seed inudstry swot analysis
TRANSCRIPT
CHAPTER -1
Industry Profile
Company Profile
Vision & Mission of the Organization
Goals & Objectives of the Organization
Products Profile
INDUSTRY PROFILEPage 1
The prospects of the seed industry would require
changes in Government policy, facilitating its development
and removing controls and restrictions. In brief seed industry
requires a simple policy and legislation.
Historically, the importance of seed has been recognized
sine the Vedic times for increasing food production and
quality. However organized production and supply of quality
seed at the national level stated in 1963 as a consequence of
the introduction of hybrid technology during 1961-65.
GROWTH :
The release of high yield dwarf varieties of wheat and
rice by the mid 1960s gave further impetus to the growth of
seed industry. This period also saw the constitution of the
seed review team, enactment of seeds act, 1996 for
regulating the quality of seed and formation of the National
Commission of Agriculture. This was the period in which the
private sector took significant steps into the seed business.
The 1980s, witnessed two more important developments
viz., granting of permission to MRT? / FERA companies for
investment in the seed sector in 1987 and the introduction of
“NEW POLICY” on seed development in 1983. The new policy
on seed development while helping liberalize import of
vegetable and flower seeds in general and seeds of other
crops in a restricted manner encouraged global seeds
companies to enter the seed business of India.
CURRENT STATUS :
To supply the seeds necessary for the five hundred
thousand Indian Villages is a big problem. Storage,
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transportation and tin rely distribution of pure seed form
village to village calls for careful organization within the State
Department of Agriculture and the willing cooperation of
farmers.
Indian’s seed industry has grown in size and level of
performance over the past four decades. It represents a blend
of private and public sector companies / corporations. The
private sector comprises approximately 140 seed companies,
which includes national, global, regional and other seed
producing and / or selling companies. The industry has made
impressive strides from a modest beginning is 1962-63 to
over f5 lakh hectares in seed production in 1995-96. The
quantum of seed distributed also grew from 14 lakh to 70
lakh quintals during this period. On the inputs supply the
certified quality seeds distribution touched a new high of one
million tones during the year 2000-2001. It was 0.91 million
tones the previous year.
CHALLENGES:
Implementing of new techniques requires dissemination
and training for their beneficial use. To achieve these goal
radical changes will be required in the existing extension
systems. In many cases entirely new approaches for
dissemination of knowledge will be required. These will have
to be constant learning and up gradation of skills to enable
transmission of knowledge to the user.
To realization of the prospects of the industry will also
changes in the government policy, which would facilitate the
development of the Indian Agriculture and Seed Industry. The
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policy must aim at governing greater self discipline and
removing controls and restrictions which inhibit growth and
development.
ROLE OF THE GOVERNMENT :
To achieve self- sufficiency in the production through
planned programmes, the distribution of quality seed was
rightly considered as a key factor by the government. The far-
sighted and liberal policies of Government of India has always
laid emphasis to build a sound seed industry in the country
and has, supported both public and private sector
organizations to develop and to meet the increasing seed
demand and also to produce surplus stocks require for export.
To support expanded activities the “National Seed
Programme” was launched with the financial assistance of the
“World Bank” (International Bank for Development). In order
to make available the right quality of seed to the Indian
farmers in adequate quantities and at reasonable price in
time, the Government of India took various steps including
promulgation of “Seed Act” during 1996 which became
operative throughout the country from October 1969. The
main objective of the Act is to produce quality seed of
different crop varieties under a system of seed certification
and testing is voluntary but the farmers have recognized the
importance of quality seed to get higher production with
limited resources available at their end.
High yielding varieties are being released for cultivation
in quick succession by various Agricultural Universities and
ICAR institutions through massive research project and
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screening of planting materials. Steps have been taken during
early 1984 to bring seeds within the purview of the Essential
Commodities Act to strengthen the regulation of seed quality
and to economies production at derived levels.
PROBLEMS :
Many problems are being faced by the seed industries
and farmers from many years. A number of Multi National
Corporations have stepped into our agricultural country to
gain control over the seeds and their distribution. Recently, a
new variety of seeds have entered the country. This created
many new problems for the seed industry and farmers.
Generally, a seed may be used either as a food material
or as a seed for another crop. But now, the life in the seed is
being taken out for making it to be used only as a food
material and not as a seed for another crop. These types of
seeds are called genetic change or genetic engineering
seeds. For example. BT cotton seed. The farmers are made to
purchase those seeds which are manufactured by the
corporation for their crops. Once the farmers or industry have
used these type of seeds, they face many problems. They
have to use only those pesticides which are produced by
those associations for protecting their crops from the pests,
diseases etc. These types would used by the wide
associations.
The seed industries in India are facing a big problem
with the entering the world wide organizations into the
country. Also the production is down grading. In 1992, the
experiments conducted by the Monsanto scientist if
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Perestroika show that these has been approximately 11.5
percent decrease in the production of cotton.
SEED INDUSTRY IN GLOBAL PERSPECITIVE:
The population has been growing at a faster rate in the
country. To increase the production accordingly an “All India
Co-coordinated Organization has been established in 1951
with the assistance of “Rockefeller Foundation” which belongs
to America. As part of this project, it produced new seeds of
maize in 1961 and cotton seeds in 1971.
With a view that the State Governments are unable to
meet the demand for seeds correctly, two associations have
been established with the help of Rockefeller Foundation.
They are “National Seed Association” 1963 and “State Farm
Corporation of India”, 1969. Due to the “Development
Programme” which came into existence in 1988, many
multinational corporations have stepped into the seed
industry. At present there are more than 700 multinational
corporations in India organizing seed business directly or
indirectly. 19 multinational companies have been made an
agreement with the Indian seed industries and have been
enjoying the leadership in the seed market. Monsanto, an
American Multinational Corporation, has acquired one-fourth
part of the MICO seeds industry, one of the biggest seed
industries in India. The acquisition value given by the
Monsanto Corporation is more than 17 times the real value.
SEED INDUSTRY IN INDIA:
Indian Seeds Industry has grown in size and level of performance over the past four decades. India stands in the 8th position all over the world in the production of different
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variety of corps. Again in each crop there are thousand of varieties. To coordinate the seeds research centers and private organizations in the country and to support the expanded activities, the “National Seed Programme” was launched in 1967 with the financial assistance of the World Bank. In 1960 many private organizations have participated in the production of seeds. Many seed industries have laid a strong foundation in the country. Following are some of the major seed industries in India.
1. MICO Seeds Private Limited, Mumbai.2. Monsanto Holdings Private Limited, Bangalore.3. Namdhari Seeds Private Limited, Banglore.4. National Seeds Corporation Limited, New Delhi.5. Rallis India Limited, New Delhi.6. Sungros Seeds Limited, Delhi.7. Cargill Hybrids Private Limited, New Delhi.8. Pioneer Indian Limited, Kolkata.9. Proagro Sees Private Limited, Chennai.10. Sasys Seeds Private Limited, Bangalore.11. Sinjent India Limited, Pune.12. Nunhams Seeds Private Limited, Gurgaon.
SEED INUDSTRY IN ANDHRA PRADESH :
In Andhra Pradesh the seed industries are many in
number. Though Andhra Pradesh is one among the states in
India who have been producing different varieties of crops. It
does not have the major seed industries in it when compared
to other states. Many seed industries have formed recently in
the state. Also the state a growing industrially and there is
sample scope and potential for the entry and success of new
industries.
The crop producing seasons are different for different
states. In Andhra Pradesh the crop producing season starts
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from June and ends with the month of September. Generally
the rain fed crop in situated in the state irrigated crop many
not have better results when compared. The stock to be sold
by the seed industries is kept ready during the starting of the
year as the period during which the demand will be more fall
between March and August. The industries in the state starts
the crop again the month June itself. The send industry in the
state starts the crops which form the boundaries of it. The
selling period for those states will vary. The following are
some of the seed industries in Andhra Pradesh.
Indo American Hybrid Seeds (India) Pvt. Ltd., Hyderabad.
Seed works India Limited, Hyderabad.
Mourya Agri-Tech., Hydrabad.
Sriram Bioseed Genetics India Ltd., Hyderabad.
Nath Seeds Limited, Hyderabad.
JK Seeds Limited, Secunderabad.
Nujiveedu Seeds Limited, Hyderabad.
Tulasi Seeds Prviate Limited, Guntur.
Venus Crane Seeds Pvt. Ltd., Guntur.
Tammareddy Seeds, Vijayawada.
Gopikrihna Seeds, Mahaboobnagar.
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COMPANY PROFILE
Tulasi seeds private limited was incorporated on 15th
May, 1992 under the proprietorship of Sri Tulasi Rama
Chandra Prabhu. There are other organizations which are
under the same management. T.S.P.L is also one among
them.
Coastal packaging was the first industry started by them
in the year 1977 later on Chaitanya packaging private limited
and Chandra transport agencies were started in 1988. After
that white gold chits & finance came into existence. This
institution holds50% of total number of shares of Tulasi Seeds
Private Limited.
The company was started with an initial investment
ofrs.2 lakhs. in the initial stage, there was no processing
plant. In the year 1994 it has been set up a processing plant
equipped with full machinery. Thirty acres of land being
cultivated under the ownership of the company. This year the
company equipped their own laboratory for r&d.
The company proprietor, Sri Tulasi Rama Chandra
Prabhu, had received best management award in 1994 from
the hands of former Chief Minister, Mr Kotla Vijaya Bhaskar
Reddy. Again this year he has received parisramika
vijetha2002 award from the minister of industries, Mr. Kotagiri
Vidyadhar. The company is being run under his efficient
managementin such a way that it is not only to pave its way
but also able to earn some surplus to meet the needs of groth
and expansion.
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OBJECTIVES OF TULASI SEEDS PRIVATE LTD
The main objective of the company is to provide pure
quality and certificated seeds to the farmers. The quality
standard of the company is to provide perfect quality seeds.
LOCATION OF THE COMPANY :
The processing plant and research farm are at
ameenabad. They are located in Dokiparru in Medikonduru
Mandal of Guntur District in the State of Andhra Pradesh it is
only 15 km from Guntur – Narasaraopeta high way. It is only
45km from Vijayawada which is industrially located. The
registered office named TULASI HOUSE is located at 4th lane
of Arundelpet Guntur. It is nearer to the rail way station. The
jonal office is situated at Hyderabad. The branch office is
situated at Nagpur in the statted of Maharastra.
REGISTERED OFFICE :
M/STULASI SEEDS PRIVATE LIMITED
Tulasi house; 6-4-6: Arundalpet ;4/5,Guntur – 522 002Ardhrapradesh Ph: 0863 – 2224957ZONAL OFFICE:
D.No: 16-2-705/5/8;Near Rice Mills;Malakpet;Hyderabad – 5000369(A.P.) Ph: 040 –
4550348
BRANCH OFFICE:
A-2 Phase Apartment;Tri Murthy Nagar;Nagpur -22;Maharastra
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FINANCIAL OBLIGATIONS :
1. No expenditure was incurred during the year in
foreign currency.
2. The contingent liabilities at the and of the year was
nil.
3. The amount due by company to is units as nil.
4. The company has paid the interest and commissions
regularly to the respective parties
FURUTE OUTLOOK :
The company has introduced own branded seeds in the
local market along with the partial introduction of them in the
states of Maharastra, Madhya Pradesh and Karnataka. It has
made good progress in the previous year from the own
hybrids of cotton seeds and established its own good will in
the market. The company is confident of achieving better
results in the current financial year in the view of the
improving marketing conditions and the companies
strategically developed network in various areas. It has been
taking all necessary steps for improving quality of the
products and services.
R&D AND TECHNOLOGY ABSORPTION:
1. Specific are in which r & d carried out by the company.
- Development of own hybrid seed.
2. Benefits derived as a result of the above r & d.
- Improved quality, improved productivity and process
efficiencies.
3. Expenditure on R & D.
- Rs. 3,49,108 spent under own research and
development program during the year.
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4. Technology absorption during the year under review is
nil.
TSPL ACCOUNTING POLICITES:
Accounting Convention :
In Tulasi Seeds Pvt Ltd the financial statements are
prepared on historical cost conventions and in accordance
with generally accepted accounting principles and the
provisions of the companies act, 1956.
Fixed Assets
In tspl, fixed assets are stated at cost of acquisition less
accumulated depreciation.
Awards:
Government of Andhra Pradesh gave best small-scale
industrialist award in 1994
APSFC awarded “parisramika vijeta” consecutively for 3
years from 2001
Ministry of small-scale industries, Government of India
given National A ward 2003 handed over the award by
Dr. A.P.J. abdul Kalam, President of India on 28-10-2005
at New Delhi.
Ministry of Small-scale industries, Government of India,
given National Award 2005 for ‘Quality Products’ issued
by Sri Pranad Mukherjee Union Minister of defiance on
07-10-2006 at New Delhi.
“Best Mgt Award” under May Day Celebrations 2007
given by Dr. Y.S. Rajasekhar Reddy C.M of Andhra
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Pradesh on 01-05-2007 organized by Ministry of labor &
Factories Government of Andhra Pradesh.
VISION AND MISSION
Vision :Tulasi seeds believes that the foundation of its business is to
provide excellent in its products through high quality and
reliability, at economical and competitive prices, efficient
services to satisfy the costumers
In order to achieve these goals and attain market leader ship
, it shall be the
objective of every employee to strive to best in the field
Mission :
Tulasi seeds will serve the global seed industry as suppliers of
high quality cost ,effective time-bound services in
manufacturing retailing and sourcing
Tulasi seeds will continuously commit our resources to
educate or equip our people with skills , expertise and
attitudes by combat global competition secure our domestic
markets and jobs and expand our global markets
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Tulasi seeds enable our people to realize economic self
sufficiency , self esteem and success and build them as
facilitators in the up lifting of our communities
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GOALS & OBJECTIVES
The main objective of this study is to study the
organization of various department the organizing growth and
development of the industry and organization. And also
provide present status of the industry and organization,
future prospectus of the industry as well as organization.
The study also include detailed picture of each
departments of emphasizing on marketing, production,
human resource, finance, personnel and management
information system department.
The study also include specific management problem and
come out with possible solution and recommendation.
To study the organization structure of Tulasi Seeds Pvt.
Ltd.,
To know about its product & Activities.
To study of different departments & its function
To study the growth & achievement of each
departments.
To know about organization vision, mission and goals.
To know the social economic conditions of work force.
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To study the labour welfare activities being practice
To make appropriate suggestions for the improvement of
labour welfare.
To develop the organization culture that attracts
competent people to the industry.
To suggest various measures to improve the standards
of the employee and to improve the organization’s social
motive.
LIMITATIONS OF THE STUDY
6 weeks is too short for extensive study.
All the details are not revealed as some matters are
confidential.
Information provided is mostly of secondary data. So
accuracy of the study is limited.
It measures only one side performance of the business it
completely ignores human resources.
It does not measure the qualitative aspects of the
business.
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Products Profiles :
Cotton Hybrids Tulasi - 4 BG II (Sri Tulasi BG II)
Good reviving capacity.
Wider adaptability.
Resistance to sucking pests like jassids.
Good Quality parameters like staple length &
strength.
Suitable for both rainfed and irrigated.
Tulasi - 9 BG II (Bhaskar BG II)
Big boll with 6g - 7g boll weight.
Easy for pickings | High ginning percentage.
Resistance to sucking pests like white flies.
Best suited for irrigated deep black cotton
soils.
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Uniform arrangement of sympodia and
erect type.
Tulasi - 118 BG II (Taakath BG II)
Wider adaptability.
Best suited for drought conditions.
Strong main stem which prevents dropping of the plant at
maturity stages,
reduces boll rotting during.
Excessive rains.
Resistance to sucking pests like jassids & thrips.
High elongation (S/L) ratio of 0.9 to 0.95 | Tolerance to wilt
and Cotton leaf curl virus conditions.
Tulasi - 252 BG II (Vahini BG II)
Best suited for High density planting (closure spacing of 3 x
1 feet in red soils and 3x1.5' in black soils ).
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Big boll with boll weight around 7 to 8 gms.
Easy for pickings.
Early to medium duration which offers scope for the second
crop.
Resistance to sucking pests like jassids, mites and thrips.
Tulasi - 144 BG II (Prachanda Bhaskar BG II)
Uniform arrangement of sympodia with paired bolls at each
point.
Strong main stem and strong sympodia supports the
retention of paired
bolls.
Big boll type with 7 gm boll weight | Best hybrid for both
irrigated and
rainfed conditions.
Resistance to sucking pests like white flies.
Good quality parameters with good fibre strength of around
26 gm/tex.
Tulasi - 333 BG II (H x B Hybrid) (Maha Tulasi BG II)
Extra long staple length (38-40mm) with very good fibre
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strength (29-30 g/tex).
Suitable for both light & heavy soils | Good bursting of
bolls facilitate for easy picking.
Strong pedicel of flower which reduces dropping of the
squares at flowering stage.
Uniform arrangement of sympodia with semi-
determinate type of flowering (suitable for early sigment
also).
High yielder among inter specific hybrids (12-15
qtls/acre) with good fibre characters.
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Tulasi – 4Bt / SRI TULASI BtS.No.
Character Features
1. Plant habitOpen. Vigorous, Monopodia 1-3 and 20-25 sympodia
2. Plant height Medium3. Leaf Broad, dark green, hairy, 3 lobed4. Flower Petal cream, pollen yellow5. Days to flowering 55-65
6. BoolBig. Round/oval to slightly elongated, 4-5 loculed
7. Adaptability Both (irrigated & rainfed)8. Maturity 150-170 days9. Yield / Q / ha 35-40 rainfed, 45-55 irrigated
10. Ginning percentage 35-3611. Fibre length 32-33 mm12. Fibre fineness 3-8 micronaire13. Fibre strength 24.6 (g/t)
14. Reaction to major pests/diseasesResistant against bollwork complex (cry IAC gene) to lerant to jassids
15.Distrinct Uniform and Stable characters (DUS)
1. Leaf drak green2. Petal cream3. Pollen yellow4. Big, round/oval to slightly
elongated bolls
16. Special features
1. Having cry I Ac (BG) gene, which offers resistance to bollworm complet (spotted bollworm, pink bollworm & American bollworm).
2. Vigorous growing, profuse bearing, jassid to lerance with good reviving capacity, drought to learance.
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Tulasi – 117Bt / NAMASKAR Bt
S.No.
Character Features
1.
Plant CharactersPlant HabitPlant HeightMonopodiaSympodia
Semi BhushyMedium to tall3-425-30
2.
Stem CharactersStem HairynessStem PigmentationInter nodal lengthThickness of main stem
Slightly hairyPigmentedCloseNormal
3.
Leaf CharactersLeaf ColourHai ynessSizeLobesShapeCutting of lobesLeaf upDayus to squaringDays to 1st floweringDays to 50% floweringDuration
GreenSlightly hariyMedium to Big3-5Semi CupShallowPointed35-4055-6060-65160-180 days
4.
Flower CharactersPetal colourAnther colourBract SizePetal spotBoll shapeSizeBeaNo. of loculesBolls openingSurface appearance
CreamYellow (Anther filaments pigmented)MediumPresentRoundish OvalBigPointed4-5GoodSmooth
5.
Bearing habitGossypol glandsAverage boll weight staple lengthFibre strengthGinning percentage
Prolific bearingPresent5-6 Gms33-34 mm25.2 gm/tex35-36
6.
Distinct Uniform and stable characters (DUS)Leaf colourPetal ColourPetal SpotAnther colourBoll
GreenCreamPresentYellow (anther filaments pigmented)Big, Roundish oval
7. Special FeaturesHaving cry I Ac (BG) gene, which offers resistance too bollworm complex
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RESEARCH HYBRID COTTON
TCHH-4 (SRI TULASI)
S.No.
Character Features
1. Plant habitOpen. Vigorous. Monopodia 1-3 and 20-25 sympodia
2. Plant height Medium
3. Leaf Broad, dark green, hairy 3 lobed
4. Flower Petal cream, pollen yellow
5. Days to flowering 55-65
6. BollBig, round/oval to slightly elongated, 4-5 loculed
7. Maturity 160-180 days
8. Yield / Q / ha 25-30 rainfed, 30-45 irrigated
9. Ginning percentage 35-36
10. Fibre length 32-33 mm
11. Fibre fineness 4.0 micronaire
12. Fibre strength 25.6 (g/t)
13.Reaction to majoir pests / diseases
Tolerant to jassids
14.Disticnt Uniform and stable characters (DUS)
1. Leaf dark green
2. Petal cream
3. Pollen yellow
4. Big, round/oval to slightly elongated bools
15. Special featuresVigorous growing, profuse bearing jassid tolerant with reviving capacity drought tolerance
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RESEARCH HYBRID COTTON
TCHH-9 (BHASKAR)
S.No.
Character Features
1. Plant habitGreen, purple pigmentation, sparsely hairy
2. Plant height Tall
3. LeafDark green, semi cup shae, medium to broad leaf, light hairy, 3-5 lobes
4. FlowerMedium to big, semi open flower, cream petal and pollen yellow.
5. Days to flowering 55-60 days
6. BollObovate shape, big size with small beak smooth surface and dark green colour
7. Maturity 160-180 days
8. Yield / Q / ha 24-28 rainfed, 32-36 irrigated
9. Ginning percentage 35-38
10. Fibre length 30-33 mm
11. Fibre fineness 4.0 micronaire
12. Fibre strength 23.4 (g/t)
13.Reaction to majoir pests / diseases
Moderately tolerant to white files
14.Disticnt Uniform and stable characters (DUS)
Cream colour petal, anther and pollen in yellow colour, petal spot absent, boll shape obovate
15. Special featuresVery good reviving capacity. Suitable for both rainfed and irrigated conditions. Tolerant to white files.
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RESEARCH HYBRID MAIZE
TCHH-324 (SUDHA)
S.No
.Character Features
1. Plant habit 230-240cm
2. Plant pigmentation Green
3. Leaf width Broad
4. Leaf colour Green
5. Tassel Big and semi loose
6. Glume colour Green
7. Anther colour Purple
8. Silk colour Purple
9. Shank colour Red
10. Seed texture Semi flint
11. Seed colour Orange yellow
12. Days to anthesis 50-60 days
13. Days to 50% silking 58-63 days
14. Maturity PeriodKharif : 100 – 105 days
Rabi : 110 – 115 days
15. Yield potentiality 60-70 Qtls./ha
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RESEARCH HYBRID MAIZETCHH-369 (NAGA)
S.No
.Character Features
1. Plant habit 200-215cm
2. Plant pigmentation Green
3. Leaf width Broad
4. Leaf colour Green
5. Tassel Green
6. Glume colour Green
7. Anther colour Green
8. Silk colour Green
9. Shank colour White
10. Seed texture Semi flint
11. Seed colour Orangle yellow
12. Days to anthesis 50-60 days
13. Days to 50% silking 60-65 days
14. Maturity PeriodKharif : 105 – 110 days
Rabi : 120 – 125 days
15. Yield potentiality 80-85 Qtls./ha
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RESEARCH HYBRID SUNFLOWERTCHH-1212 (SURAJ)
S.No
.Character Features
1. Plant habit 160-180cm
2. Days to 50% flowering 45 days
3. Days to maturity 95 to 105 days
4. Head Well filled
5. Head diameter 20 to 22 cm
6. 100 seed weight 3 to 4 gms
7. Oil content 42 to 44%
8. Yield 25 to 30 q/ha
9. Reaction to Diseases Tolerance to necrosis & Alternaria
10. Special FeaturesVery high yielding, drought tolerance,
High quality grain
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RESEARCH HYBRID BAJRA
TBH - 414
S.No
.Character Features
1. Plant habit 171cm
2. Days to 50% flowering 50 days
3. Days to maturity 80 to 85 days
4. Panicle Length 20 cm
5. Princle Diameter 33 cm
6. 1000 Seed weight 12.7 gms
7. Dry fodder yield 55-60 q/ha
8. Yield 40 to 45 q/ha
9. Reaction to Diseases Tolerance to Downy Mildew
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RESEARCH HYBRID BAJRA
TBH - 405
S.No
.Character Features
1. Plant habit 185cm
2. Days to 50% flowering 45-48 days
3. Days to maturity 75 to 80days
4. Panicle Length 25 to 30 cm
5. Princle Diameter 37cm
6. 1000 Seed weight 13.5ms
7. Dry fodder yield 45-50 q/ha
8. Yield 45-50 q/ha
9. Reaction to Diseases Tolerance to Downy Mildew
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RESEARCH HYBRID SORGHUM
TBH – 216 (SURABHI)
S.No
.Character Features
1. Plant type Dark Green
2. Days to 50% flowering 65-70 days
3. Days to maturity 105 to 110 days
4. Panicle Awanless, Pointed
5. Leaf type Broad Leaf
6. 1000 Seed weight 28 to 30 gms
7. Seed colour Pearly white
8. Yield 35 to 40 q/ha
9. Reaction to Diseases Tolerance to grain mould disease
10. Special Features
Very high yielding, Dual purpose type
(high folder & good quality grain) Drought
tolerance, Non lodging
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RESEARCH HYBRID BHENDI
TBH – 522 (PAVANI)
S.No
.Character Features
1. Plant height 100 to 110 cm
2. Stem Light green reddish tingle in some area
3. Leaves Dark green, serraled leaves
4. Days to flowering 45 to 50 dyas
5. Fruit Cylindrical fruit base is narrow
6. Yield 3 to 3.5 t/ha
7. Special features
Very high yielding hybrid
Tender, dark green fruits &heavy
beraing
25 to 30 pickings
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IMPROVED CHILLI VARIETIES
TCV – 335 (GOWTAMI)
S.No
.Character Features
1. Plant height 110 – 135 cms
2. BranchesMedium spreading branches with short
internodes
3. Leaves Light green with medium thickness
4. Flower White colour
5. Anther colour Light Bluish green
6. Fruit
9.6 – 11 cms length, thick, 33-35% seed,
pungent, immature fruit light green from
the beginning and red after ripening
7. YieldIrrigated : 60 – 70 qtl / ha
Rainfed : 60 – 35 qtl/ha
8. Recommendation All chilli growing areas for rainfed and
irrigated conditions
9. Remarks Susceptible to virus and moderately
tolerant to leaf spot diseases
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IMPROVED CHILLI VARIETIES
TCV – 002 (RAMYA)
S.No
.Character Features
1. Plant height 100 – 120 cm
2. Branches Short branches with short inter nodes
3. Leaves Dark green thick leaf.
4. Flower White colour
5. Anther colour Blue
6. Fruit
10.4cm (avg) length, thick, 50-555%
seed, pungent, immature fruit green from
the very beginning and red on maturirty
7. Yield 45-50 qtl./ha
8. Recommendation All chilli growing areas
9. Remarks Tolerant to virus and leaf diseases,
suitable for rainfed & irrigated areas
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INFRASTRUCTURAL FACILITIES
Canteen :
The canteen facility is provided. The canteen is run on
contract basis. As per the terms of the contract, the term of
contact period is over and at present there is no canteen.
Crash :
The company is provided this facility for the benefit of the
female employees. As they need not worry about their kid.
The company also provide food facility with other comforts.
Transport Facility :
As transport is most important criteria, the company provides
its employees due which problem is like absenteeism, delay
to work etc might be solved.
Health :
The premises of company are kept clean.
The floor of shop is be cleaned.
Provide Ventilation & Temperature
Lighting Facilities
Drinking water facilities.
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CHAPTER -2
ORGANISATION STRUCTURE
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Chairman
Managing Director
Executive Director
Vice President
MarketingManager
FinanceManager
Human ResourceManager
ProductionManager
R & DDepartmen
t
Regional Executive Executive Senior Officer
AssistantManager
Senior Assistant
Junior Officer
Marketing Officer
Junior Accountant
Assistant
Clerks
SalesRepresentatives
Wage Workers
Sales Trainers
FieldAssistants
ORGANISATIONAL CHART
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CHAPTER -3
FUNCTIONAL DIVISIONS
FUNCTIONAL AREA/DIVISION/DEPARTMENT
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1. Finance Department
2. Human Resource Department
3. Marketing Department
4. Production Department
5. Quality Control Department
6. Administration Department
FINANCE DEPARTMENT
Finance is the study of funds management.The general areas
of finance are business finance, personal finance
(private finance), and public finance.[2] Finance includes
saving money and often includes lending money. The field of
finance deals with the concepts of time, money, risk and how
they are interrelated. It also deals with how money is spent
and budgeted.
One facet of finance is through individuals and business
organizations, which deposit money in a bank. The bank then
lends the money out to other individuals or corporations for
consumption or investment and charges interest on the loans.
Loans have become increasingly packaged for resale,
meaning that an investor buys the loan (debt) from a bank or
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directly from a corporation. Bonds are debt instruments sold
to investors for organizations such as companies,
governments or charities. The investor can then hold the debt
and collect the interest or sell the debt on a secondary
market. Banks are the main facilitators of funding through the
provision of credit, although private equity, mutual funds,
hedge funds, and other organizations have become important
as they invest in various forms of debt. Financial assets,
known as investments, are financially managed with careful
attention to financial risk management to control financial
risk. Financial instruments allow many forms of securitized
assets to be traded on securities exchanges such as stock
exchanges, including debt such as bonds as well as equity in
publicly traded corporations.
Central banks, such as the Federal Reserve System banks in
the United States and Bank of England in the United Kingdom,
are strong players in public finance, acting as lenders of last
resort as well as strong influences on monetary and credit
conditions in the economy.[4]
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Overview of techniques and sectors of the financial
industry
Main article: Financial services
An entity whose income exceeds its expenditure can lend or
invest the excess income. On the other hand, an entity whose
income is less than its expenditure can raise capital by
borrowing or selling equity claims, decreasing its expenses, or
increasing its income. The lender can find a borrower, a
financial intermediary such as a bank, or buy notes or bonds
in the bond market. The lender receives interest, the
borrower pays a higher interest than the lender receives, and
the financial intermediary earns the difference for arranging
the loan.
A bank aggregates the activities of many borrowers and
lenders. A bank accepts deposits from lenders, on which it
pays interest. The bank then lends these deposits to
borrowers. Banks allow borrowers and lenders, of different
sizes, to coordinate their activity.
Finance is used by individuals (personal finance), by
governments (public finance), by businesses (corporate
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finance) and by a wide variety of other organizations,
including schools and non-profit organizations. In general, the
goals of each of the above activities are achieved through the
use of appropriate financial instruments and methodologies,
with consideration to their institutional setting.
Finance is one of the most important aspects of business
management and includes decisions related to the use and
acquisition of funds for the enterprise.
In corporate finance, a company's capital structure is the total
mix of financing methods it uses to raise funds. One method
is debt financing, which includes bank loans and bond sales.
Another method is equity financing - the sale of stock by a
company to investors, the original shareholders of a share.
Ownership of a share gives the shareholder certain
contractual rights and powers, which typically include the
right to receive declared dividends and to vote the proxy on
important matters (e.g., board elections). The owners of both
bonds and stock, may be institutional investors - financial
institutions such as investment banks and pension funds - or
private individuals, called private investors or retail investors.
Areas of finance
Personal finance
Main article: Personal finance
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Questions in personal finance revolve around
How much money will be needed by an individual (or by
a family), and when?
How can people protect themselves against unforeseen
personal events, as well as those in the external
economy?
How can family assets best be transferred across
generations (bequests and inheritance)?
How does tax policy (tax subsidies or penalties) affect
personal financial decisions?
How does credit affect an individual's financial standing?
How can one plan for a secure financial future in an
environment of economic instability?
Personal financial decisions may involve paying for education,
financing durable goods such as real estate and cars, buying
insurance, e.g. health and property insurance, investing and
saving for retirement.
Personal financial decisions may also involve paying for a
loan, or debt obligations.
Financial Risk Management
Main article: Financial risk management
Financial risk management is the practice of creating and
protecting economic value in a firm by using financial
instruments to manage exposure to risk, particularly credit
risk and market risk. (Other risk types include Foreign
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exchange, Shape, Volatility, Sector, Liquidity, Inflation risks,
etc.) It focuses on when and how to hedge using financial
instruments; in this sense it overlaps with financial
engineering. Similar to general risk management, financial
risk management requires identifying its sources, measuring
it (see: Risk measure: Well known risk measures), and
formulating plans to address these, and can be qualitative
and quantitative. In the banking sector worldwide, the Basel
Accords are generally adopted by internationally active banks
for tracking, reporting and exposing operational, credit and
market risks.
Tulasi seeds use both its own capital and debt to perform
activities . the company aims at wealth maximization ,rather
than earning more profits . it maintains proper record of every
transaction showing full particulars when wanted . the
company has adequate internal audit system commensurate
with the size and nature of the business. while gold chits and
finance , one of the units maintained by the same
management it self holds 50% shares of the company having
Rs 10/- face value each the parties and the employees to
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whom loans and advances have been given by the company
are repaying the principal amount stipulated
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HUMAN RESOURCE DEPARTMENT
Origins :
Fundamentally, human resource management is based on the
assumption that employees are individuals with varying goals
and needs. Human resources should not be categorized with
basic business resources (trucks, filing cabinets, etc.).
Practicing good human resource management (HRM) enables
managers of an enterprise to express their goals with
specificity, increasing worker comprehension of goals, and
provide the necessary resources to promote successfully
accomplishment of said goals. When HRM is properly
employed members of the workforce are expressive of the
goals and operating practices of the firm.
HRM is seen by practitioners in the field as a more innovative
view of workplace management than the traditional approach.
Its techniques force the managers of an enterprise to express
their goals with specificity so that they can be understood and
undertaken by the workforce, and to provide the resources
needed for them to successfully accomplish their
assignments. As such, HRM techniques, when properly
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practiced, are expressive of the goals and operating practices
of the enterprise overall. HRM is also seen by many to have a
key role in risk reduction within organisations.
Academic theory :
Research in the area of HRM has much to contribute to the
organizational practice of HRM. For the last 20 years,
empirical work has paid particular attention to the link
between the practice of HRM and organizational performance,
evident in improved employee commitment, lower levels of
absenteeism and turnover, higher levels of skills and
therefore higher productivity, enhanced quality and
efficiency. This area of work is sometimes referred to as
'Strategic HRM' or SHRM
Within SHRM three strands of work can be observed Best
practice, Best Fit and the Resource Based View (RBV).
The notion of best practice - sometimes called 'high
commitment' HRM - proposes that the adoption of certain
best practices in HRM will result in better organizational
performance. Perhaps the most popular work in this area is
that of Pfeffer ho argued that there were seven best practices
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for achieving competitive advantage through people and
'building profits by putting people first'. These practices
included: providing employment security, selective hiring,
extensive training, sharing information, self-managed teams,
high pay based on company performance and the reduction
of status differentials. However, there is a huge number of
studies which provide evidence of best practices, usually
implemented in coherent bundles, and therefore it is difficult
to draw generalized conclusions about which is the 'best' way
(For a comparison of different sets of best practices see
Becker and Gerhart, 1996 [9]
Best fit, or the contingency approach to HRM, argues that
HRM improves performance where there is a close vertical fit
between the HRM practices and the company's strategy. This
link ensures close coherence between the HR people
processes and policies and the external market or business
strategy. There are a range of theories about the nature of
this vertical integration. For example, a set of 'life cycle'
models argue that HR policies and practices can be mapped
onto the stage of an organization's development or life cycle.
[10] Competitive advantage models take Porter's (1985) ideas
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about strategic choice and map a range of HR practices onto
the organization's choice of competitive strategy. Finally
'configuration models' [11] provide a more sophisticated
approach which advocates a close examination of the
organisation's strategy in order to determine the appropriate
HR policies and practices. However, this approach assumes
that the strategy of the organisation can be identified - many
organisations exist in a state of flux and development.
The Resource Based View (RBV), argued by some to be at the
foundation of modern HRM, focusses on the internal resources
of the organisation and how they contribute to competitive
advantage. The uniqueness of these resources is preferred to
homogeneity and HRM has a central role in developing human
resources that are valuable, rare, difficult to copy or
substitute and that are effectively organized.
Overall, the theory of HRM argues that the goal of human
resource management is to help an organization to meet
strategic goals by attracting, and maintaining employees and
also to manage them effectively. The key word here perhaps
is "fit", i.e. a HRM approach seeks to ensure a fit between the
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management of an organization's employees, and the overall
strategic direction of the company (Miller, 1989).
The basic premise of the academic theory of HRM is that
humans are not machines, therefore we need to have an
interdisciplinary examination of people in the workplace.
Fields such as psychology, industrial relations, industrial
engineering, sociology, economics, and critical theories:
postmodernism, post-structuralism play a major role. Many
colleges and universities offer bachelor and master degrees in
Human Resources Management or in Human Resources and
Industrial Relations.
One widely used scheme to describe the role of HRM,
developed by Dave Ulrich, defines 4 fields for the HRM
function:[13]
Strategic business partner
Change Agent
Employee champion
Administration Expert
Business Management.
Procurement Management.
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Business practice
Human resources management involves several processes.
Together they are supposed to achieve the above mentioned
goal. These processes can be performed in an HR
department, but some tasks can also be outsourced or
performed by line-managers or other departments. When
effectively integrated they provide significant economic
benefit to the company.
Workforce planning
Recruitment (sometimes separated into attraction and
selection)
Induction, Orientation and Onboarding
Skills management
Training and development
Personnel administration
Compensation in wage or salary
Time management
Travel management (sometimes assigned to accounting
rather than HRM)
Payroll (sometimes assigned to accounting rather than
HRM)
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Employee benefits administration
Personnel cost planning
Performance appraisal
Labor relations
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HRM strategy :
An HRM strategy pertains to the means as to how to
implement the specific functions of Human Resource
Management. An organization's HR function may possess
recruitment and selection policies, disciplinary procedures,
reward/recognition policies, an HR plan, or learning and
development policies, however all of these functional areas of
HRM need to be aligned and correlated, in order to
correspond with the overall business strategy. An HRM
strategy thus is an overall plan, concerning the
implementation of specific HRM functional areas.
An HRM strategy typically consists of the following factors:-
"Best fit" and "best practice" - meaning that there is
correlation between the HRM strategy and the overall
corporate strategy. As HRM as a field seeks to manage
human resources in order to achieve properly
organizational goals, an organization's HRM strategy
seeks to accomplish such management by applying a
firm's personnel needs with the goals/objectives of the
organisation. As an example, a firm selling cars could
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have a corporate strategy of increasing car sales by 10%
over a five year period. Accordingly, the HRM strategy
would seek to facilitate how exactly to manage
personnel in order to achieve the 10% figure. Specific
HRM functions, such as recruitment and selection,
reward/recognition, an HR plan, or learning and
development policies, would be tailored to achieve the
corporate objectives.
Close co-operation (at least in theory) between HR and
the top/senior management, in the development of the
corporate strategy. Theoretically, a senior HR
representative should be present when an organization's
corporate objectives are devised. This is so, since it is a
firm's personnel who actually construct a good, or
provide a service. The personnel's proper management
is vital in the firm being successful, or even existing as a
going concern. Thus, HR can be seen as one of the
critical departments within the functional area of an
organization.
Continual monitoring of the strategy, via employee
feedback, surveys, etc.
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The implementation of an HR strategy is not always required,
and may depend on a number of factors, namely the size of
the firm, the organizational culture within the firm or the
industry that the firm operates in and also the people in the
firm.
An HRM strategy can be divided, in general, into two facets -
the people strategy and the HR functional strategy. The
people strategy pertains to the point listed in the first
paragraph, namely the careful correlation of HRM
policies/actions to attain the goals laid down in the corporate
strategy. The HR functional strategy relates to the policies
employed within the HR functional area itself, regarding the
management of persons internal to it, to ensure its own
departmental goals are met.
Functions :
The Human Resources Management (HRM) function includes
a variety of activities, and key among them is deciding the
staffing needs of an organization and whether to use
independent contractors or hire employees to fill these needs,
recruiting and training the best employees, ensuring they are
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high performers, dealing with performance issues, and
ensuring your personnel and management practices conform
to various regulations. Activities also include managing your
approach to employee benefits and compensation, employee
records and personnel policies. Usually small businesses (for-
profit or nonprofit) have to carry out these activities
themselves because they can't yet afford part- or full-time
help. However, they should always ensure that employees
have—and are aware of—personnel policies which conform to
current regulations. These policies are often in the form of
employee manuals, which all employees have.
Note that some people distinguish a difference between HRM
(a major management activity) and HRD (Human Resource
Development, a profession). Those people might include HRM
in HRD, explaining that HRD includes the broader range of
activities to develop personnel inside of organizations,
including, e.g., career development, training, organization
development, etc.
There is a long-standing argument about where HR-related
functions should be organized into large organizations, e.g.,
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"should HR be in the Organization Development department
or the other way around?"
The HRM function and HRD profession have undergone major
changes over the past 20–30 years. Many years ago, large
organizations looked to the "Personnel Department," mostly
to manage the paperwork around hiring and paying people.
More recently, organizations consider the "HR Department" as
playing an important role in staffing, training and helping to
manage people so that people and the organization are
performing at maximum capability in a highly fulfilling
manner.
RECRUITMENT PROCEDURE
Estimating the number of employees.
Depending upon the company’s vacancy, the candidates
are selected according to the company’s requirements.
Requisition for employees.
When ever manpower required the requisition is send to
the top management for the selection and posting suitable
candidate for the respective work by concerned authority.
Requisitions consist of the details like the nature of job to he
filled, the number of men required class of employment. After
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receiving requisition for man power requirements from the
respective authority, it is duty of the top management to take
further action.
Recruitment policy and sources.
Here the source is to select suitable people for an
organization. It is done to attain organization goals.
1. To plan the man power recruit and select the man power of
the required qualification, skill and attitude.
2. To attract and retain the best of the personnel in the industry.
3. To ensure the placement of employees in jobs is in
accordance with their physical and mental requirements.
4. To see that there is no discrimination between men and
women at time of recruitment.
5. To take care of entire physical development of employees.
6. Depending on the nature of job, the numbers of people need
to be employed cost and government regulation is estimated.
The usual sources used by the GPL are:
1. SOURCES OF RECRUITMENT :
Internal Recruitment :
Promotions:
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It is the development of an employee to do a better job,
for achieving greater responsibility, prestige, status and
higher rate of wages or salary. Here an employee occupies
position immediately above his original position. It is done to
built loyalty, moral and sense of belongingness in the
employees, to full the higher vacancy from with in
organization, to recognize and reward the efficiency of an
employee, to attract and retain the services qualified and
competent people, to motivate employees to higher
efficiencies.
In GPPL both lower and higher position are filled up by
promotion within. But not all the employees are promoted,
but only those who are suitable for promotion he may be
junior employee also, Promotion done on the bases of merit.
Here promotion is given by job performance and also
employee’s potentiality.
Transfer
It involves change in the ob of employees without
change in responsibility or remunerations. It is the change in
the job where the new job is substantially equal to the old in
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terms of pay. start and responsibility the following are the
reasons for transfer in GPPL.
Where there is shortage of employees in one branch due
to heavy work. Sometimes in this organization workers are
transferred from the surplus branch to another branch where
there is shortage of staff.
Transfer done:
To remove incompatibility between the workers and his
boss and between one worker to another worker.
Correction of fault in initial placement of an employee.
Sometimes in GPPL, it may urgently need to workers
who may be transferred from one department to another or
from one unit to another as GPPL has got 2-3 branches in
India. This is done to avoid overstaffing and understaffing.
2. EXTERNAL
Open advertisements:
For filling up the vacant post newspaper advertisements
are used in GPPL. There are issued in details like nature of the
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job. skill, experience and qualification required and date by
which a candidate should apply.
Personal contacts:
Present employees may refer some candidates
whenever vacancies to be filled up. These candidates may be
friends with the same type of work in another company or
own.
SELECTION ADOPTED V GPPL
The following are the steps included in the selection
process of GPPL.
Receipt and scrutinizing application:
Here it starts after the receipt of application from
perspective employees. Application received must be
scrutinized and those who are qualified or suitable for the job
will be selected and the rest will he rejected. The selected
candidate again will be called for preliminary interview.
Preliminary interview.
Here the company tries to find out whether the
candidate is physically, mentally fit for the job. Here the
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candidates are asked about their qualification, interest,
experience, residence and age.
Interview:
It is a face to face conversation through which
potentiality of a person for job is judged. There will be panel
of interviewer interviewing the candidate. In GPPL there will
be 2 or 3 types of interview, depending upon the job. Here it
is the oral interview where the question related to the job is
asked. This is conducted to the candidates who have applied
for the office staff. This helps the interviewer to know the
qualities and abilities of the candidates and compared with
the requirements of the job. The second type of interview is
conducted for the candidates who have applied for the
medical representatives. The company wants to know about
the communication skills, education and presentation of a
topic because these are the persons if selected will deal with
outside customers.
Placement:
If the candidates who are interviewed are found fit by
the company for the particular job, the candidate is selected
for the position based on the qualifications his capability.
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Induction:
It is where the introduction is given to the employees.
During this period of orientation he is interviewed about the
company and also its rules, policy and procedures to be
followed by him and he is informed about his authority,
salary, responsibility, superiors and his subordinates.
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MARKETING DEPARTMENT
Marketing is the process used to determine what products or
services may be of interest to customers, and the strategy to
use in sales, communications and business development. It
generates the strategy that underlies sales techniques,
business communication, and business developments. It is an
integrated process through which companies build strong
customer relationships and create value for their customers
and for themselves.
Marketing is used to identify the customer, satisfy the
customer, and keep the customer. With the customer as the
focus of its activities, marketing management is one of the
major components of business management. Marketing
evolved to meet the stasis in developing new markets caused
by mature markets and overcapacities in the last 2-3
centuries. The adoption of marketing strategies requires
businesses to shift their focus from production to the
perceived needs and wants of their customers as the means
of staying profitable.
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The term marketing concept holds that achieving
organizational goals depends on knowing the needs and
wants of target markets and delivering the desired
satisfactions. It proposes that in order to satisfy its
organizational objectives, an organization should anticipate
the needs and wants of consumers and satisfy these more
effectively than competitors.
Customer orientation :
Constructive criticism helps marketers adapt offerings to
meet changing customer needs.
A firm in the market economy survives by producing goods
that persons are willing and able to buy. Consequently,
ascertaining consumer demand is vital for a firm's future
viability and even existence as a going concern. Many
companies today have a customer focus (or market
orientation). This implies that the company focuses its
activities and products on consumer demands. Generally,
there are three ways of doing this: the customer-driven
approach, the market change identification approach and the
product innovation approach[citation needed].
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In the consumer-driven approach, consumer wants are the
drivers of all strategic marketing decisions. No strategy is
pursued until it passes the test of consumer research. Every
aspect of a market offering, including the nature of the
product itself, is driven by the needs of potential consumers.
The starting point is always the consumer. The rationale for
this approach is that there is no reason to spend R&D funds
developing products that people will not buy. History attests
to many products that were commercial failures in spite of
being technological breakthroughs.[11]
A formal approach to this customer-focused marketing is
known as SIVA (Solution, Information, Value, Access). This
system is basically the four Ps renamed and reworded to
provide a customer focus. The SIVA Model provides a
demand/customer-centric alternative to the well-known 4Ps
supply side model (product, price, placement, promotion) of
marketing management.
Product → Solution
Promotio
n→
Informatio
n
Price → Value
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Place → Access
If any of the 4Ps were problematic or were not in the
marketing factor of the business, the business could be in
trouble and so other companies may appear in the
surroundings of the company, so the consumer demand on its
products will decrease.
Some qualifications or caveats for customer focus exist. They
do not invalidate or contradict the principle of customer
focus; rather, they simply add extra dimensions of awareness
and caution to it.
The work of Christensen and colleagues[13] on disruptive
technology has produced a theoretical framework that
explains the failure of firms not because they were
technologically inept (often quite the opposite), but because
the value networks in which they profitably operated included
customers who could not value a disruptive innovation at the
time and capability state of its emergence and thus actively
dissuaded the firms from developing it. The lessons drawn
from this work include:
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Taking customer focus with a grain of salt, treating it as
only a subset of one's corporate strategy rather than the
sole driving factor. This means looking beyond current-
state customer focus to predict what customers will be
demanding some years in the future, even if they
themselves discount the prediction.
Pursuing new markets (thus new value networks) when
they are still in a commercially inferior or unattractive
state, simply because their potential to grow and
intersect with established markets and value networks
looks like a likely bet. This may involve buying stakes in
the stock of smaller firms, acquiring them outright, or
incubating small, financially distinct units within one's
organization to compete against them.
The role of the marketing manager :
For the small business, there are several different
organisational approaches to marketing. The duty may lie
with a single member of the team, or it could be a group
responsibility. The great thing about a small team is the
ability to quickly instill a marketing led ethos which can
become the operational soul of your business.
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Depending on budget availability and the skills of the team,
you may chose to outsource certain elements of the
marketing process (such as market research) or decide to do
these jobs in-house. Key responsibilities of the marketing
manager / director vary according to the business but can
include:
Instilling a marketing led ethos throughout the business
Researching and reporting on external opportunities
Understanding current and potential customers
Managing the customer journey (customer relationship
management)
Developing the marketing strategy and plan
Management of the marketing mix
Managing agencies
Measuring success
Managing budgets
Ensuring timely delivery
Writing copy
Approving images
Developing guidelines
Making customer focused decisions
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The marketing role can be diverse or focused but now we'll
elaborate further on some key aspects which should be at the
heart of the job.
Market Research :
Marketing managers need to have a good knowledge of the
customer. This means building up an accurate picture using
the resources that are available. It is important to take
personal opinion out of as many decisions as possible – you
probably don't think in the same way as a typical customer.
Information can be gathered from questionnaires, focus
groups, the internet, interviews, buying habits and many
more sources, but it's important that the information is
examined in a scientific way using proper statistical methods.
Gut feel can only take your business so far.
Development of marketing strategy and plan :
Marketing planning should be at the core to any business and
is usually presented in the form of a written marketing plan. A
consultant called Paul Smith first developed a process known
as SOSTAC® which is a useful model used to structure a
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marketing plan. SOSTAC is an acronym for the following
elements of the plan:
Situation Analysis – where are we now?
Objectives – what do you want to achieve?
Strategy – how are you going to get there?
Tactics - what are the details of the strategy?
Actions – who is going to do what, and by when?
Controls – how are you going to measure success?
The marketing plan should provide direction for all relevant
members of the organization and should be referred to and
updated throughout the year. The main reason for the
marketing plan is that it provides a structured approach that
forces the marketing manager to consider all the relevant
elements of the planning process which might be missed if a
more rushed approach is adopted.
Customer relationship management (CRM) :
Customer relationship management is the process of
communicating with customers throughout the various stages
of the purchasing process, and this includes people who have
already bought from you. It is significantly easier to hold on to
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an existing customer than it is to find new ones, but doing
this requires all elements of the marketing mix to be run well.
For example, it's no use sending out a beautifully produced
customer magazine if your customer service is dreadful or the
product breaks easily.
Measuring success :
An important element of the marketing manager's role which
is often neglected is the process of collecting and analysing
data on success. This can take the form of website hits, sales
figures, market share data, customer satisfaction or many
other metrics and it's important to record and track these as a
core part of the marketing process.
Final words :
Marketing managers have a diverse and varied job, and
promotion should just be one element of the scope.
Championing a marketing focussed business structure will
provide a greater chance of success in today's challenging
business environment and will lead to a more sustainable
future.
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PRODUCTION DEPARTMENT
OBJECTIVES :
The production department is the functional area and is
responsible for turning inputs into finished outputs through a
series of production processes. The production processes are
the various stages of production that turn raw materials into
finished goods. Although businesses such as bank, insurance
companies and internet service providers do not supply
physical goods that can be seen or held, they do have to
organize their resources to meet customers demands as
completely as possible.
The production departments objective is to consistently
produce goods to the quality that the customer expects, on
time and in the numbers the business requires.
The production departments produce goods and takes care
that they are producing the right amounts of goods and their
production is good for the sale. They also check the quality of
the products. They arrange things and they buy the raw
materials for the products. They also take care that the
equipments and the machine are in right order.
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AIMS OF PRODUCTION :
In a manufacturing company the production function may be
split into five sub-functions :
The production and planning department will set
standards and targets for each section of the production
process. The quantity and quality of products coming off
a production line will be closely monitored. In businesses
focusing on lean production, quality will be monitored by
all employees at every stage of production, rather than
at the end as is the case for businesses using a quality
control approach.
The purchasing department will be responsible for
providing the materials, components and equipment
required to keep the production process running
smoothly. A vital aspect of this role is ensuring stocks
arrive on time and to the right quality.
The stores department will be responsible for stocking all
the necessary tools, spares, raw materials and
equipment required to service the manufacturing
process. Where sourcing is unreliable, buffer stocks will
need to be kept and the use of computerised stock
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control systems helps keep stcoks at a minimal but
necessary level for production to continue unhindered.
The design and technical support department will be
responsible for researching new products or
modifications to existing ones, estimating costs for
producing in different quantities and by using different
methods. It will also be responsible for the design and
testing of new product processes and product types,
together with the development of prototypes through to
the final product. The technical support department may
also be responsible for work study and suggestions as to
how working practices can be improved.
The works department will be concerned with the
manufacture of products. This will include the
maintenance of the production line and other necessary
repairs. The works department may also have
responsibility for quality control and inspection.
FUNCTIONS OF PRODUCTION MANAGER :
With the Planning & Production Manager, develop, direct
the
implementation of production business strategies and
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activities
to enable the production to achieve output and quality
objectives.
Manage and Control the logistics function to ensure
supplies of
raw materials, finished goods, parts and accessories are
available within required time frames and budgets.
With the R&D Engineering Manager, develop, direct the
the research & development/ engineering activities to
ensure
products and techniques achieve business needs within
the
standards set by the market and the regulatory
standards bodies.
With the Warehouse and Distribution Manager, develop,
direct
and control the warehouse and distribution activities to
ensure the efficient and economical utilisation of
facilities
for storing and distributing the finished goods.
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With the Manufacturing Services Manager, develop,
direct the
implementation of manufacturing sustainability
strategies/
actions plans and continuous improvement programs.
Reporting the Operation/ Production Manager are
Planning/Production Manager, R & D Engineering
Manager,
Manufacturing Services Manager, Factory Services
Manager,
Warehousing/ Distribution Manager, & Demand Planning
Manager.
Production Manager :
Responsibilities :
Provide overall Management of the ongoing Production
operations including Inventory Control, Scheduling,
Documentation, Equipment Maintenance, Calibration,
Shipping, and Quality Control/Inspection.
Assist in creation of efficient processes through hands-on
development and training.
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Track quality of all processes through analysis of
recorded data and formation of additional test-points.
Correlate results with requirements/specifications.
Requirements :
Experience with quality improvement tools and
techniques for a manufacturing environment.
Knowledge of proactive preventive measures and
corrective actions to assure continuous
product improvement
Thorough knowledge of quantitative methods to acquire
and analyze a quality systems effectiveness
Thorough knowledge of production equipment and
methods from concept to initial pilot runs to high yield
production
Expertise in developing control experiments leading to
process improvements that improves the overall quality
of the product
Demonstrated ability in creating manufacturing methods
that are well-developed, characterized, bounded and
repeatable
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Ability to clearly communicate/document test methods,
protocols, reports and conclusions to evaluate
components, processes and assemblies
Creation of documentation, manufacturing process
Instructions, and travelers
Experience with packaging of optical components
preferred
Strong verbal and written communication skills
Experience with MS Office applications
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QUALITY CONTROL DEPARTMENT
QUALITY CONTROL :
Quality control is a process by which entities review the
quality of all factors involved in production. This approach
places an emphasis on three aspects:
Elements such as controls, job management, defined
and well managed processes, performance and integrity
criteria, and identification of records
Competence, such as knowledge, skills, experience, and
qualifications
Soft elements, such as personnel integrity, confidence,
organizational culture, motivation, team spirit, and
quality relationships.
The quality of the outputs is at risk if any of these three
aspects is deficient in any way.
Quality control emphasizes testing of products to uncover
defects, and reporting to management who make the decision
to allow or deny the release, whereas quality assurance
attempts to improve and stabilize production, and associated
processes, to avoid, or at least minimize, issues that led to
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the defects in the first place. For contract work, particularly
work awarded by government agencies, quality control issues
are among the top reasons for not renewing a contract.
Total quality control :
"Total quality control", also called total quality management,
is an approach that extends beyond ordinary statistical
quality control techniques and quality improvement methods.
It implies a complete overview and re-evaluation of the
specification of a product, rather than just considering a more
limited set of changeable features within an existing product.
If the original specification does not reflect the correct quality
requirements, quality cannot be inspected or manufactured
into the product. For instance, the design of a pressure vessel
should include not only the material and dimensions, but also
operating, environmental, safety, reliability and
maintainability requirements, and documentation of findings
about these requirements.
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Quality assurance :
Quality assurance, or QA (in use from 1973) for short, is the
systematic monitoring and evaluation of the various aspects
of a project, service or facility to maximize the probability
that minimum standards of quality are being attained by the
production process. QA cannot absolutely guarantee the
production of quality products.
Two principles included in QA are: "Fit for purpose", the
product should be suitable for the intended purpose; and
"Right first time", mistakes should be eliminated. QA includes
regulation of the quality of raw materials, assemblies,
products and components, services related to production, and
management, production and inspection processes.
Quality is determined by the product users, clients or
customers, not by society in general. It is not the same as
'expensive' or 'high quality'. Low priced products can be
considered as having high quality if the product users
determine them as such.
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ADMINISTRATION DEPARTMENT
The administration of a business consists of the
performance or management of business operations and thus
the making or implementing of a major decision.
Administration can be defined as the universal process of
organizing people and resources efficiently so as to direct
activities toward common goals and objectives.
The word is derived from the Middle English word
administration, which is in turn derived from the French
administration, itself derived from the Latin administratio — a
compounding of ad ("to") and ministratio ("give service").
Administrator can serve as the title of the general manager or
company secretary who reports to a corporate board of
directors. This title is archaic, but, in many enterprises, this
function, together with its associated Finance, Personnel and
management information systems services, is what is
intended when the term "the administration" is used.
In some organizational analyses, management is viewed as a
subset of administration, specifically associated with the
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technical and mundane elements within an organization's
operation. It stands distinct from executive or strategic work.
In other organizational analyses, administration can refer to
the bureaucratic or operational performance of mundane
office tasks, usually internally oriented and reactive rather
than proactive.
The world's first business school, the Ecole Supérieure de
Commerce de Paris, France, was established in 1819. The first
business school in the United States, the Wharton School of
the University of Pennsylvania, was founded in 1881.
Anecdotically, top French business school HEC was also
created in 1881, while Harvard Business School, founded in
1908, was born just one year after France's prestigious ESSEC
Business School.
Administrative functions :
Administrators, broadly speaking, engage in a common set of
functions to meet the organization's goals. These "functions"
of the administrator were described by Henri Fayol as "the 5
elements of administration" (in bold below).
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Planning is deciding in advance what to do, how to do it,
when to do it, and who should do it. It maps the path
from where the organization is to where it wants to be.
The planning function involves establishing goals and
arranging them in a logical order. Administrators engage
in both short-range and long-range planning.
Organizing involves identifying responsibilities to be
performed, grouping responsibilities into departments or
divisions, and specifying organizational relationships.
The purpose is to achieve coordinated effort among all
the elements in the organization (Coordinating).
Organizing must take into account delegation of
authority and responsibility and span of control within
supervisory units.
Staffing means filling job positions with the right people
at the right time. It involves determining staffing needs,
writing job descriptions, recruiting and screening people
to fill the positions.
Directing (Commanding) is leading people in a manner
that achieves the goals of the organization. This involves
proper allocation of resources and providing an effective
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support system. Directing requires exceptional
interpersonal skills and the ability to motivate people.
One of the crucial issues in directing is to find the correct
balance between emphasis on staff needs and emphasis
on economic production.
Controlling is a function that evaluates quality in all
areas and detects potential or actual deviations from the
organization's plan. This ensures high-quality
performance and satisfactory results while maintaining
an orderly and problem-free environment. Controlling
includes information management, measurement of
performance, and institution of corrective actions.
Budgeting, exempted from the list above, incorporates
most of the administrative functions, beginning with the
implementation of a budget plan through the application
of budget controls.
Key duties/responsibilities of Administrative manager :
Provides supplies by identifying needs for reception,
switchboard, mailroom, and kitchen; establishing
policies, procedures, and work schedules.
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Provides communication systems by identifying needs;
evaluating options; maintaining equipment; approving
invoices.
Maintains administrative staff by recruiting, selecting,
orienting, and training employees; maintaining a safe
and secure work environment; developing personal
growth opportunities.
Accomplishes staff results by communicating job
expectations; planning, monitoring, and appraising job
results; coaching, counseling, and disciplining
employees; initiating, coordinating, and enforcing
systems, policies, and procedures.
Purchases printed materials and forms by obtaining
requirements; negotiating price, quality, and delivery;
approving invoices.
Completes special projects by organizing and
coordinating information and requirements; planning,
arranging, and meeting schedules; monitoring results.
Provides historical reference by developing and utilizing
filing and retrieval systems.
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Maintains continuity among corporate, division, and local
work teams by documenting and communicating
actions, irregularities, and continuing needs.
Maintains professional and technical knowledge by
attending educational workshops; benchmarking
professional standards; reviewing professional
publications; establishing personal networks.
Contributes to team effort by accomplishing related
results as needed.
Improves program and service quality by devising new
applications; updating procedures; evaluating system
results with users.
Achieves financial objectives by anticipating
requirements; submitting information for budget
preparation; scheduling expenditures; monitoring costs;
analyzing variances.
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RESEARCH AND DEVELOPMENT DEPARTMENT
The Research and Development team provide friendly
expert advice and support on all elements of research
including registration, ethics, funding, governance,
protocol design, statistics and lots more!
The Research and Development department and the
Research and Development Support Unit is responsible
for the strategy, infrastructure, management and
governance relating to research an development activity
at the industries and the associated Research and
Development Support Funding.
What Does a Research and Development
Department Do?
A research and development department is responsible
for innovations in design, products, and style. This
department is responsible for creating innovative new
products to keep companies a step ahead of the
competition. Many companies also rely on the research
and development department, or R&D Department, to
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improve existing consumer products, and to explore new
ways of producing them.
Companies thrive and succeed by creating innovative
products, as well as by increasing company profit and
utilizing cost-efficient methods. A research and
development department is primarily responsible for
ensuring that these goals are met. This is an especially
important function in the fields of manufacturing and
pharmaceuticals, but can be applied to virtually any
industry.
Often, a Research and Development Department works
closely with the Marketing Department. The Marketing
Department studies consumer trends by surveying and
researching consumer demands, purchasing methods,
product sales, and the existence and development of
technology across the relevant market. The marketing
department gathers all the data, and makes this
information available to the R&D department, which will
take action in response to the findings and proceed to
keep the company on top of current market needs.
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Consumer demands often change very quickly, and the
research and development department must be alert
and adapt to these market fluctuations accordingly.
Companies often allocate millions of dollars to research
and development department so that they can
continually modify and update their products to preserve
a brand's position within the market. Leading products -
whether a drug, or a laundry detergent, or anything else
- usually will not remain in the number one market
position forever without some type of improvement and
advancement.
A R&D Department may also be tasked with ensuring
that products are manufactured within an appropriate
time frame, and that they meet specific quality and cost
requirements requirements. For example, a particular
ingredient or component of a product suddenly may
become too expensive or outdated, and the research
and development department will need to explore other
means to replace the missing pieces. Therefore, R&D
departments often maintain close ties with engineers,
chemists, and other product specialists.
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Research and development departments will provide
advancements in products that range from simple
updates of features to dramatic discoveries of new cures
for diseases, depending on the field and the company's
needs. The aim, in most cases, is to ensure that each
product meets all regulations, legal requirements, and
the highest standards in quality control. The research
and development department works in conjunctions with
other departments to achieve these aims.
Main Responsibilities (Key responsibilities of the job)
Specific Duties for Manager :
Contribute to the project.
Responsible, under the general guidance of the
investigators, for undertaking the programme of work.
Prepare reports of appropriate research results for public
presentation through seminars and conferences.
Contribute to writing papers summarising research
findings for publication in peer-reviewed journals (of high
international standing where possible). Contribute to
other reports where possible.
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Develop, in collaboration with the investigators, such
new techniques as may be necessary to achieve the
objectives of the research.
Any other relevant activities related to the project as
appropriate
Comply with any requirements of the awarding authority
Undertake such other duties as may be reasonably
expected by the line
manager or Head of Department.
General Duties :
Conduct empirical research.
Assist in the supervision of student projects as
necessary.
Collect data and undertake any appropriate analysis of
data as requested.
To coordinate the provision of consumable items for the
facility (auditing stock,
liaising with suppliers, preparing regular orders of
commonly used items).
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Where appropriate to assist the supervision, training,
expert advice and / or assistance to new members of the
team, research students.
Maintain appropriate databases, keeping accurate
written and computerized records and to ensure that
these records are stored in a secure place, and to
maintain confidentiality of all electronically stored
personal data in line with the provisions of the Data
Protection Act.
7. Make research initiatives and original contributions to
the research programme wherever possible, and to
contribute freely to the team research environment in a
manner conducive to the success of the research project
as a whole.
Attend regular meetings with the research team and
investigators as required.
To attend and participate in the Department academic
activities.
Undertake literature searches for the research project,
and to be able to
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interpret and present the findings of the literature
searches and advise the research teams appropriately
regarding potential projects as required by the line
manager/supervisor/PI.
To keep up to date with subject related and professional
issues, in particular, developments in the specific subject
area.
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CHAPTER - 4
7-S FRAME WORK
THE SEVEN ELEMENTSPage 98
The McKinsey 7S model involves seven interdependent
factors which are categorized as either "hard" or "soft"
elements:
Hard Elements Soft Elements
Strategy
Structure
Systems
Shared Values
Skills
Style
Staff
"Hard" elements are easier to define or identify and
management can directly influence them: These are strategy
statements; organization charts and reporting lines; and
formal processes and IT systems.
"Soft" elements, on the other hand, can be more difficult to
describe, and are less tangible and more influenced by
culture. However, these soft elements are as important as the
hard elements if the organization is going to be successful.
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The way the model is presented in Figure 1 below depicts the
interdependency of the elements and indicates how a change
in one affects all the others.
Let's look at each of the elements specifically:
Structure : the way the organization is structured and
who reports to whom.
Director
T.YOGESH CHANDRA
Finance Manager
MANJULA
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Basis for specialization and coordination influenced
primarily by strategy and by organization size and
diversity.
Structure describes the hierarchy or authority and
accountability in the organization charts. A structure is the
formalizing of relationships, roles and responsibilities in
order to organize and perform work.
Style : The style of leadership adopted. Style of
leadership refers to the manner in which an individuals
uses his or her talents, values, knowledge, to lead and
relate to others.
Style in Tulasi Seeds :
The style in the organization is democratic. Daily
meetings are scheduled between production officer and
supervisors of all section of problems if any. The
production officer and supervisors jointly set the target
to be achieved in a day.
Weekly meetings are scheduled where in the BOD and
managers and officers of all the departments discuss the
target to be set and achieved in a week and month and
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all decisions are taken jointly in consultation with other
section heads.
The culture of the organization consists of two
components.
Organizational culture :
The dominant values and beliefs and norms which
develop over time and become relatively enduring
features of organizational life.
Management Style :
This is more a matter of what managers do than what
they say, how the company’s managers spend their
time? What are they focusing on ? Symbolism the
creation and maintenance of meaning is a fundamental
responsibility of managers. Thus Tulasi Seeds falls on
balance of style that is authoritarian and participative.
Under this style each department is given power and
responsibilities to operate and take decisions in respect
to their departments and sections.
Skill :
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The actual skills and competencies of the employees
working for the company. A skill is the ability, knowledge,
and understanding to accomplish a task. Skills may be
defined as what the company doest best that distinctive
capacities and competencies that reside in the
organization.
Skills in Tulasi Seeds :
Tualsi Seeds Pvt. Ltd., is a highly people oriented
organization and the company believes in having the right
people at the right places. Here formal or informal style is
adopted for handling customers depending upon the
business opportunity. They have employed 400 people
across various skills levels and believe that their people is
their main asset. The endorses them by providing
continuous training and education to enable them to
achieve higher performance.
This has helped the company to provide long term
employment to the workers and has created an
environment that facilitates individual productivity and
mutual trust.
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Staffing :
Staffing is practice of finding, evaluating and establishing a
working relationship with future colleagues on a project.
Staffing states the functions required by each and every
employee working in the organization to fulfill and reach
the goals of the organization.
Shared Values :
Shared values are trust and link an organization together.
Shared values of Tulasi Seeds.
Value Statements :
The action and behavior that guides each of us is our value
statements. Our value influences the way we work and
interact with clients and all our share holders.
System :
A system is defined as process those links and orders
activities to enable work to be done and achieved.
System maintained in Tulasi Seeds.
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PERFORMANCE MANAGEMENT SYSTEM :
Objectives of Performance management system
To integrate company & individuals goals/targets
through a process of performance assessment linked to
achievement of company objectives.
To ensure a more objective assessment of performance
& Potentials
To identify the development action to be taken to
enhance the performance of employees to prepare them
for higher jobs.
Performance targets :
These performance targets may be qualitative or quantitative,
but should be time bound &should specify level of acceptable
performance for getting high performance.
Training :
The training needs should specify the skills to be developed
so that employee can improve his performance on the current
job developed for the future roles. The tools for training are.
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On the Job
Coaching
Efforts by the Employee
Strategy :
Strategy is a plan that an organization formulated to gain
sustainable advantage over the competition. Strategy is act
of devising & employing a system of activities that mobilizes
all resources towards the goals.
Strategy of Tulasi Seeds :
To be player in seeds industry
The main strategy is gaining a sustainable advantage
over competition through quality of service.
To maintain good relationship with customers & buying
agents.
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CHAPTER - 5
SWOT ANALYSIS
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SWOT ANALYSIS
Strength :
Young & energetic workers
Total commitment from top management to bottom
management.
Doing reputed brands for almost 19 years
Dedicated people and less skilled operators
Co-operative workers union and achieve with stated
goal.
Produce good quality products.
Effective Management
Weakness :
Not able to adopt new technology.
High labour turn over.
Low skilled operators
Lack of space & not able to put in more machines.
High targets, which can not be achieved.
Employees not satisfied with pay, so labour turnover is
high.
Competition with other companies.
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Opportunities :
Expend its domestic market by doing job work for other
seeds industry.
Do more of company procured and exports.
Threats :
No latest technology available.
They can analyze the maximum output and not able to
produce beyond.
The space constraint can be a threat of overcrowding
and lead to bad health.
The agents can move to different company for better
output.
Work atmosphere is not spacious.
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LEARNING EXPERIENCERelated to general views :
It is the great experience for me for the entire four
weeks in the Tulasi seeds Pvt Limited. The practical
experience gained by me during my organization study in a
lot. It is entirely different from the theory what one learns in
the classroom. The situations read and explained theoretically
are fully different when it comes to the practical. The practical
situations are broad in nature and they are entirely different
from one situation to another.
On the first day when I reported to the organization, the
management allotted a project guide to help me in the course
of organizational study. My project guide gave me a brief
description about the garment industry, and Tulasi Seeds is
an organization under seeds industry. Then she further
explained about the company in brief like number of
departments and their respective heads.
Within the period of one month itself I felt Tulasi Seeds is
considering its employees as an assets of the company’s
growth. As the employees are provided with transportation
facility, crèches etc, it becomes a motivating factor to
employee to work better.
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There is a revision of salary every month based on
employee performance. It motivates the employees to
perform well in their work, but as the target to be achieved is
high and it leads to increase in attrition rate. Tulasi seeds
organizes family day, celebrates festivals in the employees
concern. I felt all these measures are the part of motivating
the employees.
In Tulasi Seeds Pvt. Ltd. Women employees are provided
with necessary requirements and maternity benefit is given.
The operators are highly skilled and talented but education
back ground is only SSLC and PU level.
In general, I felt that Tulasi Seeds Pvt. Ltd provides a
homely atmosphere to the employees those who are working.
When the employees are being treated as resources of the
organization, the employees will be dedicated to work and
sincere to the organization. I didn’t find any barrier for
communication between the supervisors with doubts and
problems. The employees are being provided with full
support.
The secret of Tulasi family enterprise is efficiency,
delegation of responsibilities and effective supervision. The
commitment to complete any work taken up by any person
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with sincerity and honesty is an important factor to succeed
in life.
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CHAPTER - 6
FINDINGS
SUGGESTIONS
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FINDINGS & SUGGESTIONS
Findings :
Tulasi Seeds Pvt. Ltd company has spread its operations
world wide.
It is find that 40% of the employees fulfill their
expectations to a greater extent regarding a training
program.
Most of the employees are experienced, loyal and co-
operative.
The company is having best working facilities.
The company is providing the training program to
enhance employee skills.
The company is providing accommodation and medical
facilities to their employees.
The company is providing awards and other benefits to
their employees who are performing their responsibilities
well.
Employees are treated as humans and not as
commodities.
The management is excellent. The relationship between
employers and employee is excellent and appreciative.
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Promotion is based on performance.
The management wants their employees to update the
skills and become competent.
SUGGESTIONS
It is suggested that this formal training introduction
program in organization is to be addressed on priority
basis for the employees.
It is suggested that before each training program the
consult superiors to brief trained regarding the training
this may help in getting the best out of that trained
employees.
The company should provide complaints and suggestion
boxes towards the continuous improvement of
organizational objectives as well as quick response for
employees problems.
Its better to conduct training programs to enhance
employee skills.
It is better to get feedback the employees about the
facilities provided by the company.
It is better to appoint the welfare inspectors for checking
the welfare facilities to their employees.
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It is better to provide post retirement under awards and other
benefits to their employees.
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CHAPTER - 7
BIBLIOGRAPHY
BIBLIOGRAPHY
Page 118
SI.NO
AUTHOR TITLE EDITION
1 Ashwatappa Human Resources Management
4th
2 C B Memoria Personal management 5th
3 Edwin B Flippo
Human resources & Personal management
6th
4. Websites accessed :www.google.comwww.tulasiseeds.com
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