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INTRODUCTION
Human Resource Management (HRM) is a relatively modern label for the
range of themes and practices involved in managing people simply put. Human
Resources Management (HRM) is a management function that helps managers
recruit, select, train and develops members for an organization. Obviously, HRM
is concerned with the peoples dimension in organizations.
HRM is the planning, organizing, directing and controlling of the
procurement,

development,

compensation,

integration,

maintenance

and

separation of human resources to the end that individual, organizational and

social objectives are accomplished.
HRM is concerned with the people dimension in management. Since every
organization is made up of people, acquiring their services, development their
skills, motivating them to higher levels of performance and ensuring that they
continue to maintain their commitment to the organization are essential to
achieving organizational objectives. This is true, regardless of the type of
organization-government, business, education, health, recreation or social action.
HRM serves as an umbrella for all function of management related to
people in an organization. The initial form of HRM was labour management there
after it developed into peoples management and subsequently it was called as
personnel management. The development systems such as induction, training and
development (HRD functions) become the part of HRM function. Now personnel
management together with HRD function is called as HRM.
HRM refers to a set of programmers, functions and activities designed and
carried out in to maximize employee as well as organizational effectiveness.

Employee training is the process whereby people learn the skills,

knowledge, attitudes and behaviour needed in the order to perform their jobs
effectively. Today management recognizes the importance of employee
training and development and considers it as investment to meet its
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objectives and does not deem it as an overhead cost. The training activities
are now carried out after establishing defined needs of the organization and
employee training has become effective in improving organizational
Performance. There are certain challenges in the area of employee training.
These challenges are due to several developments, which include the impact
of technology, the communication revolution, demography of work place
and under investment in human resources.
Training is a Process of assisting a person for enhancing his
efficiency and effectiveness at work by improving and updating his
professional knowledge, by developing skills, relevant to his work and
cultivating appropriate behaviour and attitude towards work and people.
Training also refers to effectively systematized and evaluated attempts.

Training forms a major manpower function and a continuing process

in view of the dynamic nature of business and Industrial Economy. After
employee has been selected, placed and inducted, he must be trained and
developed. There is an on going head to provide specific job training not
only to new employee but also to those who are deemed deficient in their
performance. He may not have the required skill or knowledge, he may lack
the necessary motivation to do the work, and his morale may be low as he
may not be happy with his work environment.
A sound training program must consider all these factors and also
provide long range effectiveness of the person involved and also to the
organization itself. It should be realized that the training is a life long
continuous process. For example a child receives training from his mother
for a variety of needs.
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TRAINING
Training is a process of learning a sequence of programmed
behaviour. It is an application of knowledge. It gives people an awareness of
the rules and procedures to guide their behaviour. It attempts to improve
their performance on the current job or prepare them for an intended job.
Definitions:
1. Training is the organized procedure by which people learn
knowledge and skills for a definite purpose.
Dale.S.Beach
2.

Training is the act of increasing the knowledge and skill of an

employee for doing a particular job.

Edwin.B.Flippo
3.

Trainings main goal is to induce a suitable change in the individual

concerned.

R.S.Davar
Training is indispensable be it in goal selection or in the working
process. Training enables us to move ahead in the right direction, using right
pace and right tools while keeping sight of the target. It is the real
understanding of the components of and pursuing every detail of the entire
process adhering to the just and subtle social requirements.
Training could also be to expose the existing employees to the atleast
concepts, information and techniques and develop in them skills required in
their fields. As change is inevitable the only way to keep pace is to keep
abreast of the information. That is possible only through training.

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NEED FOR THE STUDY
Training is a practical and vita necessity because, it enables
employees to develop and rise within the organization and increase the
earning power and job security. Training alone is not sufficient but it should
also be evaluated because it would be helpful for the future training
programmers.
There is great stability flexibility, and capacity for growth in
organization training contributes to employees stability in at least two
ways. Employees become efficient agate under going training efficient
employees contribute to the growth of the organization.
Growth renders stability to the work force. Further tined employees
need to stay with the organization. They seldom level the company training
makes the employees versatile in operations, all roundness can be
transferred to any hob. Flexibility is therefore ensued. Growth indicates
property which is reflected in increased profits fan year to year

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SCOPE OF THE STUDY

The scope of the study is confirmed to the Training and Development of
the programs conducted by MODEL MILK PRODUCTS PVT..LTD,
Vijayawada and various training methods they follow in the organization
as well as the impact of training given to the employees in the
organization.
The study excluded human resources aspects such as human resource
management.
The scope of the study is limited to MODEL MILK PRODUCTS
PVT..LTD, Vijayawada only.
The study covers both executives and non-executives in MODEL MILK
PRODUCTS PVT..LTD.

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OBJECTIVES OF THE STUDY

To bring out the importance of Training and Development program.

To find out the effectiveness of training program.
To find out how employees utilize much training knowledge.
To find out the difficulties/problem faced by the employees during the

training program.
To know the interest of the employees towards the training program.
To identify the methods of training.
To identify the efforts of organization in developing employees through
the processes of training.

To know the satisfaction level of employees.

To know the impact of training on the performance of employee in the
corporation.

To know about the work place and movement of the colleagues.

To find out quality of the training programs.
To know the reason for attending the training programmes.
To find out how frequent the training programmers are conducted.
To identify kinds of material used in training

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RESEARCH METHODOLOGY
Sources of Data Collection:
The sources of data collection are through primary and secondary
sources.
Primary source:
Primary data is the first hand information gathered directly from the
employees of the organization. The method followed for collecting the
primary data is survey approach. Survey was conducted through
questionnaire and persona interview.
Secondary source:
Secondary data is the data collected from the written material of the
organization. The sources of secondary data were

Employee registers
Brochures
Evaluation statement of the employees.

SAMPLING METHOD:
Convenience sampling method is used to collect the data. In the
sampling method instead of every unit of the population only a part of the
population is studied and the conclusion is drawn on that basis for the entire
population.
SAMPLING METHOD: Random Sampling method was used in this study.
SAMPLING SIZE: Sampling size of 100 was taken in the study.
SAMPLING UNIT: The study is directed towards all employees of all
departments.

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LIMITATIONS OF THE STUDY
The study has also been restricted to a single program.
The inaccessibility of some of the staff members is also a hindrance
for the study.
The information gathered from the individuals may not be accurate
during the survey.
It is difficult to study all the activities of training and development in
the organization.
Time has also been major limitation as the period of project work is
only 8 weeks.

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INDUSTRY PROFILE
Introduction:
The popular adage Nothing succeeds g like success is applicable to
the dairy development in India. If the country witnessed the green
revolution leading to self reliance in food grains in the sixties and the
seventies, the decades of the eighties and the nineties witnessed the white
revolution. Indian total milk production is ranked first in the world
followed by the United States. Initially dairying was largely an unorganized
activity. By and large land holding farmers kept cattle mainly for bullock
production. Milk was essentially a byproduct. The surplus after domestic
consumption was either converted into conventional products mainly ghee
and sold to middle men who cater to the needs of the market.
As India enters an era of economic reforms, agriculture, particularly
the livestock sector, is positioned to be a major growth area. The fact that
dairying could play a more constructive role in promoting rural welfare and
reducing poverty is increasingly being recognized. For example, milk
production alone involves more than 70 million producers, each raising one
or two cows/buffaloes. Cow dung is an important input as organic fertilizer
for crop production and is also widely used as fuel in rural areas. Cattle also
serve as an insurance cover for the poor households, being sold during times
of distress.
There was an increasing demand for milk from the urban areas. There
arose a need for the farmers to increase the production of milk. Since the
demand in the urban scenario is rapidly increasing so is the supply
generated by the farmers. Further the new dairy plant capacity approved
under the Milk and Milk products order (MMPO) has exceeded 100 million

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lpd. The new capacity would surpass the projected rural marketable surplus
of milk by about 40 percent by 2005.
Evolution:
The origin of dairy farms under public management dates back to
1866 when the Department of Defense established a few dairy farms in that
year to supply milk and milk products to the British troops. The next step
was initiated during the First World War.
In 1914, the Department of Defense on the advice of the Board of
Agriculture advised the Government in 1916, to appoint imperial dairy
expert. The next important step was the decision to conduct a census of
livestock. The livestock census was carried out in 1919 as a preparatory
action for planned dairy development by the Board of Agriculture. In 1920,
the imperial expert recommended to the Government for the establishment
of a training center to meet the manpower requirements for managing the
Defiance Dairy Farms. By this time there were three dairy farms and until
1923 the British Governments approach towards dairying was confined to
milk requirements of the military only. After 1923, diploma courses in dairy
were started at Bangalore.
Dr.N.C.Wright, Director, Dairy Research institute, Scotland who was
invited to India in 1936 for reviewing the progress of dairying in the country
has made two recommendations:1. Industry needs have to be solved by developing own technology and
technologists in the country.
2. India is country of villages, of which most inhabitants are small,
marginal farmers and landless laborers. Development should be
promoted only on cooperative lines.

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In 1937, the Lucknow Milk producers Co-operative Union Limited
was established paving the way for the organization of such union in
districts and state.
In 1945, the Famine enquiry commission in its report emphasized the
need for developing fodder supply for increasing milk production and
recommended the adoption of mixed farming with a place for fodder and
crop rotation. As a sequel to this, under the Greater Bombay Milk Scheme,
milk was procured from Kaira district, Gujarat by the private dairy. That
gave way to the idea of creating an institutional structure for dairying on cooperative lines.
The Root Cause:
In the forties the dairy industry was dominated by one firm-Polsons.
Established by rather enterprising gentlemen who discovered in kaira
district, of what was then Bombay presidency, produced a good deal of
milk. He established a creamery and for a while the name polsons was
synonymous with butt-much as Amul is today.
One of Polsons businesses is to supply milk to Bombay. As karia
district was an abundant source of the commodity, Polson was chosen to
procure it from there. He in turn, entered into an arrangement with a number
of contractors who actually went to the villages and collected the milk.
Everyone was happy. Bombay relieved reasonably good quality milk and
Polson made a handsome profit. The contractors too manage to earn; large
margins by over quoting the farmers. It was only the poor farmers who were
unhappy for it. Thy invested in the animal feed and fodder and they put in
their labor; yet, it was they who received the smallest share of the Bombay
consumers rupee. The arrangement benefited everyone but them.

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THE FIRST STEP:
Formation of Karia Union
Realizing that something needed to be done about the unequal
balance of wealth, they turned to sardar vallabhai Patel for advice. Sardar
Patel knew that their only chance of earning a decent income was when they
themselves gain control over the resources they created. He also knew that
the cooperatives offered them the best chance of gaining that control. So he
advised them to stop selling milk to Polson and form a cooperative of their
own. They followed his advice and the kaira district cooperative milk
procurers union (AMUL) was born, in 1946.
The cooperative then passed through some very difficult times and
eventually became a model of cooperative dairying throughout the world.
The AMUL cooperative was started by a handful of members initially
handling only 250lt milk a day. Over the years, this union has grown from
strength to strength and today AMUL handles over 8, 00,000 it of milk per
day. There are 91 Village Milk Cooperative Societies. In 1988-89 the turn
over were 1,700 millions and its assets were Rs.200 millions.
The focus of the union was on production by the masses, not mass
production. By the early sixties, the modest experiment in kaira had not
only become a success, people began to recognize it as such. Farmers from
all parts of Gujarat came to learn it. They went back to their own districts
and started their own Cooperatives. The result-together, the district milk
producers unions of Gujarat own the Gujarat Cooperative Milk marketing
federation which markets the milk and milk products manufactured by its
owners. Last year the federations turn over was over Rs.1700crores making
it the largest in the food industry? Besides the dairy plant, the AMUL owns
cattle feed plant producing over 400tons of balanced cattle feed a Day. It

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manufactures a wide range of products, including milk powder, butter,
cheese, chocolates and malted beverages.
ESTABLISHMENT

OF

NATIONAL

DAIRY

DEVELOPMENT

BOARD (NDDB):
The Government of India had established the National Dairy
Development Board (NDDB), an autonomous body headquartered at
Anands Cooperative in India. In order to develop dairy in India, NDDN
drew plans for Operation Flood.
THE NEXT ACHEVEMENT:
Operation Flood
In the late sixties, the board drew up a project called Operation Flood
(OF) - meant to crate a flood of milk in Indias villages with funds
mobilized from foreign donations. Producers cooperatives, which sought to
link dairy development with milk marketing, were the central plank of this
project. Operation Flood which started in 1970, conclude its third phase in
1996 and has to its credit these significant results:
1. the enormous urban market stimulus has led to sustained
2. Production increases, raising per capita availability of milk to early
200 grams per day.
3. The dependence on commercial imports of milk solids are done away
with.
4. Modernization and expansion of the dairy industry and its
infrastructure, activating milk grid.
5. Marketing expanded to supply hygienic and fair priced milk to some
300 million consumers in 550 cities and towns.

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6. A nationwide network of multi-tier producers cooperatives,
democratic in structure and professionally managed, has come into
existence. Millions of small producers participate in an economic
enterprise and improve the quality of their life and environment.
7. .Dairy equipment manufacture has expanded to meet most of the
industrys needs.

OPERATION FLOOD
A recent World Bank audit shows that of the Rs.200 crores bit
invested in Operation Flood II, the net return into the rural economy has
been a whopping Rs.24,000 crores per year over a period of ten years, or a
total of Rs.40,000 crores in all. No other major development program has
matched this input-output ratio. Operation Flood, launched in 1970, has
been instrumental in helping the farmers mould their own development.
Thus helping reach milk consumers in 700 towns and cities though a
National Milk Grid. It also helped eradicate the need for middle men
thereby reducing the seasonal price variations. As a result of the cooperative
structure the whole exercise of production and distribution of milk products
has become economically viable for farmers to undertake on their own. In
this manner the farmer himself can enjoy the fruits of his own labor, instead
of surrendering a majority of the profit to corrupt middlemen.
Three Phases of Development:
The scheme sought to establish milk produces cooperatives in the
villages and make modern technology available to them. The broad
objectives are to increase milk productions (a flood of milk) augment
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rural incomes and transfer to milk producers the profits of milk producers
the profits of milk, marketing which are hitherto enjoyed by well-to-domiddlemen.
PHASE1:
Phase 1 of Operation flood was financed by the sale within India of
skimmed milk powder and butter oil gifted by the EC countries via the
world Food program. As founder-chairman of the National Dairy
Development Board (NDDB) of India. Dr. Kurien finalized the plans and
negotiated the details of EEC assistance. He looked after the administration
of the scheme as found-chairman of the erstwhile Indian Dairy Cooperation,
the project authority for Operation Flood. During its first phase, the project
aimed at linking Indias 18 best milk sheds with the milk markets of the four
metropolitan cities of Delhi, Mumbai, Calcutta and Madras.
PHASE II:
Phase II of the project, implemented during 1981-85 raised this to
some 136 milk sheds linked to over 290 urban markets. The seed capital
raised from the sale of WFP/EEC gift products and World Bank loan had
created, by end 1985, a self-sustaining system of 43,000 village
cooperatives covering 4.25 million milk producers. Milk powder production
went up from 22,000 tons in the pre project year to 1, 40,000 tons in 1989,
thanks to dairies set up und Operation Flood. The EEV gifts thus helped to
promote self-reliance. Direct marketing of milk by producers cooperatives
resulting in the transfer of profits from milk contracts increased by several
million liters per day.
PHASE III:

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Phase III of Operation Flood (1985-1996) enabled dairy cooperatives
to rapidly build to the basic up the basic infrastructure required to procure
and market more and more milk daily. Facilities were created by the
cooperatives to provide better veterinary first- aid health care services to
their producer members.
Achievements under Operation Flood:
The main objective of operation Food was achieved by vertical
integration of milk procurement, processing and marketing through a threetie cooperative structure by organizing 60,280 village cooperative societies
(VCS) in 173 milk shed having 6.61 million farmers by September 1989.
Not only that, there are today 1230 rural milk processing plants of 13.9
MLPE (million liters per day) capacities.
The milk production has increased from 20.74 million tones in 196970 to 48.7 million tones in 1988-89 while consumption capacity increased
from 107 Kg/day in 168 Kg/day. The increase in milk production was 6.6
per annum without altering the basic land-holding structure, farming system
and ownership of cattle.
The infrastructure build to link producers directly with the urban
consumers had helped to transfer 75% of the consumption price to the
producer which was the main incentive to increase milk production.
Payments received by the farmers rose from Rs.1.75 billion during 1980-81
to over Rs.8 billion by 1988-89.
The milk grid was developed to link good milk producing areas with
the four metropolitan city milk plants by rail milk tankers and road milk
tankers. Today milk is transported from one part of the country to another by
rail tankers.
With increase in local production of milk powder and butte, the
import of commodities has been significantly reduced. The import
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accounted for 60% of the milk throughout the mid fifties. While it had
dropped to 6% by the mid-eighties.
There is no more rationing and quota card system, for the purchase of
milk for consumers convenience. UHT tonned shelf milk was introduced in
the mid-eighties which is slowly gaining popularity. Operation Flood was
successful because the project was based on a sound and successful model
of the Anand Dairy Cooperative. The efficient handling of the gifted
commodity was the land mark of success of Operation Flood.
Development of Dairy in Nineties:
The momentum gained in the dairy through cooperatives during the
last 20 years will now take India into nineties as major dairying country of
the world. The countrys milk production in the early sixties which was
about 20 million tons has touched a record of 56 million tons. It is likely to
reach about 80 million tons by 2000 AD. India which one time was
dependant on other countries for products such as milk power, table butter
and cheese has now become self sufficient. It has even started exporting
some of them in small quantities simultaneously efforts are made to expand
milk procurement, processing and marketing to meet the growing demand
for milk products.
Dairy Cooperatives:
In our country, the cooperative movement owes its development to
the initiative of the Government. It is only during 1950s that Tamil Nadu,
Gujarat and Uttar Pradesh took some important steps in organizing Dairy
Cooperative sector, provided a model for the milk producers. Cooperatives
in Gujarat and other states provided guidance and policy direction. State
level federations of Dairy Cooperatives have been formed in different states.
The entire institutional network of the cooperatives comprises of 22
Federations, 173 unions, 75 thousand Dairy Cooperative societies and over
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7 million farmers. Members during 1989-90 collected an average 10 million
it of milk in a day and paid about 1200 crores of rupees in a year.
MAIN AIM OF DAIRY INDUSTRY IN COOPERATIVE SECTOR
1. Formation of cooperative units of milk producers in every village.
2. To improve cattle wealth of goods breed which are imported for milk
production?
3. To avoid contaminated diseases buy using proper medicines and
injunctions.
4. Providing the availability of good breed seeds so as to improve the
cattle feed.
5. Industry mobile hospitals to provide free medical facilities to cattle of
the dairy and avoid diseases.
So from the above aims of the cooperative unions, it is crystal clear
that the cooperative sector would be instrumental in increasing the milk
production.
To put the above programmers to action in our district with the
cooperation of National Dairy Development Board, a Three-Tier
programmed was started in 1980. In relation to it 198 milk producers
cooperative unions have been set up at village level
The Three-Tier System:
The Three-Tier system consists of:
1. Primary Dairy Cooperative societies at village level.
2. Cooperative Unions at district level.
3. Federation at state level.
MILK SHEDS/UNIONS:
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Operation flood programme

has been identified into milk

Sheds/unions.
NO
1
2
3
4
5
6
7
8
9

MILK SHEDS/UNIONS
Visakha
Godavari
Krishna
Guntur-prakasam
Chittor
Cuddapah
Kurnool
Nalgonda-Ranga reddy
Medak-Nizamabad

DISTRICTS
Srikakulam, Vizianagaram & Vizag
East and West Godavari
Krishna
Guntur-Prakasam
Chittor
Cuddapah
Kurnool
Nalgonda-Ranga reddy
Medak-Nizamabad

Cooperative Marketing:
Cooperative dairy societies have played a major role in the marketing
of milk in India. Major quantity of milk is produced in the rural area while
the profitable market for milk and milk products is largely in urban areas.
However the quantity f milk available for sale for an individual farmer is
very less. It becomes difficult for them to send such a small quantity to
urban markets on their own. They face a number of problems such as
inadequate transport facilities and absence of proper marketing. Therefore
the role played by the dairy Cooperatives in building the economic welfare
of the farmers is not over emphasized. In addition to the arrangement of sale
of milk, the dairy cooperative are also expected to provide veterinary aids,
supply cattle needs and arrange for the supply of credit for related purpose.
Loan to Members:
The milk cooperatives cannot extend loans to the farmers directly.
Instead they can offer guarantee to the amount borrowed by the farmer. It
was observed that from small size societies about 7 members received loans
amounting to Rs.42, 000. The loan was mainly offered for the purpose of
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purchase of cross-breed cows. In medium, purpose of purchase of crossbreed cows and 29 members got the loan worth Rs.7, 50,000 for purchase of
buffaloes.
Gains to the Members:
The cooperative society provides loans, fertilizers, and fodder, seeds,
breeding and veterinary facilities to augment the milk production. At present
there are 238 dairy plants in India comprising of public cooperatives and
private sectors.
Cooperative milk societies are organizations of producers and they
not only arrange marketing of surplus milk but also supplement the income
of the producers, who are generally agriculturists, mainly in rural areas.
These societies also help the consumers to have pure and unadulterated milk
at reasonable price.
Cooperative marketing may be defined as a cooperative association
formed to perform one or more of the marketing functions relating to the
marketing association or an agricultural cooperative marketing society, need
not necessarily perform all the marketing functions. Normally these
functions include services such as selling agents, supply of accurate market
information, standardization storage, assembling, packing and processing
services.
The primary objective of the cooperative is to maximize the income
of its members as much as possible. To achieve this primary objective
cooperative marketing aims at obtaining higher prices for the producers and
minimizing the costs of marketing.
To obtain higher prices for its members a cooperative marketing
society tries to achieve the following:

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1. Development of orderly marketing.
2. Adoption of better selling methods.
3. Improvement of quality.
4. Elimination of trade abuses.
5. Improved bargaining position for the members as sellers.
6. Improvement of standardization and grading.
Credit Supply and Technology Mission for Dairy development:
The national cooperative development cooperation has been
providing financing assistant to dairy cooperatives for organizing medium
and small size dairy processing plant and milk filling centers. The
cooperation has sanctioned a total loan for dairy units.
In addition small farmers development agency (SFDA), marginal
farmers and agricultural labor agency (MFAL), INTEGRATED RURAL
Development schemes (IRDS) and integrated tribunal development agency
(ITDA) have their own tasks of providing incentives of dairy.
National Milk Grid:
In the seventies the national milk grid was a distant dream. But the
next decade saw it taking shape. The benefits from such an arrangement are
for both consumers and producers.
The development of national milk grid mainly took place for solving
the problems of the producers. The producers form high milk producing
districts not only suffered loss because there were no tankers for the extra
quantity of milk available during the flush season were lower than those
paid during the les\an season. The gird solves these problems of the
producers.

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From the consumers side also this Grid is useful. In 1951 there were
20,900 towns and in 1971 this number has risen to 26,360. During this
period the urban population has increased from 62.4 million to 109.1
million, a growth of 74.8% there was demand for milk from the urban
consumer and they also had the necessary purchasing power.
The demand was felt in the four metropolitan cities of India i.e.
Bombay, Calcutta, Mad4as and Delhi which have ah combined population
of around 16 million (1971). City milk traders brought the milk by bus,
trains and vans. But they could not maintain adequate supply of milk with a
growing demand from urban consumer. The grid brought more supply of
milk to the consumer. The grid brought more supply of milk to the
consumer throughout the year at rational prices.
In order to increase the milk supply and to prevent migration of cattle
to the cities. Plans were drawn to establish. Cattle colonies, but this city
cattle colony project was not successful. Later, five year plans were drawn
to increase milk production. Between 1950 and 1970 the total investment
was around 11,400 million.

SWOT ANALYSIS OF INDIAN DAIRY INDUSTRY

STRENGTHS:
Demand profile: Absolutely optimistic.
Margins: Quite reasonable, even on packed liquid milk.
Flexibility of product mix: Tremendous. With balancing equipment,
you can keep on adding to your product line.

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Availability of raw material Abundant. Presently, more than 80 per
cent of milk produced is flowing into the unorganized sector, which
requires proper canalization.
Technical

manpower

Professionally-trained,

technical

human

resource pool, built over last 30 years.

WEAKNESSES:
Perish ability:
Pasteurization has overcome this weakness partially. UHT gives
milk long life. Surely, many new processes will follow to improve milk
quality and extend its shelf life.
Lack of control over yield:
Theoretically, there is little control over milk yield. However,
increased awareness of developments like embryo transplant, artificial
insemination and properly managed animal husbandry practices, coupled
with higher income to rural milk producers should automatically lead to
improvement in milk yields.
Logistics of procurement:
Woes of bad roads and inadequate transportation facility make
milk procurement problematic. But with the overall economic improvement
in India, these problems would also get solved.

Problematic distribution:
Yes, all is not well with distribution. But then if ice creams can
be sold virtually at every nook and corner, why cant we sell other dairy
products too? Moreover, it is only a matter of time before we see the

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emergence of a cold chain linking the producer to the refrigerator at the
consumers home!
Competition:
With so many new comers entering this industry, competition is
becoming tougher day by day. But then competition has to be faced as a
ground reality. The market is large enough for many to carve out their niche.
OPPORTUNITIES
Failure is never final, and success never ending. Dr Kurien bears
out this statement perfectly. He entered the industry when there were only
threats. He met failure head on, and now he clearly is an example of never
ending successes! If dairy entrepreneurs are looking for opportunities in
India, the following areas must be tapped:
Value addition:
There is a phenomenal scope for innovations in products like
shrikhand, ice creams, pabeer, khoa, flavored milk, dairy sweets, etc. this
will lead to greater presence and flexibility in the market place along with
opportunities in the field of brand building.
Addition of cultured products like yoghurt and cheese lend further
strength both in terms of utilization of resources and presence in the
market place.
A lateral view opens up opportunities in milk proteins through casein,
caseinates and other dietary proteins, further opening up export
opportunities.
Yet another aspect can be the addition of infant foods, geriatric foods
and nutritional.
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Export potential:
Efforts to exploit export potential are already on. Amul is exporting
to Bangladesh, Sri Lanka, Nigeria, and the Middle East. Following the new
GATT treaty, opportunities will increase tremendously for the expertly of
agri-products in general and dairy products in particular.
THREATS:
Milk vendors, the un-organized sector: Today milk vendors are
occupying the pride of place in the industry. Organized dissemination of
information about the harm that they are doing to producers and consumers
should see a steady decline in their importance.
The study of this SWOT, analysis shows that the strengths and
opportunities far outweigh weakness and threats. Strengths and
opportunities are fundamental and weakness and threats are transitory. Any
investment idea can do well only when you have three essential ingredients:
entrepreneurship (the ability to take risks), innovative approach (in product
lines and marking) and values (of quality/ethics). The Indian dairy industry,
following deli censing, has been attracting a large number of entrepreneurs.
Their success in dairying depends on factors such as an efficient yet
economical procurement network, hygienic and cost-effective processing
facilities and innovativeness in the market place. All that needs to be done
is: to innovate, convert products into commercially exploitable ideas. All the
time keep reminding yourself: Benjamin Franklin discovered electricity, but
it was the man who invented the meter that really made the money.
NEED FOR DAIRY DEVELOPMENT

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In India, the land mass is 304.8 million hectares of which the net
cropped area is 1.77 million hectares(1987-88) while the gross irrigated area
as a Percentage of cropped area is 32.8%.
In 1950, the cow and buffalo population was 196 million and had
increased to 247 million by 1985. It had reached above 300 millions in
1994. The country has the largest cattle and buffalo populations in the world
accounting for more than one-sixth of the worlds cow and more than onehalf of the worlds buffalo population.
In 1988, the human population was about 800 million and this has
been growing at 2.2% per annum. Such a large human and cattle population
has to be sustained on a limited land mass which has led to intensive
farming. The serious constraint that the Indian agriculture faces is the
problem of disguised unemployment and the resultant problem of poverty
and inequality of income distribution. Hence development plans have to
prepare for efficient utilization of human, cattle resources for maximum
productivity of land for creating employment opportunities channeling the
unemployed and under-employed into productive works, dairy farming is
much important in serving this purpose.
Dairy farming can also absorb large number of agricultural laborers
and those people who migrated from rural to urban areas in search of
employment opportunities throughout the year. The dairy industry plays a
vital role in improving the rural economy which is mainly agricultural
based. The advantage of dairy industry is that gestation period is very short
and the benefits of developmental activities can be reaped soon.
Advantage of Dairy Industry:
1. Strong procurement.
2. infrastructure
3. Presence of highly skilled manpower and cheap labors.
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4. Large number of processing and allied facilities.
5. Milk production pattern.
India: Worlds Largest Milk Producer:
India has become the worlds no 1 milk producing countries, with
output in 1999-2000 (marketing year ending March 2000) forecasted at 78
million tones. United States, where the milk production is anticipated to
grow only marginally at 71 million tons, occupied the top slot till 1997. in
the year 1997, Indias milk production was on par with the U.S at 71 million
tons. The world milk products in 1998 at 557 million tons would continue
the steady progress in recent years. Furthermore, the annual rate of growth
in milk production in India is between 5-6 percent, against the worlds at 1
percent. The steep rise in the growth pattern has been attributed to a
sustained expansion in domestic demand, although per capita consumption
in modest at 70 Kg of milk equivalent.
ANNUAL MILK PRODUCTION HAS TREBLED
Indias annual milk production has more than trebled in the last 30
years, rising from 21 million tons in 1968 to an anticipated 80 million tons
in 2001. this rapid growth and modernization is largely credited to the
contribution of dairy cooperatives, under the Operation Flood(OF) project,
assisted by many multi-lateral agencies, including the European Union, the
world bank, FAO and WFP (world food program). In the Indian context of
poverty and malnutrition, milk has a special role to play for its many
nutritional advantages as well as providing supplementary income to some
70 million farmers in over 500,000 remote villages.

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Milk production in India
Milk production

Year

(million tons)

2001-02
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10

67.96
71.13
74.57
78.11
81.82
85.72
88.92
91.54
95.87

Worlds top milk producers

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Countries

2008

2009

2010

India
U.S
Russian federation
Pakistan
Brazil
World

74
71
33
22
22
557

71
71
34
21
21
549

68
70
36
20
19
542

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DAIRY DEVELOPMENT IN ANDHRA PRADESH

During industry programs were primarily initiated with the help of
United Nations International Childrens Emergency Fund and Agricultural
organization and freedom from Hunger campaign organization of U.K. these
organizations helped a lot in the establishment of dairy units at Hyderabad
and vijayawada in 1967 and 1969 respectively, which led to pioneer dairy
development in Andhra Pradesh.
With the implementation of operation flood II program in Andhra
Pradesh, the tempo of dairy development has gained momentum, providing
a new thrust for the eradication of poverty and unemployment in rural areas
and brought greater awakening and confidence among milk producers to
manage their own affairs through dairy cooperatives in Andhra Pradesh.
Milk Potential:
Andhra Pradesh has excellent potential for milk production with
progressive farmers who are more receptive to the new technology and
scientific practices. The estimated milk production is 40lakh its per day.
Today a strong wave of white revolution is sweeping creating a new hope of
eliminating socio-economic balance. Andhra Pradesh is poised to be the
dairy land of India playing an important role in National Milk Grid.
Genesis of Andhra Pradesh Dairy Industry:
Planning for organized dairy industry in Andhra Pradesh was
conceived in 1956 and a pilot milk supply scheme was started in 1960-61 as
a preclude for an integrated milk project at Hyderabad and Vijayawada.
UNICEF provided dairy equipment worth Rs.1 crore. The main objective is
linking up and supplying surplus milk from the producing area to the
consuming area.

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Andhra Pradesh Dairy Development Corporation was formed on 24 th
February, 1974 as a state government undertaking for the mission of
industrializing rural dairying. Extensive information was developed to
produce milk from every nook and corner of the state and to tap the
untapped milk sector with in the main objective of generating employment
and opportunities to rural people. It paved a way providing employment to
nearly 15,000 employees and organizes as many as 87 dairy units including
7 milk product factories, 13 district dairies, 22 chilling centers.
More than 3.5 million producers get Rs.20 crores per annum for
supplying milk of which 69% of total beneficiaries belong to small and
marginal farmers, agricultural labor and other working section of rural
community. Every day 8.2 lakh its of milk is collected. Every tenth liter of
milk produced in the country comes from Andhra Pradesh.
Main Aim of Setting up of Dairy Industry in Andhra Pradesh:
The majority of area in Guntur district in our state is having
agriculture as the main source of livelihood. Dairy industry occupies second
place in the earning the livelihood, next only to agriculture. Dairy industry
now has stepped into the cooperative sector to help the small and backward
farmers by making them as partners. This fact is also lucidly explained by
the then Government of Andhra Pradesh.
The expansion of this is to meet the needs of the people and help the
farmers and villages because milk and cattle are among the prime sources of
income for them.
Necessary Conditions for the Success of Cooperative Marketing:
1. Effective control of the organization must remain in the hands of the
farmer members selling their produce through it.

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2. Members must remain loyal to the organization and as a proof of their
loyalty they should sell their products through the organization only.
3. Expenses incurred and profits earned by the organization must be
distributed amongst members on fair and equitable basis.
4. There should be efficient and cost effective transport facilities for the
distribution of milk and milk products to laces where there is good
demand.
5. The processes involved should be innovative, both in the production and
the distribution of the dairy products.

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COMPANY PROFILE
Nothing compares to the goodness of milk. It is the best source of
calcium and vitamin Dtwo nutrients essential for building strong bones.
World over, doctors and health experts recommend two to four servings of
dairy products every day. Even dietitians agree for growing kids and teens
alike, milk is the number one source for these nutrients. Model Milk
Products Pvt. Ltd. is a leading manufacturer and supplier of a wide range
of milk products such as Basundi, Cooking Butter, Curd, Fresh Milk,
Ghee, Junnu, Kalakhand, Paneer, Skim Milk Powder, Sweet Khova,
Sterilized Flavored Milk etc.
Location: The dairy is located on the CHENNAI CALCUTTA National
Highway, NH-5 between Vijayawada and Gannavaram, nearly 13 kilometers
from Vijayawada city, at Nidamanuru, and 7 km from Vijayawada Airport.
ABOUT US - MODEL MILK
Motivation: The difficulties that the citizens of Viajayawada were facing in
the 1990s in getting fresh, processed and hygienically packed milk was
guiding factor in taking the decision to start a milk processing and
distribution unit in the city of Vijayawada, a commercial and educational
hub by Sri Pinnamaneni Dasaradha Ramaiah garu and his two younger sons,
Sri P.Krishna Mohan and Sri P.Dhana Prakash.
List Of Directors: Mr. Dhana Prakash (MBA) and Mr. Sai Kiran (MBA).
About Managing Director: Sri P. Dhana Prakash (MBA) is the Managing
Director and he is also Director for the Nagarjuna Hospitals, Kanuru,
Vijayawada and Chairman for Heal Paradise, A Charitable Trust.

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The Project Takes Shape : Having thought and worked on the idea of
starting a milk processing and packing plant, the team pushed it up to the
establishment of a model dairy plant, initially to handle 10,000 liters of milk
per day with all the required equipment facilities and infrastructure and was
christened as Model Dairy Pvt.Ltd.
The Growth and Performance : With continuous and untiring efforts for
expansion in the various areas like milk procurement, processing facilities
and distribution the handling of the dairy reached 75000 liters per day by the
year 2007.
The Dairy processes, packs and distributes milk with different fat
percentages, as per the norms in vogue to cater for the needs and paying
capacity of the consumer. The milk is packed in 500ml and 200ml capacity
sachets by automatic, form fill and seal packing machines untouched by
hand. Milk is also supplied for bulk users like Institutions, hotels and
functions in 40 liters and 20 liters aluminum or plastic cans.
Of the satisfied customers, 80% buy on daily basis, and our dedicated sales
agents and delivery boys bring the packets to the customer's door steps.
To keep pace with the consumer demand for hygienically made and packed
milk products, the Model Milk Products Pvt.Ltd.( MMPPL), a sister concern
of the Model Dairy Pvt.LTd.(MDPL) with a different Management and
facilities but the same Managing Director Sri P.Dhana Prakash was
established in the year 1994.
Model dairy has its own company out lets for selling the products @
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production cost only in all the Plants locating in Krishna district, East &
west Godavari districts,Prakasam districts. Customers can order for bulk
orders from these outlets also.
MODEL MILK PRODUCTS
A large number of products semi instant skim milk powder, ghee, cup
packed and a sachet packed curd a specialty product POT Curd, butter
milk , paneer, Sweet khoa, Milk pasand, indigenous junnu, and flavored
milk are processed and packed in the Model Milk Products Pvt.Ltd. Most of
the above products are common place items excepting Junnu and Pot Curd.
The indigenous junnu: This is made from cloistral milk added with milk,
SMP, Jaggery and flavoring and additives with treatment & cold stored.
Curd : The pot curd Munta Perugu is a delicacy very much in demand
in functions for dinners and is made in prewashed, sanitized earthen pots of
125 grams and kept in refrigerated storage, till delivery.
Contact Us
MODEL MILK PRODUCTS PVT. LTD.
Nidamanuru, Vijayawada - 521104, Andhra Pradesh, India
Mr. P. Dhana Prakash (Managing Director)
Mobile : +919848122111, +919666924999
Phone : 91-866-2842777/2842396
Fax : 91-866-2842111

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Company Profile
Business Type
Manufacturer , Supplier
Primary Competitive Advantages
Premium quality

No of Staff
Year of Establishment
No of Production Lines
Investment
on
Manufacturing
Equipment
Production Type
No of Engineers
Product Range

Timely delivery

Nutritious and tasty

Strategically located

Cost effective solutions

300
1994
1
Rs. 5 crore

Standard Certification

Fully automatic
3
Basundi
Cooking Butter
Curd
Fresh Milk
Ghee
Junnu
Milk Kalakhand
Paneer
Skimmed Milk Powder
Sweet Khova
Sterilized Flavoured Milk
ISO 9001:2000 & ISO 22000-

Daily Production Capacity

20005
75,0000 litres.

Krishna milk union is a district milk producer co-operative came

into existing in July 1983, registered MODEL MILK PRODUCTS PVT.
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LTD..

It took over the management ongoing dairy activities Krishna

district of Andhra Pradesh during February 1985.

Krishna milk union

currently 515 functional dairy co-operations in villages and introduced from

various chilling centers and district routes.
Processing:
Milk processing of milks it done by pasturing and chilling the milk at
certain temperatures.

The fat % and chilling the milk at certain

temperatures, the fat % and SNF % is standardized accordingly for various

types of milk the remaining milk is sent to by products section to produce
various products.
Production:
In the production section, the milk and milk products are produced.
The excess milk is converted into skim milk powder (SMP) to meet the
demand to learn seasons.
Sales:
Indents received from various boots and parlors. Depending on the
Indents, the consolidated reports are raised.

These reports are sent to

various sections. Reconciliation statements are prepaid according to the

indents and the details of stock delivery are maintained for various parlors,
boots and institution. Andhra Pradesh has prominent place in the dairy of
India. Dairy and milk supply has been given importance in the five year
plans of the state. Not only with a view has help had the farmer to improve
their income had it enabled.
Integrated Milk Projects:
A scheme viz., the integrated milk project, Hyderabad and
VIJAYAWADA at a cost of Rs.4.35crores has been setup to make full
utilization of the surplus milk of the area. Milk products plant at a capacity
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of 1, 25,000 liters per day in the first phase 2, and 50,000 liters per day at
VIJAYAWADA respectively.
Milk product factory, VIJAYAWADA area of site 27.3 acres, the value
of factory building Rs. 4,00 lakes, money given by UNICEF for machinery
Rs.53lakhs, cost of investment on number of worker 1538. At present
yearly earnings are Rs. 56crores and annual turnover Rs. 60crores. In the
year 1983-84 the annual turnover is about 19.4 corers and total staff is
2,064.
Chilling Centers:
The VIJAYAWADA milk products factory has set up ten chilling
centers, which are given under center, have been producing chilled milk for
the composition of the various segments of the consumers. Chilling centers
use very successful to milk products factory. Fallowing are centers in
Krishna District under the control of VIJAYAWADA milk products factory:
Pamarru
Hanuman Junction
Veeranki lock
Gudlavalluru
Chikollu
Tiruvuru
Gannavaram
Vuyyuru
Kaikaluru
kankipadu

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CAPACITIES:
Milk
Ghee
Butter
Milk Powder
Refrigeration Capacity
Steam Generation
Milk Packing
Chilling
Processing

1,50,000 liters per day

5 tonnes per day
7 tonnes per day
4 tonnes per day
1.5 tonnes per day
13 tonnes per 1 prt
1, 25,000 packets per day
1, 50,000 liters per day
1, 50,000 liters per day

TRANSPORT:
There are about 25 vehicles in transport organization, milk products
factory, Vijayawada.
Road Tankers
- 4 tanks of 13,000 liters capacity
- 4 tanks of 1,000 liters capacity
3 distribution vehicles for sales
6 inspection vehicles
1 cash van
In addition to these 25 vehicles, some vehicles are taken hire from
private transporters for distribution of milk.
The milk feed to chilling centers and far off places like
Visakhapatnam, Nellore, and Chittor is being transported by the road
tankers. It is also transported to all metropolitan cities of Delhi, Mumbai,
Calcutta and Chennai through the insulated tankers.

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Research and Development:
The Indian Council of Agricultural Research has started a research
scheme during the period 1970-70 to undertake research on milk products.
Under this scheme soft cheese, butter, milk powder curd, dooth peda, ice
cream mix, butter etc. are, manufactured.
Need For Expansion:
With the introduction of the baby food, the mllk handling capacity
has been reduced to about 80 to 85 thousand liters of milk in view of the
sugar content added in manufacture of the baby food.

Therefore it is

proposed to expand the present plant by adding additional buildings in the

existing vacant area adjacent to the transport section. This will enable the
factory to handle 1.5 lakh liters per day.
MANAGEMENT:
1. Management of the company shall consist of Board of Directors,
Chairman and Managing Director.
2. The chairman and Managing Director.
3. Nominee of the Government of Andhra Pradesh if the Government of
Andhra Pradesh is a member.
4. Chairman of the Board of Directors shall preside over general
meeting. In case of this absence the meeting shall be conducted by a
chairman from amongst the members present.
5. The general body shall be called once a financial year with in greater
ending on 31 December. This shall be Annual General Meeting.
6. A special general body meeting may be called at any time by a
majority vote of Board of Directors and shall be called within one

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month at least 1/5 of the members of federation or by the registrar of
cooperative societies.
Provision under Act:
1. Subject to such resolution as the general body may from time to time
pass. The execution management of the union shall consist of not
more than 17 members as detailed below.
a. 2 elected representative of affiliated 30 societies.
b. 3 Government nominees.
c. Registrar of cooperative societies or his nominee.
2. Director of Animal Husbandry or his nominee.
3. Managing Director, A.P dairy development corporation or his
nominee.
a. One to be adopted by the board from the experts in milk
business.
b. Nominee of financing agency.
c. As soon as the election of the members of the board over, they
shall meet and elect a chairman and vice-chairman who will
hold office for one year. The election of chairman and vicechairman is to be held, in the same manner every year
immediately after the general body meeting in which the
remaining vacancies of directors filled up.
Board of Directors:
The board consists of the following.
Chairman of the affiliated union enrolled as members.
Registrars of the cooperative societies.
One nominee of the financing agency.

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Managing director of the federation.
3 nominees of the State Government representing interest of dairy
development.
Any member nominated to the board may at any time resign from his
office by sending a letter to Government and such resignation shall come
into effect from the date on which it is accepted by the Government.
The Government shall nominate the chairman of that board from time
to time. The secretary of the Government dealing with dairy development
shall be the vice-chairman of the board. All the members of the board,
except managing director and chairman of the federation shall be honorary.
Managing Director:
The Managing director shall be appointed by the Government from
time to time upon such terms and conditions as the Government thinks fit
and the Government extends such terms as it may due necessary and
expedite.
Milk Procurement in Mpf- Vijayawads
Milk procured twice a day from 600 villages in the district among
these 600 centers about 195 registered societies under ANAND pattern. A
good milk procurement infrastructure has been developed for the last
several years in the district. It is envisaged to open certain centers to boost
up milk production with more and more active participation of the milk
producers under operation flood. II program and substantial improvement
in milk production is envisaged in near future.
Milk Supply:
Milk products factory Vijayawada supplies milk in Vijayawada and to
near towns in liter and 1 liter sachets. Bulk milk supplies to Hospitals,
hostels and other institutions, besides regular market milk supplies, Milk
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products Factory, Vijayawada dispatches milk to Madras, Hyderabad and
Calcutta.
ORGANIZATIONAL STRUCTURE
Organization structure is the basic frame work of which the
managers decision making behavior takes important place. It basically
deals with relationships. It is an established pattern of relationships among
the components of the organizations. It is the pattern in which various
components are interrelated or interconnected. This prescribes the
relationships among various positions since the positions are held by various
people within the organization. Organizational structure is the totally of
both formal and informal relationships. The organization structure involves
the fallowing steps.
1. Identification of activities.
2. Group of activities
3. Delegating of authority.
In the KDMPCUL organizational structure, chairman is the head of
Board of Directors. General Manager will be under the control of Board of
Directors. The General Manager has various lends created under him like
Plant Manager, Production Manager, Accounts Officer, Personnel Officer,
Sales Manager, Medical Officer, Quality Control Officer etc.,
Every manager delegates authority to subordinates. It is visible that
there is proper understanding and coordination among all departments of the
Organization. This harmonious relationship between the departments leads
to facilitate efficient management and effective communication. Optimum
use of Organizational resources.

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THEORETICAL FRAME WORK OF TRAINING AND
DEVELOPMENT
Any organization that is that likely to be dynamic growth oriented
has to pay attention to the development of its Human Resources. Human
Resources development for workers has been attempting in a limited way
earlier in recent years the professionals as well as academicians have echoed
the need for HRD for workers constitute a major resource in any
organization and therefore any negligence to develop and nurture.
Intellectual, Psychological, social and cultural aspects, and higher level of
achievement, motivation and self-management skills.
Training and development activities are the main mechanisms
through which individual and aspirations can be achieved with
organizational goals and requirements. When training and development
efforts are liked with the organizational requirements and carried out in a
systematic manner throughout the organization, results in organizational
development.
Definition:
Training:
Training is a process of programmed behavior. It is application of
knowledge. It gives people an awareness of the rules and procedures to
guide their behavior. It attempts to improve their performance on the current
job or prepare them for intended job.
The term training may be defined as a process by means of which the
aptitudes, skills and capabilities of individual employees to perform specific
jobs are increased.

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Development:
Development is highly individual oriented. It covers not only those
activities. Which improve job performance, but also those, which bring
about growth or the personality help individual in the progress towards
maturity and actualization of their potential capacities so that they become
not only good employees but better men and women development would
include both raining to increase skills in performing a specific job and
education to increase general knowledge and understanding of the total
environment. In organizational terms it is intended d to equip persons to
earn promotion and hold greater responsibility. The term development may
be defined as the nature & direction of change included among employees
through process of education and training.
NEED FOR TRAINING:
1.

To Increase Productivity:
Instructions can help employees increase their level of performance

on their present assignment. Increased human performance often directly

leads to increased operational productivity and increased company profit.
Again increased performance and productivity, because of training are most
evident on the part of the employees.
2.

To Improve Quality:
Better-informed workers are likely to make operational mistakes.

Quality increase may be in relationship to accompany product or service or

in reference to the intangible organizational employment atmosphere.
3.

To Improve Health & Safety:

Proper training can help prevent industrial accidents. A safer work

environment leads to stable mental attitudes on the part of the employees

managerial mental state would also improve if supervisors know that they
can better themselves through company-designed development programs.
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4.

To Help A Company Fulfill Its Future Personnel Needs:

Organizations that have a good internal educational programmer

will have to make less drastic manpower changes and adjustments in the
event of sudden personnel alternations.
5.

Employee Specification:
Every management finds deviations between employees present

specification in with the job requirements and organizational needs.

Training is needed to fill these gaps y developing and molding the
employees skill knowledge, attitude, behavior etc., to the tune of the job
requirements and organizational needs.
6.

Change In The Job Assignment:

Old employees need refresher training to enable them to keep

abreast of the changing methods, techniques and use of sophisticated tools

and equipment. New or badly labor requires detailed instructions for an
effective performance of a job.
IMPORTANCE OF TRAINING:
Training is the corner-tone of sound management for it makes
employees more effective and productive. It is actively and intimately
connected with all the personal or managerial activities. It is integral o part
of the whole management program with all its functionally interrelated.
Training is a practical and vital necessity. A part from the other
advantages. It enables employees to develop and rise within the organization
and increase their market value earning power and job security. The
management is benefited in the sense that higher standards of quality are
achieved a satisfactory organizational structure is built-up authority can be
delegate and stimulus for progress applied to employees.

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Training is a widely accepted problem- solving device indeed: our
national superiority in manpower productivity can be attributed in no small
measure to the success of our educational and industrial training
programmers.
1.
2.
3.
4.
5.

Better performance of employee

Boosting employee morale
Reduction in supervision
Fulfill manpower needs of the organization
Increasing the organization stability and Flexibility

RESPONSIBILITY FOR TRAINING

TRAINING IS THE RESPONSIBILITY OF FOUR MAIN GROUPS.
1.
2.

The top management which frames the training policy.

The personnel department which plans establishes and evaluates

instructional programmers.
3.
Supervisors, who implement and apply developmental procedure,
4.
Employees, who provide feedback, revision and suggestions for
corporate educational endeavors.
According to Prof. JHON MEE, the work of training should be done
at two levels.
1.
The training department should assume the primary responsibility for
the instruction of trainers in methods of teaching for normal orientation of
the training supervisors on human relations of the development of
executives of cooperative education in schools and colleges and for the
general education of employees.
2.
Line supervisors and employees should carry the bulk of teaching
load in the following areas.
a)
On the job instruction of employees
b)
Instruction in the technical and professional aspects of a business.
c)
As a part of an over-all training programmer. It is needless to say that
the top line executive has responsibility for
1.
Authorizing basic training policies.
2.
Reviewing and approving the board outlines of training plans and
programs.
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PRINCIPLES OF TRAINING
Training is a continuous process and not a one shot affair and
since it consumes time and entails much expenditure. It is necessary that a
training program or policy should be prepared with grate though and care.
Moreover It must guard against over-training, use of poor instructions too
much training as skills which are unnecessary for a particular job, intimation
of other company training programmers misuse of testing techniques
inadequate tools and equipment and over reliance on one single technique.
E.g. On slide pictures or lecturers are enough on practice.
The selected trainer should be an who clearly understands his job and
has professional expertise has an aptitude and ability for teaching possesses
a pleasing personality and a capacity for leadership is well versed in the
principles and methods of training and is able to appreciate the value of
training in relating to an enterprise.
Trainees in work organization tend to e most responsive to training
programmers. When they feel the need to learn i.e., the trainee will be
more eager to learn training if training promises answers to problems
or needs e as an employee.
In the long run awards tend to be more effective for changing
behavior and increasing ones learning than punishments.
Rewards for the application of learned behavior are most useful when
they quickly follow the desired performance.
Negative reinforcement though application of penalties and heavy
criticism following inadequate performance may have a disruptive
effective upon the learning experience of trainee than positive
reinforcement.
The National Industries Conference Board, U.S.A. states some other
principles like the following.
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a)
b)

The first step in training is to determine needs and objectives.

The objectives and scope of training plan should be defined before its

development and co-operative action.

c)
The techniques and processes of a training program should be related
directly to the needs and objectives of an organizational.
d)
Training is properly the responsibility of anyone in the management
who wants to attain a particular objective.
e)
To be effective, training must use the tested principles of learning.
f)
Training should be conducted in the actual job environment to the
maximum possible existent.
STEPS IN TRAINING PROGRAM:
Training programs are a costly affair and a time consuming process.
Therefore they need to be drafted very carefully. Usually in the organization
of training programs. The following steps are considered necessary.

Identification of training needs.

Designing training program.
Conducting training program.
Evaluating training program.

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IDENTIFICATION OF TRAINING NEEDS:
WILLIAN BERLINER and WILLIAM MCLARNEY say that discovering
training needs involves five tasks.
A

Take description analyses:

1.

List of the duties and responsibilities or tasks of job under

consideration using the job description as guide.

2.

List of the standards of work performance on the job.

Determining training needs:

1.

Compare actual performance against the standards.

2.

Determine what parts of the job are giving the employee trouble-

where is the falling down in his performance.

3.

Determine what kind of training is needed to overcome the specific

difficulty or difficulties.
The training manager cannot do the exercise of training needs
identifications himself. He has to necessarily take the assistance of line
managers.
A

TASK DESCRI PTION ANALYSES:

The job or task analysis aims at determining what constitutes

the job. The methods that are used on the job and the human skills required
to perform the job adequately. The job or description that results lays out the
requirements of task in terms of actual duties to the performed. The job
specification lists the human skills and knowledge required.
B

DETERMINING TRAINING NEEDS:

Training needs may be discovered or identified for the new as

well as the present and for solving the specific problems.

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SOURCES FOR IDETIFIYING TRAINING & DEVELOPMENT
NEEDS OF INDIVIDUALS ARE:
PERFORMANCE APPRAISAL:
An analysis of the past performance records of the perspective trainee
and comparing his actual performance with the target performance may
provide clues to specific skills that may need development.
QUETIONNAIRES:
These may be used for eliciting opinions of the employees on
topics like communications satisfaction. Job characteristics their attitudes
towards working conditions promotion policies etc. these will reveal
information where any employee skills and knowledge are deficient.
PERSONAL INTERVIEWS:
Interviewing personnel and direct questioning and observation
to the employee by his superior may also reveal the training needs.
MANAGEMENT REQUEMST:
The superiors and managers may made specific may made
specific request for setting training programs through this method is simple
and correct evaluation of employees performance deficiencies can be made
but often such recommendations may be built on faulty assumptions and
requests may not coincide with each other or organization goals.
IDENTIFYING SPECIFIC PROBLEMS:
Such problems are productivity high cost, poor material
control, excessive scrap and waste excessive violation of rules of conduct
high employee turnover and transfer excessive absenteeism. Accidents,
discouragement, struggling with the job met and delayed production.
Problems like these suggest the training may be necessary. For this the task
ad the workers should be closely observed and the difficulties found out.
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DESIGNING TRAINING PROGRAMM:

The first step in designing training program is setting
objectives. An objective is a statement describing the knowledge or skill that
the trainee is to acquire as a result of the training. The objective provides.
a)
b)

A record of conditions that existed before the training.

A basis for evaluation of training.

CONDUCTING TRAINING PROGRAMM:

Conduction a training program requires considerable effort and
co-ordination. They should bear in mind the following points to ensure the
success of the training program.
THE TRAINER:
Choice of faculty is critical to the success of a training
program. The coordinator must ensure that the selected trainee has the
necessary general, technical and specialized knowledge of the subject that
his experience and skill are reflected in handling the working sessions. New
ideas, observation powers a questioning mind and willingness to
experiment.
THE TRAINEES:
It should be ensured that the trainees have the necessary
background experience, intellectual and physical capabilities, diagnostic and
application skills and personality characteristics required. Above all care
should be taken to see that the trainee form a fairly homogeneous group
with respect to the past experience, knowledge and potential for learning. So
as to avoid too much disparity in the group.
THE CURRICULUM:

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The curriculum should be designed for the optimal utilization
of resources available towards the achievement of the program objectives.
One should therefore, ensure the relevance of the curriculum to the in
respect of its degree of complexity.
THE TRAINING MATERIAL:
Care should be taken to ensure the relevance and suitability of
training material the media for presentation of the subject under
consideration. It has to be decided whether the material should be given
before or after the training program.
THE METHODS AND TRCHNIQUES:
The training methods and techniques should contribute to
maintaining interest and high degree of participation and are capable of
inducing a transfer of knowledge and skills.
THE TIMING AND SEQUENCE:
The should be ensured that the timing and we sequencing of
sessions are suitable with regards to the training objectives. Which they are
done depending upon the quality of the material to be covered.

The

availability of trainees and the contents.

LOCATION:
In selecting the venue for training. The adequacy of the room
ventilation, relative freedom form noise and disturbances and overall
comfort should be sought. It should be ensured that the location is worth the
cost and that the surroundings are adequate to create a training environment.
THE PHYSICAL FACILITIES AND TRAINING EQUIPMENT:
The availability of certain basic facilities e.g. overhead
projector etc., should be ensured. As a large number of activities have to be
coordinated a checklist can be maintained for effective follow up.
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EVALUATION TRAINING PROGRAMM:
Evaluation is the systematic collection and assessment of
information for deciding how best to utilize available training resources in
order to achieve organizational objectives. The evaluation process normally
starts right from the stages when the training is in the progress. The process
will thus help the program designers to change the content of the program to
match the participants expectations and objectives. The evaluation is
known per-training evaluation intermediate evaluation is done when training
is in progress. This can be done on a day-to-day basis or at the training.
Post-training evaluation serves two purposes:
a.
b.

Behavior change and

The results achieved

This is done during a period ranging from 3 months to 1 year after the
training.
TECHNIQUES OF EVALUATION:
There are various methods by which the participation reaction
of a program is evaluated. Some of them are as follows.
OBSERVATION:
The trainer or coordinator may sit in a corner and observe
whether the program is proceeding on right lines to achieve the desired
objective. Whether any corrective steps are required etc., this evaluation is
quite subjective as it is based on the observers assumption.
INTERVIEW:
The trainer of coordinator interviews the participants either
during or at the end of the program to take feedback is that it is straight from
participants o trainers. Also the feedback is free flowing. It is not a
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structured system as in the case with the questionnaire method. Sometimes
trainees are not prepared to give adverse feedback in the questionnaires and
only positive feedback in the questionnaires and only positive feedback is
provided.
QUETIONNAIRE:
Two types of questionnaires are generally used. Open-ended
and closed-ended an open-ended and close-ended. An open-ended one
requires participants to answer on a wide-range measuring scale.
TRAINING METHODS:
There area ranges of teaching methods available to a trainer.
Each method has its own advantage and disadvantages in terms of the
objective of a particular training program or training situation. It is difficult
to establish whether one method of instruction is superior o another. Each
method has its use n a training program.
The list of training methods is as follows:
1.
Training in the field, on-the job:
Apprenticeship
In-Plant Training
Craftsmanship Training.
2.
Simulating Real Life Situations:
Role Playing
Business Games
In-Basket Training
3.
Laboratory Training:
Sensitivity training- T group or L group
Transactional analysis
4.
Real Life Sampling:
Critical incident method
Case study method
5.
Individualized training or counseling:
Practicing specific skills
Reading an written assignments
Postal tuition
Programmed instruction
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6.

Discussion methods:
Syndicate methods

TRAINING METHODS:
As a result of research in the field of training, a number of
programmes are available. Some of these are new methods, while others are
improvements over the traditional methods.

The training programmes

commonly used to train operative and supervisory personnel are discussed

below. These programmes are classified into On-the-job and Off-the-job
training programmes as given below.

TRAINING METHODS

On-the-job
Methods

Off-the-job
Methods

1. Job rotation

1. Vestibule training

2. Coaching

2. Role playing

3. Job instruction
4. Training through

On-the-job Training
5. Step by step

3. Lecture methods
4. Conference or discussion
5

Programmed Instruction

This type of training, also known as job instruction training, is the

most commonly used method. Under this method, the individual is placed
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on a regular job and taught the skills necessary to perform that job. The
trainee learns under the supervision and guidance of a qualified worker or
instructor.

On-the-job training has the advantage of giving first hand

knowledge and experience under the actual working conditions. While the
trainee learns how to perform a job, he is also regular worker rendering the
services for which he is paid. The problem of transfer of trainee is also
minimized as the person learns on-the-job. The emphasis is placed on
rendering services in the most effective manner rather than learning how to
perform the job.

On-the-job training methods include job rotation,

coaching, job instruction or training through step-by-step and committee

assignments.
1. Job Rotation: This type of training involves the movement of the trainee
from one job to another. The trainee receives job knowledge and gains
experience from his supervisor or trainer in each of the different job
assignments.

Though this method of training is common in training

managers for general management positions, trainees can also be rotated

from job to job in workshop jobs. This method gives an opportunity to the
trainee to understand the problems of employees on other jobs and respect
them.
2. Coaching: The trainee is placed under a particular supervisor functions
as a coach in training the individual. The supervisor provides feedback to
the trainee on his performance and offers him some suggestions for
improvement.

Often the trainee shares some of the duties and

responsibilities of the coach and relieves him of his burden. A limitation of

this method of training is that the trainee may not have the freedom or
opportunity to express his own ideas.

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3. Job Instruction: This method is also known as training through step by
step. Under this method, trainer explains the trainee the way of doing the
jobs, job knowledge and skill and allows him to do the job. The trainer
appraises the performance of the trainer, provides feedback information and
corrects the trainee.
4. Committee Assignments: Under the committee assignment, group of
trainees are given and asked to solve an organizational problem.

The

trainees solve the problem jointly. It develops team work.

Off-the-job Training:
Under this method of training, trainee is separated from the job
situation and his attention is focused upon learning the material related to
his future job performance.

Since the trainee is not distracted by job

requirements, he can place his entire concentration on learning the job rather
than in spending his time in performing it. There is an opportunity for
freedom of expression for the trainees.
Off-the-job training methods are as follows:
1. Vestibule Training: In this method actual work conditions are simulated
in a classroom. Materials, files equipment those are used in actual job
performance are also used in training. This type of training is commonly
used for training personnel for clerical and semi-skilled jobs.

2. Role

playing: It is defined as human interaction that involves realistic behavior

in imaginary situations. This method of training involves action, doing and
practice.
The participants play role of certain characters, such as the production
manager, mechanical engineer, superintendents, Maintenance engineers,
quality control inspectors, foremen workers, and the like.

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3. Lecture method: The lecturer is a traditional and direct method of
instruction. The instructor organizes the material and gives it to a group of
trainees in the form of a talk. To be effective, the lecture must motivate and
create interest among the trainees. An advantage of lecture method is that it
is direct and can be used for a large group of trainees. Thus, costs and time
involved are reduced.
4. Conference or discussion:

It is a method in training the clerical,

professional and supervisory personnel. This method involves a group of

people who pose ideas, examine and share facts, ideas and data, test
assumptions, and draw conclusions, all of which contribute to the
improvement of job performance.
5. Programmed Instruction: In recent years this method has become
popular.

The subject matter to be learned is presented in a series of

carefully planned sequential units. These units are arranged from simple to
more complex levels of instruction.

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DATA ANALYSIS & INTERPRETATION

Table No. 1
EMPLOYEE FEELINGS ABOUT WORK PLACE
Feelings about work place
Very Good
Good
Average
Poor
Total

No. Of Respondents
20
50
20
10
100

Percentage
20
50
20
10
100

INTERPRETATION:
Table No.1 shows about 50% of Respondents stated that
the existing work place is Good. It is followed by 10% of the respondents
stated that the existing work place is poor. Whereas 20% of the respondents
stated that the existing work place is Average, While 20% of the respondents
expressed that the existing work place is very good.
Table No.2
HOW YOUR COLLEAGUES MOVE WITH YOU

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A bout
Colleagues
Friendly

No. of
Respondents
30

percentages
30

Supportive

49

40

Competitive

11

20

Non supportive

10

10

Total

100

100

INTERPRETATION:
Tables No.2 shows about 49% of Respondents stated that the
colleagues move supportive. It is followed 30% of the respondents stated
that they are friendly. Whereas 11% of the respondents stated that they are
Competitive. Where as 10% of the respondents state that colleagues are not
supportive.
Table No. 3
HOW DO YOU FEEL ABOUT TRAINING PROGRAMM
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About Training
Programmers

No. of
Respondents

Percentage

Very Good

25

25

Good

50

50

Average

20

20

Poor

15

15

Total

100

100

INTERPRETATION:
Tables No.3 shows about 50% of respondents are stated that the
training program is good. It is followed by 25% of the respondents stated
the very good. Where as 20% of the respondents stated that average, while
15% of the respondents expressed that the training programme is poor.
Table No.4
ATTENDANCE TO ALL THE TRAINING SESSION
Responses

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No. of respondents

Percentage

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Yes

75

75

No

25

25

Total

100

100

INTERPERTATION:
Table No.4 shows about 75% of the respondents stated that they
attended all the training sessions, While 25% of the respondent stated that
they did not attend all the sessions of the training.
Table No.5
TIME IS GIVEN TO ATTEND THE TRAINING PROGRAMM
Responses
Yes
No
Total

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No. of Respondents
75
25
100

Percentage
75
25
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INTERPRETATION:
Table No.5 narrates that 75% of the respondents stated that time is
given to before conduct the training, While 25% of the respondents stated
that they do not get time.

Table No.6
METHODS OF TRAINING UNDERGONE
Responses
On the job
Off the job
Total

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No. of Respondents
70
30
100

Percentage
70
30
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INTERPRETATION:
Table No.6 shows about 70% of the respondents stated that they
undergone on the job training program in the organization where as 30% of
the respondents expressed they undergone the off the job training program.

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Table No.7
HOW DID YOU FIND QUALITY FOR THESE PROGRAMM TO BE
Quality of Training Programmes No. of Respondents Percentage
Poor
10
10
Good
60
60
Average
30
30
Total
100
100

INTERPRETATION:
Tables No.7 shows about 60% of respondents stated that the quality
of the programme is good. It is followed by 30% of the respondents stated
the average. Where as 10% of the respondents stated the poor.

Table No. 8
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REASONS FOR TRAINING / DEVELOPMENT
Responses
Out self interest
Training need identification
It was a compulsion
Total

No. of Respondents
50
30
20
100

Percentage
50
30
20
100

INTERPRETATION:
Table No.8 about 50% of the respondents stated that they are out of
self interest and 30% of respondents stated that they need training
identification while 20% of respondents are it a compulsion.

Table No.9
SATISFACTION ON KIND OF TRAINING / DEVELOPMENT
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Responses
Good
Average
Below average
Poor
Total

No. Of Respondents
20
60
15
5
100

Percentage
20
60
15
5
100

INTERPRETATION:
Table No. 9 shows about 60% of the respondents expressed that the
kind of training / Development program are average. Where as 15% of the
respondents expressed that below average. Where as 5% of the respondents
expressed that poor, while 20% of the respondents mentioned that of
tainting /Development Program is good.
Table No. 10
TRAINING PROGRAMME IS CONDUCTED
Responses
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No. Of respondents Percentage

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Every month
Every 3 months
Every 6 months
Yearly once
Total

10
20
45
25
100

10
20
45
25
100

INTERPRETATION:
Table No.10 shows about 25% of the respondents conducted
programme yearly once. Where as 45% of the respondents conducted
programme every 6 months. Where as 20% of the respondents conducted
every 3 months, While 10% of respondents conducted programme every
month.
Table No. 11
WORKING CONDITIONS BEFORE TRAINING
Responses No. Of respondents Percentage
satisfactory
50
50
Normal
40
40
Dissatisfied
10
10
Total
100
100
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INTERPRETATION:
Table No.11 shows about 50% of the respondents are working
condition satisfactory. Where as 40% of the respondents are working
condition normal, while 10% of the respondents are working condition
dissatisfied.

Table No.12
DO YOU ACQUIRED SPECIAL SKILLS
Responses
Yes
No
Total

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No. of Respondents
60
40
100

Percentage
60
40
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INTERPRETATION:
Table No. 12 reveals that 60% of respondents agreed that the acquired
the special skills. While 40% of the respondents stated that they have not
acquired the special skills.

Table No.13
MANAGEMENT WAS SHOWED THE INTEREST REGARDING
EMPLOYEE TRAINING / DEVELOPMENT

Responses

No. of

Respondents
Very Good 10
Satisfied
40
Average
50
Total
100
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Percentage
10
40
50
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INTERPRETATION:
The Table No. 13 shows about 50% of the respondents stated that
management interest on employee training/ development is average. It is
followed by 40% of the respondents stated satisfied. While 10% of the
respondents stated that very good.
Table No. 14
USAGE OF MATERIAL FOR TRAINING / DEVELOPMENT

Responses
Audio Visual
Charts
Reading Material
None of above
Total

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No. Of
Respondents
20
25
40
15
100

Percentage
20
25
40
15
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INTERPRETATION:
The Table No. 14 shows about 40% of the respondents stated that
reading material dues used for training /Development. While 20% of the
respondents stated that Audio Visual. It is followed by 25% of the
respondents are charts and stated that where as 15% of the respondents are
none of the above.
Table No. 15
TRAINING / DEVELOPMENT PROGRAMME ARE WORTH
WHILE

Responses

No. of

Respondents
Worthy
36
Partly worthy
56
Not worthy
8
Total
100

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Percentage
36
56
8
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INTERPRETATION:
The table No.15 narrates that 36% of the respondents stated that
training / Development programmes are worthy. While 36% of the
respondents stated that worthy. It is followed by 8% of the respondents
stated that training programmes are not worthy.
Table No. 16
DO YOU PREFER THE JOB ENRICHMENT / JOB ROTATION

Responses

No. Of

Percentage
Respondents
Job Enrichment 76
76
Job Rotation
24
24
Total
100
100

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INTERPRETATION:
The Table No.16 reveals that 76% of the respondents stated that they
prefer the job enrichment. While it is followed by 24% of the respondents
stated that they prefer Job Rotation.

Table No.17
TRAINING CAN IMPROVING ANY EMPLOYED PERFORMANCE

Responses
Yes
No
Total

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No. of

Percentage

Respondents
72
72
28
28
100
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INTERPRETATION:
The Table No.17 above clearly shows that 76% of the respondents
stated that training can helps to improve the employees performance. While
24% of the respondents expressed that training cannot help the performance
improvement.

Table No.18
MEMBERSHIP IN ANY TRAINING AGENCY

Responses
Yes
No
Total

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No. Of

Percentages
Respondents
30
30
70
70
100
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INTERPERTATION:
The above table depicts that 30% of the respondents stated that they
have membership in the training agency. While 70% of the respondents
expressed that they have not membership in any agency.

FINDINGS
1. It is observed from the study majority of the employees undergone on
the job training.
2. The training progammes are observed reasonably well to certain
extent to the job requirement.
3. The employees are satisfied with the existing training programmes at
MODEL MILK PRODUCTS PVT. LTD..,, and they express that they
acquired special skills through training.

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4. The management of MODEL MILK PRODUCTS PVT. LTD..,., are
showing interest towards conducting train and development
programmes to the employees.
5. It is observed from the study majority of employees felt existing work
place is good.
6. It is observed that colleagues are more supportive.
7. It is observed that employees attended all the training sections.
8. It is observed that quality of the training programme is good.
9. It is observed that time is given to attend the training programme.
10.The training and development programmes at MODEL MILK
PRODUCTS PVT. LTD..,., mainly intended to improve the
employees performance and job enrichment.
11.It is observed that the training programmes are conducted for every 6
months.
12.In training and development materials are used for giving training to
the employees.

SUGGESTIONS

1. The company may be suggested to undertake off-the job training to

certain areas along with on the job training.
2. There is a need to select suitable training programmes rightly suited
to the jobs.
3. Since the employees are satisfied with existing training programmers
the same may be continued.
4. The management of MODEL MILK PRODUCTS PVT. LTD..,.,
should continue the same interest towards the training and
development programmes in future also.

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5. It is suggested that The Training programmes should not be neglected
as it improves the skills.
6. Updated materials of training is used.
7. Good quality training programmes are given to gain skills through
training.
8. Proper awareness and motivation should be created to the employees
for the successful implementation and maintenance of training and
development programmes at span systems

QUESTIONNAIRE ON TRAINING & DEVELOPMENT

1. How you feel about your work place?
a) Very Good
c) Average

b) Good
d) Poor

2. How your colleagues move with you?

a) Friendly

b) Supportive

c) Competative

d) Non supportive

3. How do you feel about your Training Programs ?

a) Very Good

b) Good

c) Average

d) Poor

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4. The training sessions attended by you were?
a) Yes

b) No

5. Is there proper time to give training?

a) Yes

b) No

6. Which training have you undergone?

a) On the job Training

b) Off the job Training

7. How did you find the quality of these programm to be?

a) Poor

b) Good

c) Average
8. The reason for attending such a programme was
a) Out of self interest

b) Training need Identification

c) It was a compulsion
9. Were you satisfied with the kind of training you were given
a) Good

b) Average

c) Below average

d) Poor

10. Training Programm is conducted?

a) Every Month

b) Every 3 months

c) Every 6 months

d) Yearly one

11. The working conditions before training was?

a) Satisfactory

b) Normal

c) Dissatisfied
12. Did you acquire any special skilled ness through this?
a) If yes how

b) If not why

13. The type of interest management showed regarding your training

was?
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a) Very Good

b) Satisfied

c) Average
14. What was the kind of material used for training?
a) Audio Visual
c) Reading material

b) Charts
d) None

15. Do you feel these training programm to be worthwhile in of

cost and your time away from normal job duties?
a) Worthy

b) Partly Worthy

c) Not Worthy
16. Do you prefer job enrichment or job rotation is needed?
a) Job Enrichment

b) Job Rotation

17. Did the training help you to improve your performance?

a) Yes

b) No

18. Did you have any membership in any of the training agency?
a) Yes

b) No

BIBLIOGRAPHY
Title of the
Book

SI.NO.

Author

1.

C. B. Memorial

Personal
Management

2.

Paul. G. Hasting

Personal
Management

STMWEC

Publishing
Home

Year of
Edition

Himalaya
Publishing
House
Tata Mc.Graw
Hill

1994

1996

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MODEL DAIRY
3.

M.
Cumming

4.

P. Subbarao

5.

P.N. Singh

6.

W.

Personal
Management

Tata Mc.Graw
Hill

1998

Human
Resources
Management
Relations
Training for
Management
Development

Himalaya
Publishing
House

1997

UB publishing

1996

Polf . P. Lynton,
Udas Pareek

Training for
Development

Prentice Hill

1999

P L RAO

Training and
Development

2008

Journals:
Fact for you
Business India

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