discusses AFBL's parent company Akij Group, AFBL's vision, mission, goals and objectives. It also outlines AFBL's organizational structure, products, competitors, and the brand development process for their Speed energy drink brand. The report analyzes Speed's branding strategy including target markets, current branding activities and a Speed Track Master Racing event. It concludes with findings from the internship and recommendations.
A summer internship report on Canteen standardization with reference to GSKMba projects free
This document appears to be a project report submitted for a degree. It includes sections like the title page, certificate, declaration, acknowledgements, preface, executive summary, table of contents, and company profile. The company profile section indicates that this report focuses on GlaxoSmithKline Consumer Healthcare Ltd (GSKCH), an Indian subsidiary of the UK company GlaxoSmithKline plc. GSKCH is a major player in the health food and drinks industry in India, with flagship brands like Horlicks, Boost, and Eno.
Bhag Chand Coca Cola Summer Training Full Reportbhagchand
This document is a summer training report submitted by Bhag Chand Jat to Centurion Institute of Professional Studies in Jaipur, India. The report provides an analysis of the marketing strategy of Coca-Cola in the rural market of Jaipur region. It includes an overview of Coca-Cola's mission, vision and values. The report also describes Coca-Cola's manufacturing process, brands, products, prestige, environmental performance and frequently asked questions. It outlines the research methodology used and analyzes Coca-Cola's marketing strategy, sales promotion tools, distribution system and market execution standards. Finally, it details a live project working at an outlet installing Coca-Cola coolers and activating elements to increase sales
The document is a project report on a gap analysis of Amul ice creams in the metro market of West Bengal. It was conducted from June to August 2014. The primary objective was to analyze Amul's retail network and understand retailer views on supply chain, issues, and suggestions for better penetration. Competitors' activities were also examined. Research methods included questionnaires with retailers and secondary data from distributors. Key findings were that Amul has high awareness but average coverage, while competitors like Kwality Walls have larger market share due to policies like providing free refrigerators to retailers. The report provided an analysis of Amul and competitors in the target market.
The Student Akshay Goyal is a Final Year Student of Dezyne E' cole college doing his BBA. This Project has been undertaken by the student during his summer internship at Amul India. The Topic of his internship is Market Senerio of Amul fresh product.
The document provides background information on Mother Dairy, Kolkata where the author completed an internship. It includes:
1. An overview of the fast moving consumer goods industry and common characteristics of FMCG products.
2. Details about the objectives and time period of the internship at Mother Dairy, which was conducted from July to August 2011 to fulfill requirements for an MBA degree.
3. Acknowledgements and declaration by the author that the report was prepared independently during the internship.
Summer internship-project-on-cocacola by Rohan SilveniaRohanSilvenia
This document discusses the beverage industry in India. It provides an overview of the fast moving consumer goods (FMCG) industry in India, which includes beverages. The beverage industry in India includes alcoholic, non-alcoholic, and sports beverages. It is an important part of Indian culture. Major players constantly innovate to attract more consumers and satisfy existing customers. The industry faces challenges as many Indians view beverages as a luxury good consumed occasionally. Strategies like improving quality, building trust, consumer education, and effective communication can help increase regular beverage consumption in India.
This was a research assigned by the respected Faculty of Bangladesh University of Professionals to study the organizational function of a renowned organization where we studied Starbucks.The team under my leadership accomplished this research.
This document is a project report submitted by Sonu Kumar for their MBA program. The report focuses on the distribution strategy of Pepsi in Hajipur, Bihar. It includes an introduction to PepsiCo and its business segments. The report also provides profiles of PepsiCo, Varun Beverages Ltd which is Pepsi's bottling partner, and Jaipuria Group which is one of Varun's major franchisees. It then discusses PepsiCo's operations and strategies in India. The bulk of the report appears to be analyses of primary data collected from retailers and distributors regarding Pepsi's distribution network in the target region.
This document is a project report submitted by Sonu Kumar for their MBA program. The report focuses on the distribution strategy of Pepsi in Hajipur, Bihar. It includes an introduction to PepsiCo and its business segments. The report also provides profiles of Pepsi's bottling partners in India - Varun Beverages Ltd and Jaipuria Group. It then covers the research methodology used, data analysis from retailers and distributors, a SWOT analysis, conclusions and recommendations. The overall aim of the report is to analyze Pepsi's distribution strategy and identify opportunities to increase their market share in the region.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
1. PREFACE
“True learning is born out of experience and
observation”. Practical experience is the best
type of learning that one can remember as
the aspects of administration and
management. The day comes to apply the
theoretical knowledge in corporate world in
context of modern industrial enterprise that
has to go through its different terminal to
achieve the corporate goals. The main
objective of practical training is to develop
practical knowledge and awareness about
industrial environment and business
practices in the student as a supplement to
theoretical studies. It increases the skill,
ability and attitude to perform specific job in
industrial environment.”
2. Fortunately I got opportunity
to visit and complete my Fortunately I got
an opportunity to visit and complete my
summer training program at CAMPCO
CHOCOLATE FACTORY, at Kemminje,
puttur. Here I got chance to see the
functioning of all major departments and
imbibe a lot learning of the subjects.
3. EXECUTIVE
SUMMARY
The MBA course offered by the
Bangalore University has its own unique
syllabus which requires its MBA students to
undertake an internship with any of the
leading business houses for a period ranging
from 4 weeks to 6 weeks during the second
semester. The purpose of this internship is to
enable the students to appreciate and
understand the nuances of the practical
world vis-à-vis the theoretical input
administered during regular academic
sessions. This helps in creating managers
who are equipped with the experience of
4. linking the theoretical inputs with those of
practical exposure and come out with
creative solutions and ideas in enhancing the
business. In partial fulfillment of MBA
degree of Bangalore University I took up an
organization study at CAMPCO chocolate
Factory, puttur for a period of four weeks.
The objective is to learn about the
working of a company. The practical aspects
was studied and compared with the
theoretical aspects learnt in the course. The
study involves visiting the various
departments of the organization to learn
about their structure and their functions.
The
incorporation, background, vision and
mission of the company were briefed by the
Administrative department. The work flow
model was briefed before the visit to the
production unit. The product profile was
collected by visiting the departmental outlet.
5. The study was more emphasized
on 7S Mc Kinsey’s Model and the SWOT
analysis of the company. The study provides
a good exposure to the corporate world and
a good comparison of the practical and
theoretical aspects as studied in the course.
DECLARATION
I, N.Pramod Shetty, do hereby
declare that the internship report on
“CAMPCO CHOCOLATE FACTORY,
PUTTUR” has been accomplished by me
under the eminent guidance of Professor
Hema Harsha, Faculty, M.P. Birla Institute
of Management, Bangalore.
I submit this report in partial
fulfillment of the requirements for awarding
“Master of Business Administration” degree
of Bangalore University during the
6. academic year 2008-10, and not for the
award of any degree of any other university.
Place: Bangalore
Date: (N.Pramod
Shetty)
CERTIFICATE
This is to certify that the Internship Report
on “CAMPCO CHOCOLATE FACTORY”
has been prepared by Mr. N.Pramod Shetty
bearing registration number 08XQCM6048,
under my guidance. This has not formed a
7. basis for the award of any other
Degree/Diploma by Bangalore University or
any other University.
Place: Bangalore
Date: M/s Hema
Harsha
(Internal guide)
PRINCIPAL’S
CERTIFICATE
8. This is to certify that the Internship Report
on “CAMPCO CHOCOLATE FACTORY”
has been prepared by N.Pramod Shetty
bearing registration number 08XQCM6048
under the guidance of Professor Hema
Harsha, Faculty, M.P Birla Institute of
Management, Bangalore.
Place: Bangalore
Date: Dr. Nagesh S
Malavalli
(Principal)
INTRODUCTION
The report is based on the organization
study at the CAMPCO CHOCOLATE
9. FACTORY, puttur for a period of four
weeks as per the B.U norms. An attempt was
made to learn about the manner in which a
company works.
The study included the visits and
collection of information from the various
departments of the company with the
following objectives:
• Inception and
background of the
company.
• Ownership pattern
and the nature of
business carried
on.
• Vision, mission
and the quality
policy of the
organization.
• The product
profile and the
10. competitors for
the same.
• Workflow model
of the company.
• The structure of
the company and
the various
departments along
with the main
functions.
• The marketing
strategies used.
• The chocolate
industry and its
contribution to the
economy.
• SWOT analysis of
the company.
A visit to the retail outlet was made to learn
about the various product lines. An
interaction was made with the visitors to
11. know their views towards the company’s
products and their expectations from the
company.
ACKNOWLEDGEMENT
The immense gratification this project
work has given me and does not lead to a
sense of fulfillment unless I express my
boundless gratitude to all those who made
12. this work successful. I do recognize that
mere thanks giving would not redeem me of
my indebtedness for all the timely help,
support and guidance I received. I script on
this page my sincerest thanks to each one of
them.
I profusely thank Mr.Abu Baker, AGM
of CAMPCO for giving me an opportunity
to do my internship in the esteemed
organization and for giving the information
about the company and guiding me
throughout the program.
I am extremely thankful to M/s
Hema Harsha Lakshmi Narayana, Professor,
M.P Birla Institute of Management,
Bangalore, who has guided me throughout
this project by giving valuable suggestions
and advice.
I equally thank all the Employees
and Executives of CAMPCO who have
extended their suggestions and interacted
13. with me and helped me learn a lot during the
project.
I offer my humble salutations to the
lotus feet of the Almighty for his bountiful
blessing without which I would not have
completed this endeavor successfully.
N.Pramod
Shetty
14. INDUSTRY PROFILE
Chocolate was discovered in the 18th century
and every child’s dream came true all over
the world. The various brands of chocolate
often spoken about in India are Amul,
Cadbury and Campco.
In olden days, the ancient human
almost led a nomadic life wandering from
place to place in search of food. Food is the
basic source of energy for living organisms
including human beings. Hence all living
being need food. But in modern period, man
had started discovering new methods of
producing food through Agriculture. The
various activities involved in getting food
crops through agriculture are known as
agricultural practices like management of
soil, sowing, transplantation and application
of manure and fertilizers irrigation, weed-
control, crop improvement techniques, crop
harvesting and protection.
15. India is a land of villages. Nearly 65-70% of
our country is agriculturists. About 75% of
the land used for agriculture is cultivated for
basic food grain hence it has become a basic
industry in our country.
Agriculture is one of the
oldest occupations of human beings.
Agriculture means ploughing of the land,
sowing seeds, protecting plants and
obtaining crops for the use of people and
domestic animals. Commercial crops not
only help to earn foreign exchange but also
provide raw materials for industries. Cocoa
is also one of the important commercial
crops in India. Cocoa is grown on the slopes
of Niligiri Hills.
The discovery of cocoa was only a first
step in the direction of chocolate. The
Mayas were the first to cultivate the cocoa
bean for the fruits is yielded. They used the
beans as an ingredient in their favorite
16. chocolate drink xocoatl. The Mexican Indian
world chocolate comes from a combination
of the terms chocolate consumed in
beverage force.
Before the Spanish explorer discovered the
chocolate and other ‘exotic’ foods were
totally unknown in Europe. In the 1600
European began to open fashionable
chocolate houses to serve xocoatl as Hot
Chocolate scattered with sugar. In the
1700’s the English began with adding milk
to improve the flavor.
The first factory for processing
and manufacturing chocolates in India was
started during the world war-II at Bilimoria
but due to tough competition from foreign
products the company is ceased and stopped
its process and it made second attempt in
1936. But it faced failure as the size of
operation was economical. Finally it made
17. third attempt to find its success to restart its
production.
Messrs Sathe Biscuit and chocolate co.
ltd., Poona commenced production of cocoa
powder on a small scale and chocolate
manufacture was taken up in 1941. Then the
production gradually increased. Later,
Madhu Canning Factory Agra, East India
Distilleries and Sugar Factories Limited
Madras started the production of chocolates.
With the machineries
manufactured by five major companies of
the cocoa processing aand chocolate
manufacturing namely-
M/S Carle and Montanari Spa, Italy.
M/S 1-Aasted International APS, Denmark.
M/S Otto Hansel Gmbh, West Germany.
M/S Sollich Gmbh and Co. kg, West
Germany.
M/S Sig Swiss Industrial Co, Switzerland.
Cadbury Ltd., which was so far importing
18. cocoa and chocolates into the country,
established plant in Bombay for processing
and packing of cocoa imported in bulk
during the initial stage. The new firms that
have engaged into this field in India are
Amul, which has completed 50 years of
service and the CAMPCO, which came up
during the 80’s. CAMPCO is one of the
largest factories in South Asia.
Cocoa is used as beverage and
chocolate is mainly used as confectionary
and to a small extent also used as beverage.
The market share of CAMPCO is 5-8%,
the Cadbury’s market share is 70% and the
Nestlé’s market share is 15-20%. The
penetration of chocolate in the country was
estimated at 5.5% in 1998. The penetration
in urban India stood at while that in rural
India as a mere 2.3%. Thus the consumption
of chocolate is largely restricted to urban
areas where too, the penetration is relatively
low.
During the last five years
19. growth in chocolate in India has covered
between 10% and 20%, with average growth
being at the range of 14-15%. Restricted to
urban areas played in the segment have
attempted to accelerate growth by adding
new consumers to the chocolate market.
Although the country with a culture of
consuming and exchanging sweets, pre-
packed branded sweets are yet not popular.
The consumption pattern and purchase
habits trend to favor local, freshly made
products. The ability of chocolate companies
to enter this market could provide
unprecedented with may be tempering of
income pyramid and introduction of low
price packs.
COMPANY PROFILE
BACKGROUND AND INCEPTION OF
20. THE COMPANY
“CAMPCO” is the short name of the
Central Areca nut and Cocoa Marketing and
Processing co-operative limited. CAMPCO
was registered on 11th july in the year 1973,
under section 7 of Karnataka Co-operative
societies act of 1959. The main activity of
CAMPCO is procuring and marketing of
Areca nut and also manufactures chocolates.
CAMPCO was set up with active support of
Karnataka and Kerala Government. The
growers who were getting a reasonable price
faced a sudden marketing crisis during the
year 1970-71 when the price of the areca nut
began to fall. The situation worsened during
1972 and the price of areca nut fel to such an
extent that the growers could get only half of
the price. But the cost of living was rising as
the cost of input was steadily increased. This
created factually a panic among the growers.
There was no organized marketing
arrangement for areca nut.
21. Later on the Karnataka
Government constituted an expert
committee, which recommended to the State
Government to organize a Central agency
either in the public or the co-operative
sector. With the help of Government of
Karnataka and Kerala, the “Central Areca
nut Marketing and Processing Co-operative
limited” popularly known as “CAMPCO”
on 11th july 1973 under section 7 of the
Karnataka Co-operative societies Act 1959.
The growers of areca nut
appealed to the Government in turn
requested CAMPCO to help the farmers by
buying their products. CAMPCO thus went
into business of cocoa beans in 1980. After
that CAMPCO was able to export cocoa
beans of worth Rs.4 crores to the European
countries in their initial phase of operation.
In the mean time CAMPCO has to face the
problem of limited internal market and
unremunerative export market. In order to
overcome this and increase the local
22. consumption of cocoa based products and
export value added cocoa semi-finished
products. CAMPCO put up a chocolate
factory at Puttur, 50km away from
Mangalore.
CAMPCO has signed agreement between
companies. They are:
AGREEMENT WITH M/S NESTLE
INDIA LIMITED.
CAMPCO chocolate factory
entered into an agreement with M/S Food
Specialties Ltd known as M/S Nestle India
Ltd, on 7th February 1990, for manufacture
and supply of bulk quantity of chocolates
and cocoa products ranging from 2500MT to
3750MT p.a for an agreed manufacturing
fee of Rs. 12,000/- per MT of raw materials.
At first Nestle didn’t have any plant and
because of experienced people availability
of all type of chocolate production with
sophisticated machineries nestle made an
23. agreement with CAMPCO. This agreement
is also made good result on CAMPCO to
gain demand in competitive market.
AGREEMENT WITH AMUL LIMITED
CAMPCO factory had entered into an
agreement with Amul India Ltd, on January
2001 for the manufacture and supply of bulk
quality of chocolates. The agreement was
made only for 5 years. The Amul Ltd
supplies the raw materials to the CAMPCO
Ltd; the CAMPCO makes chocolate and
supply to Amul Ltd. The chocolate products,
which were produced to the Amul Ltd, are
as follows:
• Milkair – 5.5gm – white centre chocolates.
• Chocolate – 5.5gm – brown centre chocolates.
At present CAMPCO is having its own
marketing team and the present set up as
follows:-
24. CAMPCO is one of India’s most
modern chocolate manufacturing co-
operatives. Today CAMPCO has diverse
products. It is now affording product quality
with a variety to cater wider section of the
market. CAMPCO manufactures and
markets a different range of products under
its own brand name.
The production and demand for
chocolate have been rapidly increasing in
India at the rate of 20% during the last 5
years. The average growth is at 20% internal
chocolate market, which is now about 5500
tonnes.
CAMPCO chocolate unit sales
performance in terms of value is increasing
year by year. The sale includes sales of semi
finished products also. The major purchases
of semi finished products within India are as
follows-
• Britannia
25. • Smith Kline Beechem
• Parley
• Small Confectionery Manufactures
• British Biological
• Bambino
Sales performance during the last 7 years is
as shown below:
YEARS SALES(MT)
2002-03 2425.92
2003-04 2596.73
2004-05 3140.45
2005-06 2622.03
2006-07 3995.5
2007-08 4742.19
CAMPCO at Glance
Full Name of the organization : The Central Areca
nut and cocoa Marketing and Processing Co-opeative
limited
26. Status: A Co-operative Society registered under the
multi state co-operative societies act 1984.
Area of Operation: Karnataka and kerala state for
membership. No limit for marketing
Main objective: Procurement/Processing/Marketing
of arecanut and since 1980 cocoa/cocoa products
Date of Registration: 11-07-1973
Date of commencement of business : 12-11-1973
Registered office : Varanasi towers at Mangalore.
Brand name : CAMPCO
Type of ownership : Semi-Government
Date of entry into Chocolate : March/April 1987
Authorized share capital : Rs.35 crores.
Paid up share capital : Rs. 14.90 crores as on 31-03-
2008.
Number of Branches and Depots : 168 (all over
India)
27. Industries owned: 1. The CAMPCO Chocolate unit.
Puttur
2. The copper sulphate manufacture unit at sagar
(shimoga district).
Location : Kemminje, Puttur.
Type of Organization : Co-operative Society.
Number of Employees : 237 + 130 workers appointed
on contract.
Production Capacity : 8800 MT.
Number of Shifts : 6 am – 2 pm
2 pm – 10 pm.
10 pm – 6 pm.
NATURE OF THE BUSINESS CARRIED
BY CAMPCO.
The Central Arecanut and Cocoa Marketing
and Processing Co-operative Limited
(CAMPCO) was registered on 11th july 1973
under section 7 of the Karnataka Co-
28. operative Societies Act 1959 read with
section 4(2) of the multi unit Co-operative
Societies Act 1942 and subsequently it has
amended its byelaws and the same are
registered under the Multi state Co-operative
Societies Act 1984. Under certificate
No.L/11016/42/87/L and is dated: 8-12-
1988. The main activity of CAMPCO is
procuring and marketing of Areca nut and
also manufactures chocolates.
Features of the CAMPCO Chocolate
Factory
Following are some features of CAMPCO
Chocolate factory:
The Chocolate factory is a Co-operatively
owned organization and maintained by
CAMPCO.
• The factory is the largest in south-east
Asia.
• The factory is one of the most modern in
the world.
• The factory is equipped with the latest
29. technology and machineries, imported
from five firms of 4 European countries.
• The factory is equipped with service
installed by the best firms in India.
• The factory is designed by well
experienced and expert architects and
consultants.
• The factory is situated in an industrially
backward rural area in the midst of Cocoa
growers.
• It generated employment for more than
200 personnels.
VISION, MISSION AND QUALITY
POLICY
Vision of the Company
“CAMPCO is formed to help the
farmers, procuring more and more areca nut
and cocoa, then utilizing these materials in a
better way which will help the farmers to get
market for their products.”
30. Mission of the Company
CAMPCO’s mission statement is:
“Co-operation between people
Harmony between faiths…
May the fragrance of peace
prevail forever”
“From areca to chocolates, this policy has
taken us a long way. And we are happy to
share this secret with you. At CAMPCO we,
symbolize the triumph of the co-operative
spirit. And how co-operative can be a source
of prosperity.”
This mission statement maintains that the
company has a good relation between people
and harmony between faiths and high set of
values and purposes behind its existence.
QUALITY POLICIES
‘HACCP’ (Hazard Analysis Critical Control
Point) is a quality policy which is used for
31. food safety. Food safety is the top concern
among food processors for very good
reasons. It is critical for corporate survival
and success. If there is a significant safety
failure, excellence in other areas of
corporate management will be wiped out
and the company will loose on=
• Regulatory Compliance
• Vendor Certification
• Supply Chain Performance and Contract
Fulfillment
• Corporate Value
PRODUCT PROFILE
The product of CAMPCO is chocolate. A
product is anything that can be offered to a
market for attention, acquisition, use or
consumption that might satisfy a need or
want. The chocolate products are classified
into Moulded, Enrobed, Éclairs and
Drinking Chocolate.
32. MOULDED CHOCOLATE
Moulding is the casting of liquid chocolate
into moulds (metal or plastic) followed by
cooling and demoulding. It includes
products such as CAMPCO Melto 37gms
and 10gms, CAMPCO Cream 37gms and
10gms.
ENROBED CHOCOLATE
It is a process of coating a center with
chocolate is other confectionery based
material so as t allow the coating to flow
over the shape in a controlled manner. It
includes products such as CAMPCO Turbo,
CAMPCO Treat, CAMPCO Megabite,
CAMPCO Bar, 4ever(32gm), krust 20gm
and 12 gm.
ECLAIRS
Éclair is a modified toffee containing an
33. outer shell of caramel with a centre filling
usually chocolate, chocolate creams etc. it
consists of products such as CAMPCO
Eclairs, Melto Eclairs, Brown Center Eclairs
and Playtime.
DRINKING CHOCOLATE
Drinking chocolate can be prepared by
following ingredients sugar, cocoa powder,
glucose, vitamin C, lecithin, salt. It includes
product such as CAMPCO Winner (500gms
and 100gms).
THE VARIOUS CHOCOLATES FROM
CAMPCO CHOCOLATE FACTORY
Net wt/unit M.R.P (in Rupees)
Moulded Chocolate
Melto 37 gms 10
Melto Cream 37 gms 10
Campco Bar 45 gms 10
Enrobed
Chocolates
Krust/Kraze 15 gms 5
Mega Bite 17 gms 5
34. Turbo 25 gms 5
Treat 25 gms 5
Drinking Chocolate
Winner 500 gms & 100 gms 65 & 18
Eclairs
Playtime(small) 4.5 gms 3
Campco Eclairs 4.5 gms 0.50
Campco Toffee 4.5 gms 0.50
Eclairs 2000 5.5 gms 1
Supply to Nestle
Ltd
Milkybar Eclairs 5.5 gms 1
Classic (Brown) 37 gms 10
Milkybar (White) 40 gms 14
Supply to Amul Ltd
Milklair 5.5 gms 1
Choclair 5.5 gms 1
Semi finished goods
Cocoa Mars 25 gms
Cocoa Butter 25 gms
Cocoa Powder 25 gms
Chocolate Mars 500 gms* 20=10kgs
Choco Paste 20kgs
Butter Chocolates 500 gms* 20=10kgs
AREAS OF OPERATION-
GLOBAL/NATIONAL/REGIONAL
The area of operation of this co-
operative for procurement and processing of
35. areca nut and cocoa extends to the states of
Karnataka and Kerala, but for the marketing
activities the area has been extended to the
whole country. Areca nut purchase
operations were extended to Assam,
Andaman and Goa but in recent year’s
purchase operations in Assam had to be
closed due to disturbances.
GLOBAL
CAMPCO produces wide range of
cocoa based products of consistent quality,
colour and flavor to satisfy the wide
spectrum of customers all around the globe.
The company has built a strong system base
for the confectionery of chocolate industries
in U.S, Australia and Malaysia. Export on
the other hand generated a total of about U.S
$14 million over a 5 year period. Among the
leading buyers were Malaysia, Korea and
USA.
36. NATIONAL
The company has various
nationalized branch offices through out
India under them are the distributors
followed b the dealers who sell the goods to
the ultimate consumers.
National Office throughout India
North: New Delhi
East: Kolkata
West: Navy Mumbai
South: Bangalore
REGIONAL
The company has regional offices
through out Karnataka. It has both dealers
and distributors and the distributors are
followed by dealers and ultimately to the
customers. Regional offices are as follows –
Mangalore, Hyderabad and Delhi.
37. OWNERSHIP PATTERN
The type of ownership of CAMPCO
is semi Government. So the workers get
retired at the age of 58years. After the
retirement the CAMPCO gives gratuity to
their employees but no pension.
COMPETITORS INFORMATION
CAMPCO has competitors such as
Cadbury, Nestle, Parrys, Nutrine and Amul.
The CAMPCO has been unable to achieve
the volume growth targets because it has
losing market share. Cadbury continues to
dominate the chocolate market with about
70% market share and Nestle has emerged
as a significant competitor with about 24%
share.
INFRASCTUCTURAL FACILITIES
The CAMPCO chocolate factory is
38. located at Kemminje village of Puttur Taluk.
And it was inaugurated on 1st September
1986. There are 247 numbers of employees
working in the factory. CAMPCO is a two
storied building. The first floor includes the
office of the CAMPCO and chocolate
packing division. The second floor includes
the deputy general manager chambers,
quality control department, personal
department and different employee cabins.
The company also includes security office at
the entrance, separate A/C units, and
separate vehicle parking place and quarters
for employees including sitting facility,
washing facility, toilet facility, dressing
rooms, medical benefits etc. CAMPCO has
two wheelers, four wheelers and lorry as
transportation facilities. The surroundings of
chocolate factory is filled with gardens and
planted trees like areca nut, coconut, cocoa,
cashew etc.
ACHIEVEMENTS/AWARDS
39. Best Export Award 2004-05 for processing
of CAMPCO Chocolate and for processing
Areca nut. And it has also achieved success
towards adopting fully automated machines
for the production process.
FUTURE GROWTH AND PROSPECTS
CAMPCO has a better scope for
expansion of its activities in relation to
different units like areca nut, cocoa in order
to safeguard and strengthening of CAMPCO
function more effectively.
• It has a target open at least one sales depot in
each state.
• It proposes to enter the retail market for areca
nut and products like “supari”, “panmasala”
etc by established units.
• CAMPCO is thinking of starting its own bank
called CAMPCO bank, to provide banking
services to the company.
• The future plan about production is to
40. maximize output without sacrificing quality,
maximum quantity control, reducing the
cost, improving the efficiency etc.
• They also now introduced a new product like
a small products to Amul Ltd, winner, bar,
coated bars with different flavors,
chocolates.
• CAMPCO also planned to increase its sales by
advertisements.
• Capture international market by latest
technologies.
• Conducting marketing research for knowing
consumer tastes.
• Enlargement of transportation and ware
housing facilities with safety precautious.
• Improved qualify of wrappers of CAMPCO
chocolate which are not up to the mark.
WORK FLOW MODEL (END TO END)
The production process of CAMPCO
Chocolate factory is a continuous process
41. which is divided into
1.Cocoa Processing
2.Chocolate Processing
COCOA PROCESSING
The CAMPCO chocolate factory
collects only the dry cocoa beans. The wet
beans are fermented and dried in the sales
depots. There after processing begins:
1.Cleaning
2.Roasting
3.Winnowing
4.Alkalization
5.Nib ginning(milling)
6.Liquor Processing/Hydraulic Processing
CHOCOLATE PRODUCTION
PROCESSING
1.Preparation of ingredients
2.Mixing
3.Refining the mixture
4.Conching
5.Tempering
42. 6.Molding
7.Cooling
CLASSIFICATION OF CAMPCO
CHOCOLATES
CAMPCO produces larger amount of
chocolate based on 3 classifications:
1.Molded Chocolate
2.Enrobed Chocolate
3.Éclairs
COMPANY PROFILE WITH
REFERENCE TO THE 7-S
McKINSEY’S MODEL.
According to Tom Peter and Robert
Waterman, organization change is not
simply a matter of structure, although
structure is a significant variable in the
management of change. The successful
43. execution of a strategy required the right
alignment of seven vital inter-connected
activities and processes within an
organization, namely-
1.Structure
2.Strategy
3.System
4.Style
5.Staff
6.Skills
7.Shared Values
44. STRUCTURE
The structure is the skeleton of the whole
organization. It describes the formal
relationship among various positions and
activities. It provides information about who
reports to whom and how tasks are both
divided and integrated. And also CAMPCO
follows functional organizational structure.
ORGANIZATION AND MANAGEMENT
The management of CAMPCO vests in the
boards of directors consisting of 17
directors. These directors are elected or
nominated as per the provisions of Bye laws.
The managing director is appointed by the
Government of Kerala. The day today
activities are conducted by the managing
directors. The Executive committee and
Business committee will devote more time
to scrutinize and decide about the financial
and business transaction of the factory.
45. There is one or two legal
advisors as well as one of the directors is the
nominee of IDBI to facilitate and make the
management more effective. Two
committees have been constituted. They are
as follows;
The Executive Committee
a)President.
b)Vice President
c)Managing directors
d)Two directors from each state.
Business Committee
a)President
b)Vice President
c)Managing directors
d)Two directors from each state (Karnataka
and Kerala)
e)Two senior most officer for ARECA
marketing.
46. f)The Head of CAMPCO Chocolate factory,
Puttur.
Membership of CAMPCO
There are five different types of shares; class
A, B, C, D and E issued to different class of
people.
‘A’ class is open to agricultural produce
market.
‘B’ class is open to agriculture produce
market committee of Areca and Cocoa
growing areas, co-operative marketing and
consumer federation, any other multi-state
co-operative society or any corporation
owned or controlled by the Government.
‘C’ class is open for individual growers of
Areca nut and Cocoa in both the states.
‘D’ class is open for state Government and
47. Central government and NDC.
‘E’ class is merchants and agents who have
business in connection with CAMPCO.
Functional Departments
There are several functional
departments in CAMPCO chocolate factory,
which are handling various operations.
They are
a)Production Department
b)Administrative Department
c)Quality control Department
d)Stores Department
e)Marketing Department
f) Maintenance Department
g)Accounts Department
h)Security Department
Production Department
The production department is headed
48. by production manager. Under him/her there
are supervisors to look after the production
activities. The production activities are in
three shifts by rotation. The packing
supervisors also come under the production
department. The supervisors supervise the
work of packing department and personnel
work under piece rate system.
The main function of this
department is to achieve targeted production
objectives.
They are:
• To follow up daily production schedules as
per the plan.
• To upgrade the technical efficiency of
production.
• To maintain relationship with other
department.
In production department, the Chief
Manager plans the different production as
per the market requirements. The future
plans of this department are to maximize the
49. output without sacrificing quality, reducing
cost and improving quality.
Administrative and Personnel
Department
Administrative Department.
The administrative department looks
after the day-to-day administration activities
of the factory. at the top level there is an
administrative manager. Normally the
General Manager carries over day-to-day
administrative activities in the factory.
He is also assisted by the various
departments in the factory. The General
Manager is accountable to the head office
that is in Mangalore.
Personnel Department
Personnel management deals with
the human aspects in an organization
50. undoubtedly; people are most complete
factor in an enterprise or organization. Main
objective of this department is to maintain
the quality standards, work level and
satisfactory level of production and also to
develop the procedure to help to select the
right person for right job. Personnel
department of CAMPCO looks after the day
to day administrative activities of the
factory. At the top level there is an
administrative manager normally the general
manager carries out day to day activities of
the factory.
In Personnel department,
recruitment forms the first stage in the
process, which continues with the selection
and ceases with the placement of candidate.
Management should recruit right kind of
people at tight time for right place. The
vacancy posts are advertised in 3 leading
newspapers of Kannada, Malayalam and
English as per the service rules of
CAMPCO. The selection of employee is
51. done through competitive examination and
interview. Written test is conducted by the
outside agencies. The interview and
selection of candidate is done by
management.
The candidate recruited to the particular
post may be placed under training for a
prescribed period or such extended period. If
it is found necessary the pay shall be fixed
by the M.D from time to time. If the trainee
discontinues the training, he/she shall be
liable to reimburse the entire cost of training
as assessed by the M.D.
Quality Control Department
The quality control department is
headed y the quality control manager. Under
him/her there are three supervisors. In this
department there is 1 microbiologist. There
are few technical assistants to help the
microbiologist in his work. They check the
quality of raw materials and also the quality
52. of the products after production. If the firm
ahs made any dilution on its quality, then it
will definitely affect its sales and
profitability. That is why this department
serves as one of the important department.
In this firm this department has to maintain
the quality of the cocoa beans used for
production upon which quality of chocolates
depends.
Different types of quality control techniques
used in the chocolate plant;
• Micro-biological quality control
• Raw and packing material analysis
• Process control
• Finished product analysis
• Bacteriology testing products for harmful
pathogens
• Shelf-life studying
• Pest control
Stores Department
53. The stores department is headed by store
manager. Under him/her there are
supervisors. The main function of the stores
department is divided into 3 units. These
three functions are; receiving the raw
materials for manufacture of chocolates and
also packing materials and sending it into go
down. The stores managers are responsible
to provide the raw materials to required
department and store the finished goods in
the store. The store’s activities are carried
out in shifts by rotation. There are four
documents maintained by the stores
department. They are;
Material inward registers
Daily stocks report
Material register note
Return note book
Marketing Department
The marketing department is mainly
classified into an areca nut division and
54. chocolate division. Each division is headed
by Assistant General Manager. Under him
there are Chief Manager, senior manager
and regional officers. Assistant General
Manager controls all the activities relating to
the marketing department. He plans and
prepares new marketing policies and it can
be properly implemented. The main
objective of marketing department is to
fulfill the customer satisfaction and increase
company’s sales and to contribute quality
products in the market.
The main functions of this department are:
To plan marketing program
To analyze the marketing opportunity
To develop marketing strategy
To connect the consumer with the product
Sales
In CAMPCO sales are being
conducted in two ways. That is through
55. depots and sales representatives. It has
different depots though out India. The
depots are being opened to cater to the needs
of whole sellers and retailers. A collection
charges being collected in the concerned
depots. CAMPCO has introduced the
services of sales representatives throughout
India. The rates and quality offered for sales
are being decided by the CAMPCO and on
getting information from its customers, their
representatives place written orders.
The sales of Cocoa products are being made
at CCF/Area sales office level through the
distributors/ super stockiest on cash or credit
basis. The Executive Director of
marketing/Regional managers required to
supervise and excersise control over CCF,
Area sales office.
Channel of Distribution
Of the four elements of marketing mix that
is product, price, promotion and distribution.
56. The channel of distribution plays a vital role
especially in the distribution of consumer
goods.
CAMPCO generally follows and
uses indirect channels of distribution.
CAMPCO supplies goods to super stockiest
and in turn supplies to whole salers and
whole sellers to retailers. CAMPCO offers
21 days credit facilities to whole seller and
for delayed payment they charge 21% of
interest.
Services
The product manufactured in
CAMPCO (CCF) are marketed and sold
through out the country and it is exported to
some countries. The proper service that is
the company provides service to its
customer in the form of prompt delivery of
goods should be given by paying attention to
the customer complaints and services. The
improving quality of customer education
57. and training and services is the main criteria
of CAMPCO that include ability to provide
replacement parts and repairs services.
Maintenance Department
The maintenance department is
headed by maintenance manager. Under
him/her there are maintenance assistants and
engineers. They check the machines and are
responsible for their working and
maintenance.
There are two types of maintenance.
1. Breakdown maintenance.
2. Preventive maintenance.
Breakdown Maintenance
This refers to the supervision of
machineries only after it breaks down and
makes it fit for future use.
58. Preventive Maintenance
Preventive maintenance refers to take care
of machinery before breakdown. Under this
system the machines are frequently checked
and repaired.
Account Department/Financial Department
The CAMPCO chocolate factory has
maintained an accounts department. The
chief accountant is in charge of this
department. Under him are the senior office
assistants and junior office assistants
working in the department. A report has to
be sent to the head office about the day-to-
day work and expenses incurred.
The functions of account department are:
• Handling day-to-day accounts of the factory
• Providing salaries to the staff
• Maintaining accurate financial records
• Giving information to the head office
59. • Payment of bills and keeping account
Security Department
Security department is also important for
each and every organization. Security
departments has 10 acres of land and Rs.125
crores worth of assets including buildings,
land and machines and others. It provides 3
acres of land as quarters to the employees.
This factory covered with fencing barbered
wire leaving one main exit called gate. The
main gate is controlled by security person
called senior security officer. He should be a
graduate and he should have at east 15 years
of service in defense. The duties and
responsibilities of security department are:
• Checking of incoming and outgoing
personnel, vehicles, items etc
• Maintenance of discipline inside the factory
• Prevention and detection of theft etc.
• Security
• Other duties are empowered by managing
60. director of CAMPCO.
SKILLS
The Mckinsey’s 7-S framework
considers skill as one of the important
attributes or capabilities of an organization.
The term skill includes those characteristics
which most people use to describe a
company
CAMPCO chocolate factory includes
skilled staff and workers in its operations
and productions who are expert in their own
field. Administrative officer have code
knowledge and skill in their particular field,
it is preferable to have master degree in their
work. Machine operators of different
department have wide knowledge and skill
about operations and handling of machines,
chocolate manufacturing process etc. if the
selection of skilled worker is done properly
then it will result on effective operation of
the manufacturing process, administration
61. etc. CAMPCO also follows technical skills,
innovative skills, communication skills.
In CAMPCO all new recruits
(both technical and managerial) are provided
“on the job-training method”. Under this
training method, the individual is placed on
a regular job. It has the advantage of giving
first hand knowledge and experience under
the working condition.
STYLE
Organizations differ from each other
in their styles of working. The styles of an
organization is evident through the pattern
of action taken by the top management over
a period of time. But, the Mckinsey’s
framework considers styles as something
more than the style of top management.
CAMPCO follows participative style
of management. Participative style of
CAMPCO helps in the processing and
marketing of chocolates also. Each and
62. every departments take decisions together
which help the company to take the steps in
their daily transaction or operations.
STRATEGY
Strategy is the set of decision and
action plans aimed at gaining a sustainable
competitive advantage. Today most of the
enterprises are engaged in strategic
planning. The degree of the sophistication
and the formative vary considerably from
organization to organization.
In the case of CAMPCO chocolate
factory, the strategy is to produce and sell
standard and good quality chocolates with
well guided procedure and good quality of
raw materials from different supplying
company with a quality check to delivery
the products to the customer.
Strategy includes objectives,
goals, purpose and policies, action plans and
tactics. The objectives are:
• To procure areca nut and cocoa of the
63. members and if necessary from other
growers.
• To undertake processing of areca nut and
cocoa and to establish industries for the
manufacturing of finished and semi finished
products from areca nut and cocoa.
• To open branches and depots, godowns and
factories.
• To arrange for procurement, manufacture and
distribution of pesticides, fertilizers etc.
• To undertake pooling, packing and
standardization of Areca nut and cocoa.
Pricing Policy
CAMPCO adopted the policy of full cost
pricing. But sometimes they marketed the
products at price lower than that of cost
price and its prices are normally lower than
competitors. CAMPCO has adopted on
pricing policy where by the company
specifies the prices to be charged to each
dealer in the price list published by the
64. company. There is no geographical change
in prices.
Discount Policy
It has varying discount share, which
includes trade discounts, cash discounts,
special discounts etc. In some cases discount
rate varies from dealer to dealer depending
on sales turnover and in some cases the
discount varies depending upon size of
purchase.
Collection Procedure
The dealer provides security such as bank
guarantee. The payment must be made
within 15-40 days depending upon sales
turnovers.
Systems
Systems in the 7-s framework refer to all the
65. rules, regulations, methods and procedures
(both formal and informal) that complement
the organizational structure.
CAMPCO is fully mechanized plant.
The function of production control in
products of the productions parts, products
of required quality and quantity at the
required time and also provides feedback to
the production department and allocates or
uses the resources available to achieve the
objectives. The production planning is
valued on the factors of designing of
products that determines the equipment,
capacity etc.
In Campco chocolate factory various
systems have been installed in each
functional areas so as to enhance the level of
interaction and coordination thereby, in
order to improve the overall organizational
effectiveness. Some of these systems
include:-
Computer System
66. In Campco, each and every department
is linked with intercom facility, which helps
to share each other opinion about company’s
daily transactions. Office and each
department is equipped with computer
system.
Quality Control System
In Campco, production is carried quickly
according to quality standards. The quality
of product manufactured is of international
standards. The function is to check the
quality of raw materials and also the quality
of products after production.
Performance Appraisal System
In Campco the performance appraisal
work is done in a special way. At the end of
the year a report known as ‘Confidential
report’ is prepared by each and every
67. departmental head. This report contains each
and every information relating to a particular
worker working in a particular department.
This report is then submitted to the higher
authority for evaluation.
STAFF
Staffing is referred as human resource of an
organization where they contribute to the
fullest extent to achieve the organizational
goal within a stipulated period. Staffing
represents the development of employees in
terms of selections, placement, training,
promotion and performance etc. it include
processes to develop in them the abilities
and skills that they need to be effective and
efficient.
In CAMPCO strength of the staff is 237
permanent and 130 contract based
employees who are headed by Deputy
General Manager and under him there are 6
assistant managers for each department.
68. Each and every staff is well educated and
trained in their particular area of work
assigned to them.
Staff is classified in to 4 levels. they are
strategic level, Management level, Operating
level and Technical level. The duties and
responsibilities of staff in CAMPCO
chocolate factory are shown in the table.
Labour Welfare Measures
CAMPCO provides good facilities to its
employees such as bonus, dearness
allowance, provident fund, gratuity, yearly
increment, edical allowance and welfare
measures etc
Bonus
In CAMPCO 8.33% per annum
bonus is paid to the employee every year.
The maximum limit was Rs. 2500. If the
basic salary plus dearness allowance is more
than Rs. 3500, they do not come under
69. bonus act.
Dearness Allowance
CAMPCO gives 43% dearness
allowance twice in a year, 1st January every
year and again 1st July every year. It comes
under Karnataka Government, schedules.
Provident Fund
In CAMPCO chocolate
factory provident fund is contributed as
follows: 12% of (Basic salary + dearness
allowance) is employee’s contribution and
equivalent amount is contributed by
management also.
Duties and Responsibilities of staff.
VARIOUS STAF DUTIES &
LEVELS F RESPONSIBILITIES
Strategic level 2 To pass the orders and oversee
and review the functioning of
70. all the departments.
Management level 20 To control the activities of the
Organization.
Operating level 155 To carry out day to day operating
activities of the company
Technical level 60 To engage in production and other
technical maintenance activities
TOTAL 237
Yearly Increment
CAMPCO provides yearly increment
to their employee depending on the pay
scale. Minimum amount of increment is Rs.
10 and the maximum is Rs. 150.
Promotions
There is no hard and fast rule in promotions.
Employee promotions are given once in 8
years. The promotion was made according
to the seniority cum merit basis.
Medical allowances
71. CAMPCO also gives Rs. 2000 per
annum as medical allowance. These medical
allowances are given in 2 installments once
in march and other in September.
Retirement
Type of ownership of CAMPCO is semi-
Government. So the workers get retired at
the age of 58 years. After the retirement the
CAMPCO gives gratuity to their employees
but no pension. In order to have eligibility
for gratuity benefit the employees of
CAMPCO has to complete 5 years of
service. In each year he/she should have
perfect attendance. The person who retires
or resigns is eligible to get gratuity at the
rate of 15 days salary multiplied by number
of years of service.
Insurance Coverage
All the vehicles belonging to
72. CAMPCO in all the branches, all the
buildings and go downs have been brought
under suitable insurance coverage, as could
be seen from the records of CAMPCO. And
the fixed assets registered are maintained up
to date.
Welfare Measures in CAMPCO
The following are some of the welfare
measures providing to the workers of
CAMPCO. These measures are classified as
statutory measures and non-statutory
measures.
Statutory Measures
• Canteen facilities.
• Cold water facilities.
• Rent free accommodations.
• Medical benefits.
Non-Statutory Measures
73. • Uniforms.
• Safety shoes, rain coats are provided.
• The employees state insurance facilities.
Leave to the Employees
In CAMPCO temporary worker gets
3 days casual leave per year and permanent
employees get 15 days per years. The
company provides 20 days half leave to their
employee and 20days privilege to its
workers. The CAMPCO chocolate factory
provides 10 days of holiday including the
Government holiday and also it provides
every Sunday as the weekly holiday to its
permanent employees.
Duration of Work
In the CAMPCO chocolate factory, there are
four shifts including the general shifts. The
normal hours of work are 8 hours. The
74. timings of 4 shifts are as follows.
Shift Timings
1. Shift - 6 am to 2 pm.
2. Shift - 2 pm to 10 pm
3. Shift - 10 pm to 6 am
General shift – 9 am to 5.30 pm
Shared Values
Shared values refer to set of beliefs, views,
opinions value and aspiration of the
employees that goes beyond the formal
statement of corporate objectives.
In CAMPCO all employees share the
same guiding values and responsibilities for
particular task, provided to them. Chief
Executive gives responsibility for each
department about the task. It also maintains
quality consciousness.
75. SWOT ANALYSIS
SWOT ANALYSIS
The diagnosis of the firm’s strength and
weakness can be fruitful only if the
environmental factors and market conditions
are considered keeping in mind the internal
capabilities of the company. This approach
essentially involves matching the internal
capabilities with the environmental
opportunities and threats.
STRENGTH
1. Large Product Mix.
One of the strength of the CAMPCO
76. limited is large product mix. The CAMPCO
produces the different type of chocolates
that is Melto, Cream, Turbo, Treat,
Megabite, Campco bar, 4 ever, Krust, Éclair
2000 etc.
2. Largest chocolate Factory in South East
Asia.
CAMPCO is the largest factory in south
Asia. This statement can be used to attract
more clients.
3. Highly Committed Employees.
WEAKNESS
1. Lack of Promotional Activities.
The CAMPCO chocolate factory is
not promoting its products in an effective
way through media advertising. Poor
marketing effort to push the product in the
market.
77. 2. Suffering from huge loss.
The CAMPCO chocolate factory has
made huge loss for the past several years.
3. Inefficient Utilization of the Capacity.
The actual capacity of the CAMPCO
chocolate factory is 8800 metric tonnes. But
the factory has not been able to make use of
the full capacity.
4. Inefficient Product Quality.
The chocolate products are to be
placed in a required minimum temperature.
If it is not preserved in a required
temperature the quality of the product will
be effected.
OPPORTUNITIES
1. There is a large market for chocolate
which is untapped in India.
78. 2. Expanding the existing product mix can
lead to increase in market share
3. Greater product awareness can be brought
about within all age group showing
chocolates as the best gift to friends and
relatives.
4. Popularity can be gained through the
social service in the backward areas of south
India.
THREATS
1. There is a severe competition from
multinational companies such as Cadbury
and Nestle.
2. Frequent changes in Government rules
and regulations and tax policies.
3. Competition from local players such as
79. Amul.
EFFECTIVENESS OF TRAINING
INTRODUCTION
Every organization needs to have well
trained and experienced people to perform
the activities that have to be done. If the
current or potential job occupant can meet
this requirement, training is not important,
but when this is not the case, it is necessary
to raise the skill levels and increase the
versatility and adaptability of employees.
Inadequate job performance or a decline in
productivity or changes resulting out of job
redesign or a technological break through
require some type of training and
development efforts. As the jobs become
more complex, the importance of employee
development also increases. In a rapidly
80. changing society, employee training and
development are not only an activity that is
desirable but also an activity that an
organization must commit resources to if it
is to maintain a viable and knowledgeable
work force.
“Training”, “education” and “development”
are three terms frequently used. On the face
of it, there might not appear any differences
between them, but when a deep thought is
given, there appear some differences
between them. In all “training” there is some
“education” and in all “education” there is
some “training”. Moreover, the two
processes cannot be separated from
development. Precise definitions are not
possible and can be misleading, but different
persons have used these activities in
different ways.
DEFINITION
81. After the selection of the employee, the next
step is his training. Even old employees
require some training at various points in
their career. The general objectives of
training and development are to assist the
employee to expand and use more
effectively his skill, talents and knowledge
and to assist him in finding his true potential
and in preparing him for greater and higher
responsibilities.
“Organized procedure by which people
learns knowledge and skill for definite
purpose”- Dale S Beach – 1985.
“The act of increasing the skills of an
employee for doing a particular job” –
Edwin B. Fillip, 1984.
In the words of Planty and Efferson, training
is “The continuous, systematic development
among all levels of employee of that
knowledge and those skills and attitudes
82. which contribute to their welfare and that of
the company.”
Training is defined by Lawrence L
Steinmetz as a short term process utilizing a
systematic and organized procedure by
which non managerial personnel learn
technical knowledge and skills for a definite
purpose.
From an analytical study of the above
definitions we may conclude that:
Training is a purposeful process. It is
concerned with imparting and developing
specific skills for a particular purpose. Thus,
training is any process by which the
aptitudes, skills and abilities of employee to
perform specific jobs are increased.
Features of Training
It is clear from the above definitions that
83. training is a part of the process of staffing
and has the following features.
• The basic purpose of training is to guide and
direct the learning of employees so that
theymay perform their jobs more efficiently.
• Training helps the employe to increase his/her
knowledge of facts, policies, procedures and
rules and regulations pertaining to his/her
job.
• Training is to assist the employee in finding
his true potential and in preparing him for
greater and higher responsibilities.
• Training attempts to increase the skills of an
employee for doing a specific job more
efficiently. It involves the development of
one or a few specific technical skills.
• Training attempts to mould the attitude of an
employee towards other co-workers,
supervisors and organization and create in
him a sense of responsibility and interest in
his job.
84. • Train is given to operative (that is non-
managerial personnel) for performing
specific jobs. Hence, training is job-oriented.
• Training is a short-term process. Training
courses are designed for short term.
• Training must be a continuous process.
• To be effective and accomplish the desired
results efficiently, training must be planned
systematically.
• Training must be aimed at all employees of
the firm. It is necessary for the newly
appointed employees to learn the job. It is
equally necessary for the existing employees
whenever new method, technique, or
machines etc are introduced.
Objectives of Training
• To prepare employee for meeting current
job requirement including anticipated
changes.
• To prepare employees to shoulder higher
85. levels of responsibilities.
• To ensure smooth and efficient working
with the organization.
• To ensure smooth and efficient working
with the organization.
• To improve productivity with quality.
• To promote sense of ownership positive
attitude and commitment amongst the
employees.
Types of Training
There are many ways to train people. But
mainly training methods are of two types:
1.On the job training.
2.Off the job training.
On the job training methods.
This is the most common method of
training. On the job training relies on current
employees to train new recruits, results
86. depending on the trainer’s skill in training.
The trainee is placed on the job and the
manager or the mentor shows how to do the
job. To be successful the training should be
done according to structured program that
uses task list, job breakdown and
performance standards as a lesson plan. It is
highly practical and reality based. It also
helps the employee establish important
relationship with his/her
supervisors/mentors.
a) On specific job
1) Experience: This is one of the oldest
methods of on-the-job training. This method
which involves learning by experience has
proved to be very efficient. To make this
approach effective, it should be
supplemented with other methods of
training.
2) Coaching: This involves coaching by
a superior by personal instruction and
guidance to a manager trainee. This method
87. increases motivation in the trainee. But this
method is effective only if the superior is
properly trained and oriented. Further the
superior may not have enough time to coach
the trainee and he may also neglect his job.
3) Understudy Program: In this method,
an individual works as an “assistant to” to
the senior manager so that, eventually the
deputy can assume full responsibilities and
duties of the job held b the senior manager.
In this method, the trainee learns be
experience and observation. The main
advantage of this method is that training is
conducted in practical and realistic
situations.
b) Apprenticeship Training:
This method of training is meant to give
the trainee sufficient knowledge and skill in
those trades and crafts in which a long
period of training is required for gaining
complete proficiency. Generally the trainees
work as apprentices under the direct
88. supervision of experts for a long periods, say
2-7 years. This program consists of
providing actual work experience in the
actual job as well as imparting theoretical
knowledge through classroom lectures.
c) Job Rotation:
This method involves transferring a trainee
from one job to another on a systematic
basis. If a trainee is rotated systematically
from one job to another, the general
background of the trainee is broadened. This
method provides training in actual situation
and exposes them to other worker’s
problems and view points. One main
disadvantage of this method is that
production may suffer.
d) Special Projects:
In this method, the trainee may be asked to
perform a special assignment so that he
would be in a position to acquire knowledge
and also to learn the work procedure.
89. Sometimes, the management may create a
task force consisting of trainees representing
different functions in the organization which
helps the trainees in acquiring knowledge
about the special assignment.
e) Committees and Junior Boards
Committees and junior boards which are
also called “multiple management” are
important methods of training. The trainee
by becoming a member of the committee
gets an opportunity to interact with the
experienced managers and to know the
problems of the organization and the view
points of different managers to solve the
problems. All the decisions and suggestions
made by the junior boards are placed before
the meetings of the board of directors of the
company before taking final decisions.
f) Vestibule Training:
The training in vestibule school is
90. preliminary to actual shop experience.
Vestibule training is an attempt to duplicate
as nearly as possible the actual working
conditions of the work place. The trainees
can concentrate on training only, because
they are not under any pressure of the work
situation. Further, regular
Off the job training methods
Off the job training is most commonly
called classroom training. It is a traditional
way of education. Off the job training takes
place either inside the organization or at
some external selected sites, may be
institutes, universities or professional
associations which have no connection with
the company. Off the job training includes
the lecturers, the conferences, group
discussions, seminars etc.
a) Special courses and lectures:
Some organizations like Tatas and
91. Hindustan Lever, State Bank of India, LIC
etc have their own development departments
which provide special courses and lectures
for their employees. These organizations
also arrange some courses or lectures by the
staff of some universities and institutes.
Sometimes, the business concerns may send
their employees to attend course of 1-2 week
duration conducted by the institutes of
management.
b) Conferences:
In this method, managers and potential
managers attend the conference programmes
in which they pool their ideas and
experiences with certain problems which are
a common subject of discussion. For
example, the conference may discuss
specific problems such as planning,
delegation etc.
c) Case Studies:
The case study method which was
92. popularized by the Harvard Business
School, USA, is one of the common forms
of training to the emoplyees. In this method,
instruction describes the actual situation or
problems of a specific concern and the
participants are encouraged to take part in
the objective discussion of the problem. This
method increases the trainee’s power of
observation and also his analytical ability.
d) Simulation:
In simulation, the real situation of work
environment in an organization is presented
in the training session. In other words, in
simulation, instead of taking participants
into the field, the field is simulated in the
training session itself.
Role Playing is one of the common
simulation methods of training. In role
playing the participants play his role or
those of others under specific conditions of
simulation. Role playing enables the
participants to increase his skills in dealing
93. with other people. In role playing, the
participants play different roles for different
situations and by this, they are enabled to
deal with several problems from various
angles.
e) Sensitivity Training:
This method aims to influence an
individual’s behavior through group
discussion. In group discussion, the trainees
freely express their ideas, beliefs and
attitudes. In sensitivity training, the trainees
are enabled to see themselves as others see
them and develop and understand other’s
views and behavior. Further the participants
are trained to become patient listeners and
resolve conflicts, if any. In addition, the
trainees by interaction in a group become
sensitive to one another’s feelings and also
develop increased tolerance for individual
differences.
f) Incident method:
94. In the usual case method, the entire problem
is presented to the students, whereas in the
incident method, only a brief incident is
presented to provoke discussions in the
class. The group then puts questions to the
instructor to draw out of him the salient facts
and additional information needed to arrive
at a reasonable solution of the case. This
method draws the participants into
discussion with greater emotional
involvement.
Need and Importance of Training
Training imparts skills and knowledge to
employees in order to make them able to
cope up with the pressure of changing
environment. Training is no longer a matter
of choice to an organization. The choice is
only in the methods of training. The needs,
importance and benefits of training are as
follows:
95. Increase Efficiency
Training enables the individual to develop
skills and methods of doing a job in a better
way. This is more important in the case of
changing technology.
Uses Untapped Potentials
Training enables the individual to translate
his untapped potential into actual
performance.
Increases Morale
Training increases the morale of employees
by relating their skills with their job
requirements. It builds employee’s
confidence in the company, develops
loyalty, raises morale and increases
teamwork.
Broadens Knowledge
96. It broadens the knowledge of the employees
in all phases of the company’s operations.
Improves Human Relations
Training increases the quality of human
relations in an organization. It helps to solve
many problems of social and psychological
nature.
Saves Supervision Cost
Trained employees require les supervision.
With reduced supervision, a manager can
increase the number of his subordinates.
This can save cost of supervision.
Prepares for Greater Responsibility
It prepares the employees for lateral transfer,
upgrading and promotion within the
organization.
97. Organizational Asset
Trained people are necessary for the survival
of the organization and to maintain
effectiveness and to make short term
adjustment with the existing personnel.
There is no greater organizational asset than
trained and motivated personnel.
• Reduces labour turnover.
• Training results in higher productivity.
• More pay, recognition and other benefits to
the employees.
• Trained personnel get job satisfaction.
• Therefore, the chances of leaving the job are
less. Thus, training reduces labour turnover.
• Training increases the quality of work.
• Quantity of output by improving skills and
productivity of the employees.
Short Learning Time
98. Effective training helps the employees to
acquire the skills and knowledge to do a job
within a short span of time.
Encourages Standardization
Training encourages standardization by
teaching the best methods of performing the
work to all employees. This will improve the
levels of performance.
Cuts Costs and Wages
Training creates cost consciousness. It
teaches the methods of economical use of
materials and equipments, minimization of
cost and wastages.
Creates Confidence
Training creates a comfortable feeling of
confidence in the minds of workers. It
develops adaptability among workers. It
99. encourages them to accept challenges and
risks.
Growth of the Individual
Training develops skills, knowledge and
attitudes of the employee in all respects.
Provides Scope for Promotion
Training provides qualities essential for
promotion and upgrading of the employee.
Better Rewards
Training increases efficiency and
productivity. It facilitates higher rewards
and benefits to the workers.
Role of Training
No organization has a choice of whether to
train its employees or not, the only choice is
100. that of methods. The primary concern of an
organization is its validity and hence its
efficiency. There is continuous
environmental pressure for efficiency and if
the organization does not respond to the
pressure, it may find itself rapidly loosing
whatever share of market it has. Training
imparts skills and knowledge to employees
in order that they contribute to pressures of
changing environment. The viability of an
organization depends to considerable extent
on the skill of different employees;
especially that of managerial cadre, to relate
the organization with its environment.
There are three factors which necessitate
continuous training in an organization.
These factors are technological advances,
organizational complexity and human
relations. Training can play the following
role in the organization.
Increase in Efficiency
101. Training plays an active role in increasing
efficiency of employees in an organization.
Training increases skills for doing a job in a
better way. Though an employee can learn
many things while he is put on a job, he can
do much better if he learns how to do the
job. This becomes more important especially
in the context of changing technology
because the old method of working may not
be relevant. In such a case, training is
required even to maintain minimum level of
output. For example, working on automatic
machine requires skills different from that
required to handle manually operated
machines. Similar changes are taking place
in managerial jobs too.
Increase in Morale of Employees
Training increases morale of
employees. Morale is a mental condition of
an individual or group, which determines the
willingness to cooperate. High morale is
102. evidenced by employee enthusiasm,
voluntary conformation with regulations and
willingness to co-operate with others to
achieve organizational objectives. Training
increases employee morale by relating their
skills with their job requirements.
Possession of necessary skills to perform a
job well often tends to meet such human
needs as security and ego satisfaction.
Trained employees can see the jobs in ways
that are more meaningful because they are
able to relate their skills with jobs.
Better Human Relations
Training attempts to increase the quality of
human relations in an organization. Growing
complexity of organizations had led to
various human problems like alienation,
inter-personal and inter-group problems.
Suitable human relations training can
overcome many of these problems. Many
techniques have been developed through
103. which people can be trained and developed
to tackle many problems of social and
psychological nature.
Reduced Supervision
Trained employees require less supervision.
They require more autonomy and freedom.
Such autonomy and freedom can be given if
the employees are trained properly to handle
their jobs without the help of supervision.
With reduced supervision, a manager can
increase his span of management. This may
result into lesser number of intermediate
levels in the organization, which can save
much cost to the organization.
Increased Organization Viability and
Flexibility
Trained people are necessary to maintain
organizational viability and flexibility.
Viability relates to survival of the
104. organization during bad days, and flexibility
relates to sustain its effectiveness despite the
loss of its key personnel and making short-
term adjustment with the existing personnel.
Such adjustment is possible if the
organization has trained people who can
occupy the positions vacated by key
personnel. The organization, which does not
prepare a second line of personnel who can
ultimately take the charge of key personnel,
may not be quite successful in the absence
of such key personnel for whatever the
reason. In fact, there is no greater
organizational asset than trained and
motivated personnel, because these people
can turn the other asset into productive
whole.
Limitations of Training
Effectiveness of training program depends
upon the interest of the trainees, the
qualifications of the trainers, the
105. environment in which employees operate
etc. Irrespective of this, training has the
following limitations.
• It cannot solve problems of faulty
organization. A poor organization structure
will create blocks to learning and tend to
prevent the translation of acquired
knowledge on skills into improved
performance.
• It cannot be a substitute for sound initial
selection and careful placement of
employees.
• It cannot increase learning potential. Training
may stimulate further use of inborn
capacities but it cannot create potentials.
• It cannot unerringly ensured increased
performance or greater efficiency. They are
not automatic and are controlled by factors
outside the scope of the training function.
• It cannot overcome the fact that forgetting is
easier and quicker than learning. It cannot
ensure continued use of newly acquired
106. knowledge, skills or attitudes to overcome
forgetting.
• It cannot guarantee anyone learning anything.
Training can only provide the means for
learning to take place. If the trainee does not
want to learn, the chances are that he will
not learn.
Training Process
Each training program is a costly affair and
a time consuming process. Therefore,
training effectiveness is of paramount
importance and therefore should proceed
through a sequential process of step as
shown below.
Step 1: Organization Objective.
Training program should support the
continuous development of employee with
the organization objective in order to
address key competencies requirements of
107. the business.
Step 2: Training Needs Identification
It is important to determine what training is
needed and to make certain that the training
is based on reliable and identified training
requirements. It is an inquiry about the tasks
and skills need to accomplish a function or
job and to identify who are the learners.
Step 3: Determination of the training
strategy.
To determine the strategy to be used in a
accomplishing the training, gathering data
on which to base training objectives, the
deriving force behind the design approach to
training objectives etc.
Step 4: Preparing the Learners and Work
Environment.
108. It is necessary that work environment is
enabling, receptive and supportive so that
the learners is able to apply the knowledge
and skills learnt from training to actual work
place.
Step 5: Determination of training methods
and materials.
To determine training methods, tools and
timing appropriate for skills to be learned
and participating learners. While preparing
training manuals, the principles of learning
cycle must be kept in mind that is planning,
doing, reviewing and reflecting.
Step 6: Conducting training program
To conduct the actual training and monitor
the progress.
Step 7: Evaluation and Feed back
109. To gather feedback for updating or revising
the training program is crucial to the
effectiveness of the training program. This is
typically the most neglected phase of the
training program as the trainee and the
trainers breathe a sign of relief as the
training ends. However if this step is
correctly attended then better training
programs can be designed.
Age No of Percentage
Respondents
Below-20 05 10
20-30 20 40
30-40 15 30
40-50 05 10
Above-50 05 10
Total 50 100
110. 40
40
35
30
30
25
20
% of Respondent
15
10 10 10
10
5
0
Below 20yrs 20-30yrs 30-40yrs 40-50yrs above 50yrs
Table No-2
Sex No of Percentage
Respondents
Male 42 84
Female 08 16
Total 50 100
le No-3
Qualification No of Percentage
Respondents
SSLC 08 16
PUC 06 12
111. Graduation 20 40
Technicians 16 32
Total 50 100
The majority (40%) of the respondents are
graduates.
Department to which the Respondents
belong.
Table No-4
Department No of Percentage
Respondents
Administration 15 30
Production 30 60
Material 05 10
division
Total 50 100
Work Experience
Table No-5
112. Experience No of Percentage
Respondents
0-05 years 15 30
06-15 years 30 60
16-20 years 03 06
21 & above 02 04
Total 50 100
ority of the respondents (60%) had 06-15
years of service. This indicates that the
employee
Opinion about Training
Table No-6
Opinion No of Percentage
Respondents
a) It heightens 11 22
employee
morale
b) It helps in 09 18
reducing
dissatisfaction
113. c) Increases job 20 40
knowledge
d) Helps in 06 12
prevention of
accidents
e) Helps in 04 08
personal growth
Total 50 100
dents and 8% of the respondents said that
the training helps in personal growth.
How the Objectives of the Training
Program were conveyed to the Trainee.
Table No-7
Methodology No of Percentage
Respondents
a) Slide Show 09 18
b) Displayed on 22 44
the notice board
c) Instruction 15 30
sheets
d) Intranet 04 08
114. Total 50 100
Table No-8
Trainer No of Percentage
Respondents
Top 00 0
management
HR manager 05 10
Superior 35 70
Department 10 20
head
Total 50 100
ned by the department head and 10% of the
respondents were trained by the HR
manager. However the table shows that
nobody was trained by the Top
management.
How the Respondents were selected for
the Training program:
Table No-9
115. Selection No of Percentage
Procedure Respondents
On a random 04 08
basis
Recommended 07 14
by the HOD
Selected by 30 60
HRD/Personnel
department
Don’t know 09 18
Total 50 100
the 60% of the respondents were the people
who had no previous job experience before
joining Campco.
Scope of the Training program
Table No-10
Skills No of Percentage
Respondents
Technical 35 70
skills
116. Conceptual 2 04
skills
Interpersonal 13 26
skills
HR skills 00 0
Total 50 100
le No-11
Frequency No of Percentage
Respondents
Once till now 40 80
Once in 6 00 00
months
Once in a year 10 20
Not conducted 00 00
At all
Total 50 100
le No-12
Opinion No of Percentage
Regarding Respondents
Duration
7 days 15 30
117. 15days 09 18
1month 16 32
3 months and 00 00
Above
Depending on 10 20
need
Total 50 100
Language No of Percentage
Respondents
Kannada 37 74
English 06 12
Hindi 07 14
Total 50 100
r training in Hindi and 12% had their
training in English.
Expectation from the training program
Table No-14
Expectations No of Percentage
Respondents
118. Putting the 03 06
learner to ease
To get closer 11 22
to the job
position
Giving the 36 72
Exact
knowledge
Total 50 100
respondents
Table No-15
Qualities No of Percentage
Respondents
Experienced 02 04
trainers were
called
Conducive 18 36
atmosphere
Good training 21 42
materials were
provided
Proper schedules 09 18
were maintained
Total 50 100
119. Table No-16
Methods No of Percentage
Respondents
On the Job 48 96
Off the Job 02 04
Total 50 100
Safety measures included in the training
program
Table No-17
Safety No of Percentage
measures Respondents
First-aid 29 58
Fire 15 30
Extinguisher
Vehicles 06 12
Handling
Total 50 100
le No-18
120. Yes/No No of Percentage
Respondents
Yes 38 76
No 12 24
Total 50 100
majority 76% of the respondents said that
personality development program is
necessary in the organization. While 24% of
the respondents said that a personality
development program is not required in the
organization.
Stress Relief Programs
Table No-19
Stress Relief No of Percentage
Programs Respondents
Yoga 04 08
Trips 04 08
Entertainment 42 84
programs
Total 50 100
121. le No-20
Changes felt No of Percentage
due to Respondents
training
Improved 18 36
Relationships
Minimized 03 06
resistance to
change
Increased the 07 14
efficiency and
effectiveness
Improved 22 44
product quality
Total 50 100
imized the resistance to change in the
organization.
Instruments used in the training program
attended by the respondents
Table No-21
122. 100 Instruments
96 No of Percentage
80 Respondents
60 Visual aids 02 04
40 Games 00 00
% of Respondents
20
Interactive 13 26
0
sessions 4
None
Yes 35
No 70
Total 50 100
ondents.
Whether benefits of training justify the
training cost
Table No-22
Yes/No No of Percentage
Respondents
Yes 48 96
No 02 04
Total 50 100
s not justify the training cost.
Objectives that was predominantly
fulfilled in the training session
123. Table No-23
Objectives No of Percentage
Respondents
Increased 28 56
productivity
Effective 00 00
working of the
employees
Reduction in 12 24
wastage
Developing the 10 20
skills of the
employees
Total 50 100
le No-24
Yes/No No of Percentage
Respondents
Yes 26 52
No 24 48
Total 50 100
.
124. Follow ups after the training
Table No-25
Follow ups No of Percentage
Respondents
Performance 15 30
Appraisal
Work sampling 08 16
Superior 11 22
Evaluation
Personal 16 32
assessment
Total 50 100
Rating No of Percentage
Respondents
Excellent 08 16
Very good 09 18
Good 20 40
Satisfactory 13 26
Total 50 100
125. SUGGESTIONS
Based on the findings of the study, the
investigator has put forth the following
suggestions to the organization.
The head of department need to play a key
role in explaining the importance and
necessity of training to his subordinates.
The training faculties need to make adequate
use of the training aids available in the
organization.
Training programs need to be more
interactive. The trainer should motivate the
trainee to participate in the proceedings.
Selection of the training programs and
selection of the participants need to be
thoroughly evaluated on some
predetermined basis.
The involvement of visual aids, games and
tale plays are to be stressed on during the
time of training as it gives more insights to
126. the workers especially the less educated
ones and helps them to acquire interpersonal
skills and understand the concepts better.
The skills of the employees must be developed
by imparting English speaking courses and
computer courses.
Periodical training is very effective and so
should be encouraged in the organization.
Since most of the employees are satisfied with
their job, the company can retain or enhance
job satisfaction by giving rewards, ensuring
recognition and providing opportunities for
their career development.
Another measure for improving the
effectiveness of training programs is the
introduction of pre-training evaluation,
which creates awareness in the organization
and among the employees about the needs of
training.
It can be suggested that in addition to the
appraisal made by the superiors, an
employee can also be appraised by his peers
and subordinates.
127. Thus the company can consider the above
suggestions to make its training programs
more effective. As a result good training will
lead to improved performance leading to
increased productivity and thus profit.
CONCLUSION
A meticulously planned and well
administered training and development
program would be instrumental in bringing
about positive changes in the employees and
thereby improve the efficiency of the
organization. Campco Ltd, Mangalore is
maintaining a good relationship with the
public. It also maintains a good relationship
with other organizations.
Campco Ltd is one of the organizations
that have realized the importance of human
resource and the need to train them. It
follows a training policy designed by a
highly effective HR department.
128. Campco Ltd conducts a number
of training programs every year, with
innovations. Training programs have helped
in increasing the company’s productivity,
reduce accidents and take additional job
responsibilities and good industrial relations.
However, there is still scope for
improvement which the company should
seek to achieve. This can be done by
periodically evaluating and improving the
training programs. The study has given the
investigator, a practical exposure to the
company. It has given the knowledge of the
various functioning departments. It has also
taught the investigator to carry out the
research. Such a study would be useful in
case any future researches need to be
undertaken on this topic. The findings
arrived at as a part of the study would help
the company in planning or modifying their
training programs in future.
The investigator hopes that the
suggestions offered will be considered
129. positively and implemented in the
organization. This would help the
organization to pave the way for growth at a
quicker pace. The company should strive for
excellence in the years to come.
BIBLIOGRAPHY
1.CAMPCO at a glance-Magazine of the
company.
2.Annual general meeting report of 2008
3.Other company manuals and journals
4. www.google.com
5. www.wikipedia.com
6. www.hrguru.com