A

Project Study Report

On

“Training Need Identification"

Submitted in partial fulfillment

The for the paper-406 for Award degree of

Bachelor in Business Administration,

Submitted To: Submitted By:

Mrs. Nidhi Behl SATNAM SINGH

Assistant professor BBA PART II

(Deptt.Of Mgmt Studies). Enrollment No- No11/4061

2012-2013

Siddhi Vinayak College of Science & Higher Education

E- I, B-1, MIA Alwar, Rajasthan-301001

(Affiliated to University of Rajasthan, Jaipur)

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PREFACE

Bachelor of Business Administration (B.B.A.), one of the most reputed professional

courses includes both theory & practical as a part of two years curriculum.

In this course each student it repute to undergo practical project is an exercise by

means of which student learn many things which cannot be taught in the classroom.

During project students understand the real modus operandi of the concerned areas

of interest in the real life situation.

The project process is an endeavor to converts all that’s virtual into a real image

i.e. it helps in applying all the theoretical concepts in to the real corporate world. It

helps in developing the managerial skills using which we can convert into language &

convey the taught & ideas from our mind to others

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Acknowledgement

I express my sincere thanks to Ms.Nidhi Behl, Assistant professor Department of

management studies ,and my project guide, Dr. SHILPI SINGH, Director of Management

Studies, for guiding me right from the inception till the successful completion of the

project. I sincerely acknowledge her for extending their valuable guidance, support for

literature, critical reviews of project and the report and above all the moral support he

had provided to me with all stages of this project.

.

SATNAM SINGH

(BBA 2nd.Year)

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DECLARATION

I’m SATNAM SINGH Student of B.B.A. II Year Siddhi Vinayak College of Science &

Higher Education, MIA Alwar (Rajasthan) hereby declare that all the information, facts

and figures produced in this report is based on my own experience and study in

analysing the “Training Need Identification"

I further declare that all the information and facts furnished in this project report are

based on my intensive research findings. They are first hand and original in nature.

SATNAM SINGH

(BBA II Year)

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TABLE OF CONTENTS

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S. No PARTICULARS Page No.

I

II

III

IV

V

1.

2.

3

4

5

6

TITLE PAGE

PREFACE

ACKNOWLEDGGEMENT

DECLARATION

CONTENTS

History & Introduction to the Industry

Introduction to the topic

2.1 Meaning of training

2.2 What is the training

2.3 Needs of training

2.4 objective of training

2.5 Method of training

2..6 Roles & importance of training

SWOT Analysis

Conclusion

Recommendation and Suggestions

Bibliography

I

II

III

IV

V

INTRODUCTION TO THE INDUSTARY

Products of the Alcoholic Beverages Industry fall into the categories of Beer . The Indian

IMFL industry is estimated to be in the region of 121 million cases of 15 Bulk Liters (BL)

each. The segment has an historical Carlberg of more than 75% Contrary to international

trends, brown spirits account for 95% of the Indian industry. Whisky dominates the

industry at 54%, followed by rum at 25% and Brandy at 16%. White Spirits comprising

Gin, White Rum and Vodka account for the residual 5% of the industry. The Country

Liquor segment of the Alcoholic Beverages Industry is unorganized and therefore

accurate statistics of its size are not available. In our estimate, he Country Liquor market

would be in the region of 250 – 275 million cases of 9 BL each. The market size in India

is expected to expand in the next 5 years as consuming population is expected to

increase by 110 million. This is due to development of

Growth factors like changes in lifestyle, higher disposable income, and shift in

expenditure pattern in favor of personal consumption items such as food, drinks and

entertainment and exposure to global trends.

The growth would also be fuelled by changing consumer perception of alcohol and up

gradation from Country Liquor to the branded segment of the industry aided by

progressive regulatory changes.

In 2006 Carlsberg decided to move the production of beer from Copenhagen to

Fredericia 200 km west of the capital. More than 160 years of brewing had come to an

end, and the door opened for a totally new usage of the site that lies in the heart of

Copenhagen and spans an area of more than 330,000 square meters (80 acres). The

site's history and location presents a clear opportunity to create a new city quarter which

will arouse international attention and attract visitors from all over the world. Carlsberg

decided to invite both citizens and experts to submit ideas in an international ideas

competition for the design of the new Carlsberg. The intention was to create a diverse

and vibrant city quarter with life 24 hours a day. Sustainability, variety and innovation

were keywords from the very beginning, and it was important for Carlsberg that the old

brewery’s unique historical heritage would be part of the identity of the new town quarter.

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A plan for the future

In May 2007 the small Danish architectural practice "Entasis" won the international ideas

competition in front of 220 other proposals. Their plan "Our Spaces" is based on the

cellar plans of Carlsberg, which is a truly unique idea, since the cellars were originally

excavated for production purposes only. In this way the past is represented in the plan

for the future town, where irregular lines and sequences give the town a sense of a

labyrinthic, charming, old city quarter. Entasis’ plan emphasizes the spaces, that people

share. This is not a place for individual prestige buildings struggling for attention. Urban

space is essential. For the town’s squares and street sequences, Entasis adds a plan for

nine tall, slim characteristic towers between 50 and 120 meters high. The towers will

stand as markers for the

town’s most important squares and will build on the capital city’s familiar skyline and

injectnew contents into brewer Carl Jacobsens’s old slogan for Copenhagen as “The city

with the noble towers”. Seen from the centre of the city, Carlsberg's skyline on top of

Valby Hill will

appear distinctive and conspicuous.

Multifunctional and green

In Carlsberg each square will have its own individual character so the town’s citizens and

visitors, at any time of the day, can find the proper surroundings to suit their needs,

whether it be sun or shade, interaction with other people or peace and quiet. In the base

of the buildings there will be shops, cultural activities, service and education – in other

words all the extroverted activities – which are a natural part of the dialogue with the

streets and the squares. On the buildings' upper, more sunny floors, there will be

housing and offices for small businesses. A total of 600,000 m2 will be built; 45% for

housing, 45% for

business and shops and 10% for sports, culture, art and various institutions.

The two onsite private gardens of Carlsberg's founders will both be opened to the public.

Three additional urban gardens are laid out as well. Lots of trees in 25 larger and smaller

urban spaces and along the streets will ensure Carlsberg becoming a "green" city.

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Public transportation

A finely chopped net of bicycle paths crisscrossing the area will offer cyclists fast and

safe connections. Along the railway a new bicycle path ‐ the Carlsberg Route ‐ is

constructed giving cyclists between the suburban district of Valby and the City of

Copenhagen, a fast connection via Carlsberg. Public transportation to and from the area

is ensured through the construction of a new and modern commuter railway station ‐ a

station that will be among the five busiest in Denmark, when the area of Carlsberg is fully

developed.

The area holds the possibility for construction of 4.500 parking spaces. These will

primarily be situated in underground car parks, whereas parking above ground will be

kept at an absolute minimum.

Carlsberg remains on the area

The vast majority of Carlsberg's historical premises, including the Elephant Gate, will be

preserved. In all, approx. 15% of the future building mass will be preserved, baring

reference to the 160 year long history of the brewery.

The company of Carlsberg, including the Visitors Centre, Museum, Research Centre and

the Jacobsen Microbrewery, will remain active on site. The Carlsberg Corporate

Headquarters will also continue to be situated in the area.

Sustainable ambitions

The Carlsberg development will be the very first in Denmark in which all new buildings

are constructed as low‐energy buildings, in order to ensure a sustainable city and to

meet the ambition of CO2‐neutrality. Environmental, social and economical sustainability

are important factors for Carlsberg. This clear ambition applies to buildings, traffic

services and use of the

areas. The goals include people living active urban lives, providing good economy in the

area on the basis of social diversity and special care of the environment.

Breaking new ground

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Carlsberg town will not be completed for another 15‐20, perhaps 25 years, and from the

very beginning, Carlsberg has been aware of the fact, that this way of development is

breaking new ground. People living in Copenhagen have strong feelings towards this

particular area, and subsequently their interest in the future of the area is enormous.

Carlsberg wants to acknowledge this fact by involving all stakeholders in the project.

Starting from the competition, where both professionals and non‐professionals were

invited, continuing through meetings with stakeholders, dialogue‐meetings and

numerous presentations for various groups of people, Carlsberg A/S Properties has

been open to suggestions. Our website www.carlsbergbyen.com has been monitoring

and contributing to this as well. We knew from the very beginning, that if we were to

hope for other people’s involvement in the development of the new city in Copenhagen,

we needed to invite them into the work. And to listen carefully to what they said.

Carlsberg had been a private area for 160 years, now a whole new era was about to

begin.

Room for everyone

But this project is not only about communicating a city. More than anything it is a wish to

develop a city – or a society for that matter – with room for everyone. In total, 3.000

homes are built ‐ all varying in size, shape and form of ownership ‐ hereby ensuring

homes fitting all age and income groups.

To support and ensure diversity, Carlsberg will construct 300 decentralized affordable

homes, in accordance with the model being applied in the Municipality of Copenhagen.

The City of Carlsberg is going to contribute to and support a society, where people with

different backgrounds will be able to live peacefully side by side and find themselves at

home in a

multifunctional, dense, modern city, that lends elements from the old city, that we all like

so much: We want to be able to shop next to our apartment, to meet with friends on the

city square and to be able to go to work within a walking distance. In our opinion, this

kind of a multi‐purpose city will appeal not only to our generation, but also to future

generat

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2. INTRODUCTION TO THE ORGANIZATION

The Carlsberg group is a Danish brewing company founded in 1847 by

JC Jacobsen. After the name of his son carls.The head quarters are in

Copenhagen, Denmark but in India head office situated in gurgon. The

company’s main brand is Carlsberg beer, but it also brews tuborg as well

as local beers after merging with he brewery assets of Norwegian

conglomerate orkla ASA in January 2001,Carlsberg became the 5th

largest brewery group in the world. In 2009 carlsberg is the 4th largest

brewery group in the world employing around 50000 people.

Company activities are focused on the market where the group has the

expertise and the right products to secure a leading position. The

business portfolio consist of brewery activities in three geographical

regions:

Northen & Western group, Eastern Europe and Asia. In countries where

Carlsberg has no breweries.the group sells its products throught exports and licensing

agreements. Company aims to establish and develop strong market positions for our

international premium brands through dynamics partnership with licensing, export and duty

free partners around the world.

The Carlsberg beer portfolio includes more then 500 brands.they vary significantaly in

volume price , target audience and geographic penetration. The brand portfolio includes the

well known international premium brands Carlsberg ,tuburg, baltika and 1664 and strong local

brands such as gingnes(Norway), feldschosschen(Switzerland),lav(Serbia)and wusu(western

china).an important strength of Carlsberg brand portpolio is highlighted by the fact that four

brands(baltika, Carlsberg ,tuborg and krovenbourgare among the ten biggest brands in

Europe with baltika as number one. In 2010, Carlsberg A/S acquired Orkla’s 65%

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shareholding in Carlsberg Breweries, which thus became a 100% owned Carlsberg

Company.Today Carlsberg’s strategy is concentrated on the three key focus areas: Northern

& Western Europe, Eastern.

2.1 COMPANY PROFILE:-

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Company name Carlsberg India private limited

Address Carlsberg A/S

100 NY Carlsberg vei DK-1760 Cpengen V

Denmark.

Website: Www. Carlsberg.com

Phone & Fax +4533273300

+4533274808

year established 1847

Head Quarters Copenhagen, Denmark

Number of Employees Above 50,000 People

key people Jorgen Buhl Rasmussen(president and CEO) Povl

Krogsgaard-larsen(chairman)

Business Type Beverages, Soft Drinks

Industry Beverages

Type of the Company Private

Net Income 3.206 Billon DKK

Revenue 59.944 Billon DKK

Products Beers and Soft Drinks

2.2 BOARD OF DIRECTORS

 Managing Director:

Pradeep Gidwani

Director of Finance:

Dheeraj Mishra

The Executive Board of Carlsberg Breweries A/S

Paul Bergvist (left), Nils S. Andersen (centre) and Bjørn Erik Naess (right)

Carlsberg India private limited headquarter in gurgaon, national capital region, India is a

foreign direct investment company formed to brew and market Carlsberg beer in

India .the company has also brought the Carlsberg ,polone,tuborg brands in

India .pal one is sold as a strong beer with 75%alcohal by volume .strong beer

dominate the indianb market ,estimated in 2011 to total approximately 19 million

hectotitres with over a 75%share .Carlsberg is available in most states of

India ,goa with three operational,breweries in alwar rajasthan ;aurangabad ;

maharashtra both of which started in the summer of 2008 and the former

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hackebeck brewery inpanta sahib; himachal Pradesh where brewing commenced in july

2009.carlsberg India pvt ltd alwar currently employee over 250 professionals.

At the end of 2011, Carlsberg entered into a joint venture - called Carlsberg India Private

Limited - to build a green field brewery in the state of Rajasthan, India. 

There is significant potential for growth in the Indian beer market. The annual beer

consumption per person is among the lowest in Asia, at only 45 litres per year, and the

annual GDP growth rate is more than 75% The total beer market in India is currently 200

million hl, however it is among the top three Asian markets in terms of expected growth

rates. 

KEY DATES:

2009 South Asia Breweries joint venture established

2010 The brewery in Rajasthan became operational

2011 Name change to Carlsberg India

2.6 Plant profile (ALWAR)

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Carlsberg India private limited took over a manufacturing unit at Alwar,

(Rajasthan)for beer.

Company name : Carlsberg India private limited

Companies address : SP 1-4 & B5-8, MIA Extn.,

: Alwar301030Rajasthan,India

Location : Matsya Industrial Area Alwar.

Head office : NO. 52, Institutional Area,

Sector 32 Gurgaon 122001

Haryana, India

Year established : 2008

Number of employees : 500

Products : Beer

Brands of manufacturing : Carlsberg, tuborg , polone

Carlsberg strategy:-

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Carlsberg strategy stands on four pillars:

1) Step change innovation-bigger, better, faster

Carlsberg will excel in step change innovation and value engineering .the aspiration is for

fewer but more efficient and visible product news across more countries .this will be

within the beer category as well with malt-based beverages but also includes packing,

marketing and execution.

Carlsberg will sharpen its focus not only on developing and launching new products but

also an enhancement and innovations for existing products such as new flawer or new

types of packaging in response to growing sales from convenience stores.

2) Commercial execution- brands, categories, route to market

Outstanding brand execution entails areas such as:

Consistent brand execution.

Converting unique shopper insights into actionable strategies

Developing sales and marketing resources with highest possible effectiveness

Excellence in value management

Converting deep customers understanding into value creation

Ensuring optimized route to market control in all market

3) Efficiency –group,, regional, local

Carlsberg will continuously adjust and optimize the cost base, including the brewery

structure in all markets.

In recent year a number of excellence programme have covered systematic

streaming of process and procedures across the whole value chain in areas such as

production, procurement administration and logistics

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4) Winning behavior- leadership and organization

Carlsberg is committed to enhancing the skills of managers and employees and to

developing strong winning behavior which pulls the company together across national

borders and functions and promotes committed in people ‘s everyday work a set of

the winning behavior will guide the way business is done across markets and regions

The winning behavior includes:

All decisions are based on the needs and preferences of consumers and

customers.

Employees are empowered to promote a work environment where good

ideas and passion to deliver are recognized and rewarded

Despite the local market position Carlsberg acts as a entrepreneur fast,

proactive and action oriented.

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Africa Australia & NZ Austria

Azerbaijan Belarus Belgium

Bulgaria Cambodia Canada

China Croatia Cyprus

Denmark Estonia Finland

France Germany

Greece

Greenland

Hong Kong Hungary Iceland

India Ireland Israel

Italy Japan Kazakhstan

Laos Latin America Latvia

Lithuania Malawi Malaysia

Malta Middle East Nepal Norway

Poland Romania Russia

Serbia Singapore Spain

Sri Lanka Sweden Switzerland

Turkey UK Ukraine

USA Uzbekistan Vietnam

MARKETS OF CARLSBERG GROUP

More than 50000,people work for the Carlsberg Group, and our products are sold in

more than 200 markets. In 2010 the Group sold more than 300 million hectoliters of beer,

which is about 180 million bottles of beer a day.

The Carlsberg Group’s broad portfolio of beer brands includes Carlsberg, known as

'Probably the best beer in the world', and strong regional brands such as Tuborg, Baltika

and Kronenbourg. We also have a wide range of leading brands in our local markets.

In markets where we don't have our own breweries, operations are handled by our

Export, License and Duty Free division.

Introduction to the topic

The term training refers to the acquisition of knowledge, skills, and competencies as a

result of the teaching of vocational or practical skills and knowledge that relate to specific

useful competencies. It forms the core of apprenticeships and provides the backbone of

content at technical colleges and polytechnics. In addition to the basic training required

for a trade, occupation or profession, observers of the labor-market recognize today the

need to continue training beyond initial qualifications: to maintain, upgrade and update

skills throughout working life. People within many professions and occupations may refer

to this sort of training as professional development.

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2.1 Meaning of training

Meaning of training:-“Training is the process of increasing the knowledge and skills

for doing a particular job .it is job oriented.”

“Training is any process by which the aptitudes, skills and abilities of employees to

perform specific jobs are increased “

Training involves helping an individual learn how to perform his present job satisfactorily.

Some commentators use a similar term for workplace learning to improve performance:

training and development. One can generally categorize such training as on-the-job or

off-the-job:

On-the-job training takes place in a normal working situation, using the actual

tools, equipment, documents or materials that trainees will use when fully trained.

On-the-job training has a general reputation as most effective for vocational work.

Off-the-job training takes place away from normal work situations — implying that

the employee does not count as a directly productive worker while such training

takes place. Off-the-job training has the advantage that it allows people to get

away from work and concentrate more thoroughly on the training itself. This type

of training has proven more effective in inculcating concepts and ideas

Although training schools vary according to the career training programs that they

are offering to the public, the following career training can be found in most

training schools across the United States.

- Automotive Technology career training will help you in the repair of automobiles.

It includes the diagnosis and repair of different automobile parts such as brakes,

suspension, electrical, air-conditioning, and overall engine performance system.

The skills and knowledge that you will acquire here will help you in getting national

and state certifications.

- Business Support Services career training will teach you to compose and edit

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business-type documents using the computer. Different aspects of business

support, such as communication, accounting, and human relations, are also

Tackled during the training.

Woodworking career training will expose you to different technical knowledge,

like cabinetmaking and millwork. You will be trained in the operation of different

processing equipment as well as power tools and techniques in working with

wood.

Culinary Arts career training will teach you about large-quantity food preparation and

serving. Particular places of instruction are the school cafeteria and restaurants affiliated

with the training school. It also offers courses in sanitation, nutrition, and supervision.

Drafting career training is where you will learn all about technical vocabularies, technical

drawing, and its application. In addition, you will be working with the

Latest equipment and software in the field of drafting.

- In Electronics career training, you will learn to install, troubleshoot, and repair

different types of equipment. There are also courses specializing in radio,

telephone, and data transmission circuits.

- You will be trained to be a Certified Nursing Assistant in Health career training. You will

be working with a nursing home facility after you have completed the training. After that,

you will be prepared for your State Certification examination.

- In Machine Technology career training, you will be trained in handling different kinds of

machines such as lathes, milling machines, and grinders. You will also learn to use the

hand tools required to finish or assemble different parts.

- Retail marketing career training will teach you about customer service, cash handling,

inventory, and promotion or advertising.

* What training resources are available online?

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There are several training resources that are available to you online, whatever line of

work you want to engage in. These include:

1. E-learning solutions,

2. Online training programs,

3. Interactive training classes in real time, and

4. Visual hands-on programs that include online tutorials and training methods

2.3Needs of training

The needs for the Carlberg in an organization may be categorized as follows:

1. Updating knowledge :-technological advancement, business environmental

changes and new management philosophies have now made it imperative for the

organization to renew and update the knowledge and skills of the employees so that they

do not become redundant for obvious functional incompetence .the first and foremost

need for training therefore, is to renew and update knowledge and skills of employees to

sustain their effective performance and so also to develop them for future managerial

positions.

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2) Avoiding obsolescence: - recent economic liberalization programmers of

government of India are necessitating organizational restructuring, which inter alias, calls

for training the employees, irrespective of their redeployment in restructured

jobs .therefore; the second important need for training is to avert functional

obsolescence.

3) Improving performance: - continuous training being required to renew and

update knowledge and skills of employees, it makes them functionally effective. The third

need is therefore, to make employees effective in their performance through continuous

training.

4) Developing human skills:-apart from emphasizing on technical skills and

conceptual skills, new training programmers also emphasize on developing human skills

of employees .such human skills is necessary for effective interpersonal relations and

sustaining healthy work environment .this need for training therefore, also cannot be

together ignored.

5)Imparting trade specific skills :-in industrial employment ,the convention is

to recruit workers and employees through compulsory apprenticeship training .such

apprenticeship training enables an organization to impart industry and trade specific

skills to workers .this also .therefore, is an important need for manpower training .

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6) Stabilizing the workforce:-throughout the world the importance of training is

now increasingly felt for stabilizing the workforce to withstand technological change and

for making the organization dynamics in this changed process.

2.4 Methods of Training

The methods employed for training of operatives may be described as under.

1. Job instruction Training (JIT). In this method, the trainee is placed on a

regular job and taught the skills necessary to perform it. The Trainee learns under

the guidance and supervision of the superior or an instructor. The trainee learns

by observing and handling the Job. Therefore, it is called learning by doing.

Several methods are used to provide on the job training, e.g., coaching, job rotation,

committee assignments, etc. 1 A Popular form of on the job training is job states to

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prepare supervisors. It is appropriate fro acquisition or improvement of motor skills and

routine and repetitive operations. The JIT involves the following steps:

(a) Preparing the trainee for instruction. This involves putting the trainee at ease,

securing his interest and attention, stressing the importance of the job, etc.

(b) Presenting the job operations or instructions I terms of what the trainee is required

to do. The trainee is put at work site and each step of the job is explained to him

clearly.

(c) Applying and trying out the instructions to judge how far the trainee has

understood the instructions.

(d) Following up the training to identify and correct the deficiencies, if any.

JIT method provides immediate feedback. Permits quick correction of errors and

provides extra practice when required. But it needs skilled trainers and preparation in

advance.

2. Vestibule Training: - In this method, a training centre called vestibule is set

up and actual job conditions are duplicated or simulated in it. Expert. Trainers. are

employed to provide training With the Help of equipment and machines which are

identical with those in use at eh workplace.

3. Apprenticeship Training. In this method, theoretical instruction and practical

learning are provided to trainees in training institutes (ITIs) for this purpose. Under

the Apprenticeship Act., 1962 employers in specified industries are required to

train the prescribed number of persons in ‘designated trades. The aim is to

develop all round craftsmen generally; a stipend is paid during the training period.

Thus, it is a “earn when you learn” Scheme.

Apprenticeship training is the oldest method of training. It is particularly suitable

for scanning crafts and technical trades wherever job proficiency is the result of a

relatively long training period. Draughtsman, Machinist, printer, Tool maker,

pattern designer, mechanic, carpenter, weaver, fitter, jeweler, engraver,

electrician etc. are examples of such areas.

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4. Classroom Training: - Under this method, training is provided in company

classrooms or in educational institutions. Lectures, case studies, group

discussions and audio visual aids are used to explain Knowledge and skills to the

trainees. Classroom training is suitable for teaching concepts and problem solving

skills. It is also useful for orientations and safety training programmers. Some

companies maintain their own training institutes or schools. Special training

courses are designed e.g. management course for fore men, computer course

foe typists, etc. courses

5. Internship Training: - it is a joint programmed of training in which educational

institutions and business firms cooperate. Selected candidates carry on regular

studies for the prescribed period. They also work in some factory or office to

acquire practical knowledge and skills. This method helps to provide good

balance between theory and practice. But it involves a long time period due to

slow process. This method of training in used in professional work, e.g. MBBS.

CA. ICWA, Company Secretaries etc.

6. Job Rotation: job rotation involves the movement of employees through a rage

of jobs in order to increase interest and motivation .job rotation can improve multi

skilling but also involves the need for greater training . in a sense, job rotation is

similar it job enlargement .this approach widens the activities of an employee by

switching him around a range of work .

7. Lecture method: the lecture method is a widely used method of training,

where the instructor becomes the sole disseminator of information. The instructor

presents information to the learners systematically in this method .it is an oral

presentation in which the trainer or other speaker presents facts, opinion, events,

principles, or explanations.

8. Small group activity method: the small group method is based on the

principle that adults learn best by doing. This approach places the learners in a

series of carefully constructed problem solving or discovery situations where they

are asked as a group to apply their own experiences combined with information

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and resources provided in the training to solving problems that are relevant to

their day to day experiences.

9. Case studies :-case studies are descriptions of a real life experience, related

to the field study or training, which are used to make points, raise issues or

otherwise enhance the participants understanding and learning experience the

account usually follows a realistic scenario, such as management or technical

problem , from start to finish. Because they provide practical examples of

problems and solutions, challenges and strategies, they support more theoretical

material and often make the lessons more memorable and believable for the

participants.

10.Role plays: - a Role play is an extremely valuable method of training. it

encourages thinking and creativity, lets participants develop and practice new

language and behavioral skill in a relatively non threatening setting , and can

create the motivation and involvement necessary for learning to occur .learners

act out or perform a dramatization of a situation, opinion ,agents, and

characterizations .

11.programmed instruction :-programmed instructions are self-study

programmers, usually printed comprised instructional material divided up in to

small segments .participants complete a series of questions; answers are

immediately provided. Programmed instruction method involves presenting new

knowledge and skills to participants in a sequence of controlled steps.

2.6 Role & importance

A well- planned and well executed training programmed can provide the following

Role & importance

1. higher productivity :- Training helps to improve the level of performance

Trained employees perform better by using better method of Improvements in

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manpower productivity in developed nations can be attributed in no small

measure to their educational and industrial training programmers.

2. Better Quality of WORK: - In formal training, the best methods are

standardized and taught to employees. Uniformity of work methods and

procedures helps to improve the quality of service. Trained employees are less

likely to make operational mistakes.

3. Less Learning PERIOD: - A systematic training programmed helps to reduce

the time and cost involved in learning. Employees can more quickly reach the

acceptable level of performance. They need not waste their time and efforts in

learning through trial and error.

4. Cost REDUCTION: - Trained employees make more economical use of

materials and machinery. Reduction is wastage and spoilage together with

increase in productively help to minimize cost of preparation per unit. Maintenance

cost is also reduced due to fewer machine breakdown and better handling of

equipments. Plant capacity can be put to the optimum use.

5. Reduced supervision: - Well trained employees tend to be self- reliant and

motivated. They need less guidance and control. Therefore, supervisory burden is

reduced and the span of supervision can be enlarged.

6. Low Accident RATE: - trained personnel adopt the right work methods and

make use of the prescribed safety devices. Therefore, the frequency of accidents

is reduced. Health and safety of employees can be improved.

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7. High moral: - Proper training can develop positive attitudes among employees.

Job satisfaction and morale are improved due to rise in the earnings and job

security internal promotion are available to well – trained personnel.

8. Personal growth: - Training enlarges the knowledge and skills of the

participants. Therefore, well- trained personnel can grow faster in their career.

Training prevents obsolescence of knowledge and skills trained employees are a

more valuable asset to any organization. Training helps to develop people for

promotion to higher posts and to develop future managers.

9. Organizational CLIMATE: - A sound training programmed helps to improve

the climate of an organization. Industrial relations and discipline are improved.

Therefore, Decentralization of authority and participative management can be

introduced. Resistance to change is reduced. Organizations having regular

training programmers can fulfill their future needs for personnel form internal

sources. Organizational stability is enhanced because training helps to reduce

employee turnover and absenteeism. Training is an investment in people and

therefore systematic training is a sound business investment. In fact, “no

organization can choose whether or not to train employees. …

Permanent way staff need to be trained for their jobs both through theoretical class room

training and practical work at site using the tools and equipments of the particular trade.

Training is a continuous process right from the time of recruitment. Following four types

of training courses should be organized in the Training Institutes run by the Railway

Administration:-

(1) Initial/Induction Courses.

(2) Promotional Courses.

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(3) Refresher Courses.

(4) Special Courses.

Initial / Induction Courses - (1) General - The Initial Courses is for new entrants

and should include induction course as well. It is meant for directly recruited categories

such as Gagmen, Permanent Way Mistries and Apprentice Permanent Way Inspectors.

The syllabi and the training programmer for the initial course should be drawn up by the

Railway Administration, keeping in mind the guidelines given in the subsequent paras

below.

(2) Induction Course for Gangmen/Gatemen - This course is intended to be

held at the Divisional Training Centre under the direction of a Permanent Way Inspector.

The course should be of about two week’s duration. The course content should, in

addition to field training, include class room lectures during which time the new entrant is

first introduced to the working of the Departments in general and to the gang work, in

particular. It should include introduction to the subject of permanent way in a clear and

simple manner.

The Class room lectures should broadly cover the following topics: - Personal safety and

safe working methods, Railway traffic movements, Basic signaling, and action in case of

emergencies. Emphasis should be more on the job-training in the field, which should

include the following items:-

Maintenance of track, Protection of track in emergencies, Track renewals, Level

crossings and patrolling.

(3) Initial/Induction Course for Permanent Way Mistries –

(a) Initial/Induction Course for Permanent Way Mistries should be held at the Zonal

Railway Training Schools. The duration of the course should be six months. The course

content should include class room lectures as well as training in the field.

(b) The Class Room lectures should include the following items:-

(i) General - General working of the various departments of the Railways.

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Labour relations. Personnel rules pertaining to Salary, Leave, Discipline and Appeal

Rules, Payment of Wages Act, Muster Roll maintenance and Channels of Promotion etc.

(ii) Permanent Way - Organization of Permanent Way, Maintenance and Incidental

works connected with Permanent Way including renewals.

(iii) The lectures should cover - The Systems and Methods of maintenance

Ballast, Sleepers and fastenings, Rails and fastenings, Points and Crossings, Curves,

Monsoon protection and Patrolling, Level Crossings, Track on Bridges, working of

push/material trolley, Schedule of dimensions, Accidents and Breaches, Re-timbering of

girder bridges, Maintenance of welded track, Speed restrictions and Re-conditioning of

Permanent way materials. It should also include instructions contained in G. and S.R.

pertaining to protection of Permanent Way, the duties of various Permanent Way

Officials and Safety in Permanent Way works.

(c) Practical training - Practical training in the field should receive high priority and should

include the following items:-

Identification of various permanent way materials and tools and their use.

(ii) Rails and fastenings, Sleepers and fastenings, Ballast, Points and crossings, Bridges,

Curves, Level Crossings, Annual maintenance programmer, Different systems and

methods of maintenance, Maintenance of welded track, Lubrication of rail joints,

Diversions, Track renewals and Re-conditioning of Permanent Way Materials.

(4) Initial Course for Apprentice Permanent Way Inspectors - (a) This course should be

held at the Zonal Training School and the period of training should be one year. The

course content should include class room lectures, field demonstrations and practical

training.

(b) The Class Room lectures should include - (i) General working of the railways and

organization of various departments.

All establishment matters including extant rules and various Acts viz., Workmen’s

Compensation Act, Factories Act, Industrial Disputes Act, Payment of Wages Act, Hours

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of Employment Regulations, Discipline and Appeal Rules, Labour Relations, and

Permanent Negotiating Machinery, Rules regarding leave, salary and passes.

(iv) Transportation - General Rules, fixed and detonating signals, various systems of

train working and signaling, Failure of communication on single, double and Multiple

lines.

(v) Office work - Correspondence, Recruitment of Casual Labour, Submission of returns,

Accounted of stores and Permanent Way Materials, Impress, Tools and Plants, Stock

Verification, Classification and disposal of surplus material and Materials at site Account.

(c) Practical Training - Practical training shall include visits to various sites where

Permanent Way maintenance/Construction work

COMPONENTS

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Insight MotivationOpportunity to learn

Opportunity to practice

in real worldFollow up

REQUIRED COMPONENTS OF SUCCESSFUL TRAINING PROGRAMME

ARE:-

1. Insight:-the success of training programme depends on the extends to

which trainers and trainees understand the goal of training and openly share

feedback. Employees must know what needs to be developed and how to

acquire the knowledge and skills they needs .this requires employees to

understand and analyze their developmental needs keeping in view

organizational needs and career vision.

2. Motivation: - employees must be willing to invest time and energy to

develop them. Unless employees are self motivated to make conscious effort

to develop their skills and competencies, training and development

programmers will yield little result. Motivated employees actively pursue

learning to improve their skills and competencies for improving overall

performance .they will invest more time, energy and effort in training and

development programmers if they know that the competencies they will

acquire and transfer to work place will be appropriately rewarded.

3. Opportunity to Learn:-the necessary conditions for systematic

development of employees must be provided by the organizations. Learning

provides the much needed skills to improve job related competencies and

employees would acquire competencies for enhanced contribution to the

bottom line of the organization. Without opportunity for learning, employees

skills and competencies will become obsolete.

4. opportunity to practice in real world:-employees must have

opportunist for typing out their skills at work .often training and development

programmers are rendered ineffective due to lack of opportunity to practice

the new skills and competencies acquired by employees in the training and

development programs .a conductive environment at workplace allows

employees to apply new knowledge and skills and further develop and refine

them.

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5. follow up :- employees must internalize their new capabilities to actually

improve performance and results .trainers must conduct follow up studies to

examine the degree of transfer of training skills to job they should guide

employees wherever the employees has difficulty in application of new

knowledge and skills being acquired through training and development

programme also employees needs to be given positive feedback on progress

and improvement made in job related skills and competencies periodically

after training to reinforce continual application of learning and motivating

them to sharpen and skills.

DEVELOPMENT

International development is a concept that lacks a universally accepted definition, but it

is most used in a holistic and multi-disciplinary context of human development - the

development of livelihoods and greater quality of life for humans. It therefore

encompasses governance, healthcare, education, gender equality, disaster

preparedness, infrastructure, economics, human rights, environment and issues

associated with these

International development is by definition a process undertaken by countries and

communities with assistance from other nations' governments and communities, from

international Non-Governmental Organisations (such as charities) or from

intergovernmental organisations (such as the United Nations, the International Monetary

Fund and the World Bank). As such it is distinct from development which would take

place anyway, without international involvement.[citation needed]

International development is also distinct from, though conceptually related to, disaster

relief and humanitarian aid. While these two forms of international support seek to

alleviate some of the problems associated with a lack of development, they are most

often short term fixes - they are not necessarily sustainable solutions. International

development, on the other hand, seeks to implement long-term solutions to problems by

helping developing countries create the necessary capacity needed to provide such

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sustainable solutions to their problems. A truly sustainable development project is one

which will be able to carry on indefinitely with no further international involvement or

support, whether it be financial or otherwise.

International development projects may consist of a single, transformative project to

address a specific problem or a series of projects targeted at several aspects of society.

International development is also distinct from, though conceptually related to, disaster

relief and humanitarian aid. While these two forms of international support seek to

alleviate some of the problems associated with a lack of development, they are most

often short term fixes - they are not necessarily sustainable solutions. International

development, on the other hand, seeks to implement long-term solutions to problems by

helping developing countries create the necessary capacity needed to provide such

sustainable solutions to their problems. A truly sustainable development project is one

which will be able to carry on indefinitely with no further international involvement or

support, whether it be financial or otherwise.

International development projects may consist of a single, transformative project to

address a specific problem or a series of projects targeted at several aspects of society

In organizational development, the related field of training and development (T & D)

deals with the design and delivery of learning to improve performance, skills, or

knowledge within organizations.

In some organizations the term Learning & Development is used instead of Training and

Development in order to emphasise the importance of learning for the individual and the

organization. In other organizations, the term Human Resource Development is used.

CONCEPT EXECUTIVE DEVELOPMENT

Executive development or management development is systematic process of learning

and growth by which managerial personnel gain and apply knowledge, skills, attitudes

and insights to mange the work in their organizations effectively and efficiently. It is an

educational process throuth with executives learn conceptual and theoretical knowledge

and managerial Skills in an organized manner . Management development involves

relating experience to learning. The main aim of formal education for manager is to

increase his ability ot learn from experience.

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Executive development consists of all the mean by which executives learn to

improve their behavior and performance.It is designed to improve the effectiveness of

managers in their present jobs and to prepare them for higher jobs in future. According

toflippo, management development includes the process by which managers and

executive acquire not only skills and competency in their present jobs managers and

executive acquire not only skills and competency in their present jobs but also

capabilities for future managerial task of increasing difficulty and scope. Thus, executive

development is any p0lanned effort to improve current and futre managerial

performance. It is an attempt at improving an individual’s managerial effectiveness

through planned and deliberate process of learning .

An analysis of these definitions reveals the following characteristics of executive

development.

(1) Executive development is planned and organized process of learning rather

than haphazard or trail and error approach.

(2) It is an ongoing or never ending exercise rater than a one shot affair. It

continues throughout an executive’s entire professional career because there is

no and to learning.

(3) Executive development is a long term process as managerial skills cannot be

developed overnight.

(4) Executive development is guided self – development. An organization can

provide opportunities for development of its present and potential managers. But

the image for learning has to come from the executive himself. Executive

development is possible only when the individual has that desire to learn and

practice what he learns. No amount of coercion can lead to development

executive development is eventually something that the executive has to attain

himself. But he will do this much better if he is given encouragement guidance

and opportunity by his company.

(5) Executive development aims at preparing managers for better performance

and helping them to realize their full potential

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PROCESS OF EXECUTIVE DEVELOPMENT :-

The essential ingredients of an executive development programme are as follow:

1. Analysis of Development Needs. First of all, the present and future

developmental needs of the organization are ascertained. It is necessary to

determine how many and what type of executives are required to meet the

present and future needs of the enterprise. This call for organizational planning. A

critical analysis of the organization structure in the light of future plans will reveal

what the organization needs in term of departments, function and key executive

positions. Then job description and specifications are prepared for all executive

positions to know the type of knowledge, skills, training and experience required

for each position.

2. Appraisal of Present Managerial Talent. A qualitative assessment of the

existing executives is made to determine the type of executive talent available

within the organization. The performance of every executive is compared with the

standard expected of him. His personal traits are also analyzed to estimate his

potential for development.

3. Inventory of Executive Manpower. This inventory is prepared to obtain

complete information about each executive. Data on the age, education,

experience, health, test results and performance appraisal results is collected.

This information is maintained in cards or replacement tables, one for each

executive An analysis of this information will show the strengths as well as

deficiencies of executives in certain functions relative to the future needs of the

organization.

4. Planning Individual Development Programmers. Each one of us has a unique

set of physical, intellectual and emotional characteristics. Therefore, development

plan should be tailor-made for each individual. Such tailor-made programmers

development should give due attention to the interests and goals of the

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5. subordinates as well as to the training and development opportunity existing in the

organization

6. Establishing Training and Development Programmers. The human recourse

department prepares comprehensive and well-conceived programmers’. The

department identifies development needs and may launch specific courses in field

of leadership, decision-making human relation, etc. It also recommends specific

executive development programmers organized by well-known institutes of

managements. On the basis of its recommendations, the top managements

nominates the executives who will participates in these programmes at the cost of

the company.

7. Evaluating Development Programs. Considerable money, time and efforts are

spent on executive development programmes. It is , therefore, natural to find out of

what extent the programme objectives have been achieved. Programmed evaluation

will reveal the relevance of the development programmes and the changes that

should be made to make these more useful to organization. Observation of the

trainee’s behavior, rating of the training elements, opinion surveys, interviews tests

and changes in productivity, quality, cost, etc . can be used to evaluate development

programmers . General results of development

8. Programmed can be measured in the long run. But some specific results may

be assessed during the short terms.

METHODS AND TECHNIQUES OF EXECUTIVE DEVELOPMENT

Various techniques of executive development may be classified in to two broad

categories.

On the job training is most suitable when the aim to improve on the job behavior of

executives. Such training is inexpensive and time saving. The Motivation to learn is

high as training takes place in the real job situation. The trainee can size up his

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subordinates and demonstrate his leadership qualities without artificial support. But

neither the trainer nor the trainee is free form the daily routine and pressure of their

respective jobs. On the job training is given through the following methods.

On the job technique:-

1. COACHING: - In this method, the superior guides and instructs the trainee as a

coach. The coach or counselor sets mutually agreed upon goals, suggests how to

achieve these goals periodically reviews the trainee’s progress and suggests

changes required in behavior and performance.

Coaching method offers several advantages

(I) it is learning by doing

(ii) Every executive can coach his subordinate even if no executive development

programmer exists.

(iii) Periodic feedback and evaluation are a part of coaching

(iv) It is very useful for orientation of new executives and fro developing skills.

(V) It involves close interactions between the trainee and his boss.

2. Understudy: - An understudy is a person selected and being trained as the heir

apparent to assume at a future time the full duties and responsibilities of the

position presently held by hissuperior. In this way , a fully Trained person

becomes available to replace a manger during his long absence or illness, on his

3. Retirement transfer, promotion or death. The superior routes much of the

departmental work through the junior, discuses problems with him and allows him

to participate in the decision making process as often as possible .the junior is

generally assigned tasks which are closely related to the work in his superior.

Understudy method provides may advantage: (i) The trainee receives continuous

guidance from the senior and gets the opportunity to see the total job (ii) it is

practical and time saving due to learning by doing (ii) the trainee takes interest

and shares the superiors workload (iv) The junior and the senior come closer to

each other (v ) it ensures continuity of management when the supervisor leaves

his position .

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4. Position Rotation: - It involves movement or transfer of executives form one

position or job to another on some planned basis these persons are moved form

is also called job rotation. The aim is to broaden the knowledge, Skills and

outlook of executives. Job rotation. The aim is to broaden the knowledge, skills

and outlook of executives. Job rotation or position rotation is often designed for

junior executives. It may continue for a period ranging form six months to two

year According to Bennett, job rotation is process of horizontal movement that

widens the manager’s experience horizon beyond the limited confines of his own.

Job rotation method offers the following advantages

(I ) It helps to reduce monotony and boredom by providing variety of work.

(ii) It facilitates inter departmental cooperation and coordination

(iii) It infuses new concepts and ideas into elder personnel.

(IV) Executives get a chance to move up to higher position by developing them

into generalists.

(v) Best utilization can be made of each executive’s skills.

5. Project Assignments: - Under this method, a number of trainee executives are

put together to work on a project directly related to their functional area. The

group called project team or task force will study the problem and find appropriate

solution. For instance, accounts officers may be assigned the task of designing

and developing an effective budgetary control system. By working on this project,

the trainees learn the work procedures and techniques of budgeting. They also

come to learn the interrelationships between accounts and other departments.

This is a flexible training device due to temporary nature of assignments.

6. Committee Assignment: - A permanent committee committee consisting of

trainee executives is constituted. All the trainees participate in the deliberations of

the committee. Through discussion in committee meetings they get acquainted

with different view points and alternative methods of problem solving. They also

learn interpersonal skills.

7. Multiple management: - This Technique was developed by Charles p mc

Commack of the of the mc Commack corporation of Baltimore, USA. Under it, a

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junior board of young executives is constituted. Major problems are analyzed in

the junior board with makes recommend actions to the Board of Directors. The

young executives learn decision making Skills and the Board of Directors

receives the collective wisdom of the executive team vacancies in the Board of

Directors can be filled form the junior board members who have received

considerable exposure to problems and issues.

Committees and union Board offer the following Advantages

(i) The participants gain practical experience in group decision

making and team work

(ii) The Committee or board contributes to the productivity and

human relations in the organization

(iii) The method is not suitable for lower level executives.

(iv) It is relatively in expensive method.

8. Selective Readings. Managing has become a specialized job requiring a close

touch with the latest developments in the field. By reading selected professional

books and journals, managers can keep in touch with the latest research findings.

Theories and techniques in management can keep him informed of innovations in

management. Reading of current management Literature helps to avoid

managerial obsolescence. Selective readings constitute an individual self

development programmed for executives. Many to continually read and improve

their Skills.

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3. SWOT ANALYSIS

Strengths

High brand equity.

Quality products.

Strong marketing network.

Mature and high growth business.

Strong market value.

Strong international business department.

Excellent execution.

Proactive innovation.

High growth rate.

Availabity of capital.

Strong management.

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Weaknesses

No advertisement through media.

Small brand rang in India as compare to UB group.

The product line is small (Beers & Soft drinks) we need to extend the product line.

Less effective domestic marketing strategies as compare to international

marketing strategies.

Opportunities

Large number of potential clients.

The wine industry has shown excellent growth.

Demand of foreign brands is increasingly.

Consistent improvements in product quality and inner urge to achieve a

world .class status have created increased demand for foreign products in the

Indian market.

Reliability to foreign products is increase.

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Threats

Many companies of beers are come in the market.

Indian wine companies producing more or more brands .

Quality of Indian beers and soft drinks are improving.

Many big wine companies already exist in th

4 . CONCLUSION

The bird eye view of my project is that in this competitive market human resources are

the major assets of an organization. Therefore Carlsberg private ltd. Alwar, India really

focuses to find out the effective sources of Training . The researcher has done enough

research on sources of training and development programme of the company. The

researcher has come up with certain recommendations that are to be adopted, which on

implementation would be beneficial for the company in long run.

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5. Recommendation and Suggestions

In the production area it is much better then its competitors but there is a need

to improve its awareness mainly in rural areas.

The CSL should adopt professional and trade associations for recruitment

because these have experienced person and it is also time saving process.

The CSL can increase its PF contribution upto 25.61% and ESI 6.50% it is a

competitor advantage and also increase CTC of an employee.

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Over Time is a big problem in the front of CSL because it is too much costly

(double of wage); for controlling it company can give attendance award i.e.

Rs.500/-for 100% attendance and Rs.250/-for one absent in a month.

The CSL can give stock option to their employee’s because in this case

employees feel that the company is their own assets and they are more loyal

towards it. Its also gives motivation and growth.

CSL can give practical training to their employee’s i.e. by role play company

can give training on fire, first aid and safety.

Company can involve in the selection process of casual workers because it is

beneficial to know the nature and attitude of them and helpful to get good skills.

Company can give training to casual workers its beneficial for improvement of

individual as well as company.

Regular training programs should be organized by company in order to improve

the skill level of the employees. This will help in increasing their efficiency and

effectiveness on the job.

Company must communicate its long term strategies to the employees & workers,

so that they can achieve their targets and hence company can achieve its set

standards.

Company must provide adequate authorities, if delegating the responsibility to

employees to complete a particular work.

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There should not be the interference of superiors in employees work related

matters, so that employees can work independently. This will help in increasing

their attitude towards their job.

Company gave attention to the casual worker.

Improve the supervisory level we can improve the productivity 15-20% only by

increasing the supervisory level.

Set clear goals with the workers (regular & casual)

Make a customer relationship with the employees

6. BIBLIOGRAPHY

BOOKS

Annual Report of the Company

Kothari, C.R, Research Methodology,

Publication Company Limited, 3rd Edition.

Khan, M.Y.Jain P.K., Financial Management, Tata Mc Graw-Hill

WEBSITE

www. wikipidia .com

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www. scribed .com

www. Hr factor.com

Daily Newspaper

1.Times of India

2. Financial Times

3. Economic Times

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