Submitted in Partial Fulfillment of The Requirement For The Award of

INTERNSHIP REPORT ON ORGANIZATIONAL STUDY AT SYMMETRIC TECHNOLOGIES PVT LTD
Submitted in partial fulfillment of the requirement For the award of

MASTER OF BUSINESS STUDIES
Submitted by ALPNA PATEL (Reg no- 10TUMBS001) Under the guidance of Lect. NAGENDRA KUMAR S
Bangalore University SCHOOL OF BUSINESS STUDIES (Master of Business Studies) Old Law College Building, Palace Road, Bangalore 560 001.
Symmetric Technologies Pvt. Ltd.
BANGALORE UNIVERSITY School of business studies (Master of business studies)
COLLEGE CERTIFICATE
It is certify that the internship report titled ORGANIZATIONAL STUDY is submitted by ALPNA PATEL bearing Reg. No.10TUMBS001 has been prepared under the guidance of
This report is the original research work carried out by her and not formed the basis for the award of any Degree/Diploma of any other similar title to BANGALORE UNIVERSITY of any other university.
Co-ordinator School of Business Studies
School of Business Studies, Bangalore University.
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BANGALORE UNIVERSITY School of business studies (Master of business studies) Old Law College Building, Palace Road, Bangalore 560 001.
GUIDE CERTIFICATE
This is to certify that the report Titled, ORGANIZATIONAL STUDY AT SYMMETRIC TECHNOLOGIES PRIVATE LIMITED is a record of independent research work carried out by ALPNA PATEL Reg.No.10TUMBS001 under my guidance and supervision. The work has been satisfactory and is recommended for consideration towards partial fulfillment of requirement for the Master of Business Studies, Bangalore University, during the academic year 2012.
Date: Palace: Bangalore
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ACKNOWLEDGEMENT
Gratitude takes three forms - a feeling from heart, an expression in words, and giving a return. I hereby take this opportunity to thank everyone who have helped me some way or the other in the successful completion of this work. The guidance and support of many people has been immense throughout the tenure of the project.
Though language is a poor substitute for sentiments, yet there is no way out to recover it for expressing my profound gratitude, indebtedness and sincere regards to Bangalore University, School of Business Studies for giving me this golden opportunity to learn and grow. I would like to sincerely thank my faculty guide for his continuous support and guidance.
I am extremely grateful to Ms Malahti, HR and Process Associate and Vishal, Busops Controller, for giving me this wonderful opportunity to work at Symmetric Technologies Pvt. Ltd.
Last but not the least, I would like to express my sincere gratitude to my parents, family and friends for their wholehearted direct and indirect support to carry out this project.
Place: Bangalore Date:
Alpna Patel Reg no. 10TUMBS001
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DECLARATION
I hereby declare that the internship report titled ORGANIZATIONAL STUDY at Symmetric Technologies Pvt Ltd has been prepared by me during the year 2012 under the guidance of Bangalore, as partial fulfillment for the award of Master of Business Studies of Bangalore University.
I further declare that this project report is my original work and not submitted to any other University for the award of any other Degree/Diploma, fellowship or other similar title or prize.
Place: Bangalore Date:
Alpna Patel Reg no. 10TUMBS001
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CONTENTS
CHAPTER NO 1 2 3
CONTENTS
PAGE NO
INTRODUCTION COMPANY PROFILE ORGANIZATION STRCTURE ORGANZATIONAL STUDY PRODUCT PROFILE SWOT ANALYSIS/ VISION, MISSION ANNEXURE FINDINGS, CONCLUSION BIBLIGROPHY SUGGESTION AND DEPARTMENT
7-9 10-17 19
20-34
5 6 7
35-42 43-46 47-50
51-53
54-55
TABLE GRAPH 1 2 3 4
& CONTENTS
Page no
GRAPH-ORGANIZATIONAL CHART A/C & FINANCE CHART PRODUCT FUCTION CHART MARKETING CHART
20 22 25 27
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CHAPTER ONE INTRODUCTION
Symmetric Technologies Pvt. Ltd. started with a core and strong technical team of 8 members in 1994 and has grown in to a 60 members organization with a turnover of Rs.25 million today. Consistent high satisfaction results shown in last 15 year throughout their annual surveys (88-96%), Repeat orders for system integration (22 orders in last two years), 120 global consultancy works in software development and training in last ten years are few samples and testimonies of their capacities and credentials. Symmetric Technologies Pvt. Ltd. creates innovative solutions that generate measurable value for todays ever changing world. Their intelligent, customizable, flexible, reliable and secure turn-key automated solutions with strong high end engineering software development that help medium to large organizations. To maximize velocity within their organization activities core business processes, enables to interact with customers and helps them make more intelligent decisions to changes in market demand. They offer the services like turnkey business database application development, business intelligence solutions, business application integration, web design and development.
LOCATION Project Head Office:

No. 224, 5th cross, 80 feet Road, 2nd Block, RMV 2nd stage, Sanjay Nagar, Bangalore-560094.
Regional Office:
#32/427, Valayil House, Pallisery Road, Near Pallisery Junction, Pallarivattam PO, Cochin, Kerala 682025.
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CHAPTER TWO INDUSTRY PROFILE
Software industry plays a vital role in the economic development of our country. This industry is closely linked with the major developments. The word "software" had been coined as a prank by at least 1953, but did not appear in print until the 1960. Before this time, computers were programmed either by customers, or the few commercial computer vendors of the time, such as UNIVAC and IBM. The first company founded to provide software products and services was Computer Usage Company in 1955. The software industry expanded in the early 1960s, almost immediately after computers were first sold in mass-produced quantities. Universities, government, and business customers created a demand for software. Many of these programs were written in-house by full-time staff programmers. Some were distributed freely between users of a particular machine for no charge. Others were done on a commercial basis, and other firms such as Computer Sciences Corporation (founded in 1959) started to grow. The computer-makers started bundling operating systems software and programming environments with their machines. When Digital Equipment Corporation brought a relatively low-priced micro-computer to market, it brought computing within reach of many more companies and universities worldwide, and it spawned great innovation in terms of new, powerful programming languages and methodologies. New software was built for micro-computers, and others, including IBM, followed DECs example quickly, resulting in the IBM AS400 amongst others. The industry expanded greatly with the rise of the personal computer in the mid-1970s, which brought computing to the desktop of the office worker. In subsequent years, it also created a growing market for games, applications, and utilities. DOS, Microsoft's first operating system product, was the dominant operating system at the time. School of Business Studies, Bangalore University. Page 8

In the early years of the 21st century, another successful business model has arisen for hosted software, called software as a service, or SaaS; this was at least the third time this model had been attempted. SaaS reduces the concerns about software piracy, since it can only be accessed through the Web, and by definition no client software is loaded onto the end user's PC.
Software Sectors
There are several types of businesses in the software industry. Infrastructure software, including operating systems, middleware, and databases, is made by companies and organisations such as Linux, Google, Microsoft, IBM, Sybase, EMC, Oracle and VMWare. Enterprise software, the software that automates business processes in finance, production, logistics, sales and marketing, is made by Oracle, SAP AG, Sage and Infor. Security software is made by the likes of Symantec, Trend Micro and Kaspersky. Several industry-specific software makers are also among the largest software companies in the world: SunGard, making software for banks, BlackBoard making software for schools, and companies like Qualcomm or CyberVision making software for telecom companies. Software development can be broadly categorized into custom developed software and packages or generic software products. Software companies providing customized software concentrate on particular vertical market segments or domain areas, like retail, banking, and manufacturing. Software products may be targeted to a vertical segment or may cut across segments, but rarely to a specific user. Information technology consultants, such as Anderson Consulting, provide solutions, which may involve some combination of custom developed software and commercial off-the-shelf software and hardware products. Software development involves a number of stages: Conceptualization, requirement analysis, high-level design, low level design, coding, testing and support. These stages roughly correspond to stages described in the waterfall model of software development. The value added is typically greater in earlier stages of development namely requirement analysis and high level design. As we discuss Indian software firms largely provide services rather than products. Further, Indian software exports consist largely of low-level design, coding, and maintenance services. The Indian software industry consists of a large and growing number of firms: Using NASSCOM membership as a measure, the number of Indian software firms has grown from School of Business Studies, Bangalore University. Page 9

around 430 in 1996-97 to over 620 in 1997-98. Many of these firms entered the industry during or just before the economic liberalization in 1991.The early entrants into the industry, had close links with computer hardware development. Heeks (1996, p. 69) notes that Tata Consultancy Services (TCS), was the first firm to agree to export software in return for being able to import hardware, in 1974. TCS, currently the largest Indian software firm, employs around 9000 people. Entry barriers were low because firms could start small, since initial investments required were fairly small, little more than office space and communication facilities. With the growing need for maintenance services many firms began by providing these The entrants were of two types. The first type was existing firms diversifying into software. These included computer hardware firms, such as HCL and Wipro. There were others such as BFL, and Satyam that were, before their metamorphosis as software firms, divisions of large and medium industrial groups. The other type of entrants was new start-ups, such as PCS, Infosys and Silverline. Entry strategies varied and not all firms entered to provide software export services. Contrary to popular belief, as for firms in the industry. With the exception of the region around Delhi, there are no noticeable clusters in the northern or the eastern regions of India. The distribution of engineering colleges, concentrated in the western and southern regions, closely mirrors the distribution of the software industry. As Table 3 shows, engineering colleges are heavily concentrated in these two regions, which also account for the greater part of employment in the Indian software industry.
Characteristics of the Indian Software Industry

The Indian software sector displays many unusual features from an Indian perspective. The most obvious one is its export orientation, accounting for 65% of the total software revenue. There are important qualitative differences between the export market and the domestic markets. The first relates to different types of software developed. Whereas products accounted for nearly 40% of the domestic market5, they account for a little under 10% of exports. Over 80% of exports are software services including custom software development, consultancy and professional services.
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The second difference between the domestic and export sectors relates to the stages of software development as described earlier. Indian firms usually provide low-level design, coding and some types of testing services for export. For domestic clients the industry provides a wider range of services that usually spans the entire lifecycle of software development. Some of the domestic projects are much larger and more challenging than export projects, with the screen based trading system for the Bombay Stock Exchange and the Reservation System for Railways, both by executed by CMC, an experienced public sector firm, being two recent examples.
3.1 Domestic
A large fraction of the domestic software industry consists of resale of software packages developed by foreign, principally US, firms, thus overstating the extent of software written for the domestic market. A number of Indian software firms have also developed software packages aimed at the domestic market. However, with very few exceptions, these packages have not been very successful. Although it is tempting to point to weak intellectual property rights as a culprit for the failure of Indian firms to develop successful packages, at least as important, if not more, has been the lack of experience, especially design and marketing experience, necessary to produce a successful product. Firms that have had domestic experience with consulting do not appear to derive any advantage from it in the export market. Given the simpler and more routine tasks involved in current software exports, the sophisticated capabilities and expertise that firms had developed from serving domestic customers have not been of great value to them in the export market.
3.2 Exports
As we have seen, Indian software exports consist primarily of software services. The activities carried out by most firms in India are essentially maintenance tasks for applications on legacy systems such as IBM mainframe computers, development of small applications and enhancements for existing systems, migration to client-server systems, often referred to as porting or re-engineering. The most common type of export, followed by reengineering (also called porting) and conversion projects, such as Y2K projects. Although Y2K projects were an important source of revenue, most of the leading Indian software firms have School of Business Studies, Bangalore University. Page 11

limited their dependence on such projects. Table 6 shows that the US accounts for over half of all export revenues (58% in 1997-98), compared with 21% for Europe and 4% for Japan. Managers at most of the US firms we interviewed agreed that the type of work outsourced was neither technologically very sophisticated nor critical to their business. Requirement analysis and high-level design is typically done either in-house or by US based consultants. The projects undertaken are typically small. The mean number of man-months involved in the most important export project for firms that participated in our questionnaire survey is 510 man-months, whereas the median is only 150 man-months. Although competition from other countries such as Philippines and China is typically cited in the press, most software exporters indicate that their main competitors are located either in the US or in India itself. Many MNCs have set up liaison offices and subsidiaries as well. Increasingly, however, the objective is to use India as a place for software development as well, rather than merely as a place to sell. Some companies have established, or are in the process of doing so, software development centers in India, and are exporting packages or components of systems to other countries from India. The work being done at these development centers is fairly sophisticated.
Supply of Factor Inputs 1 Human Resources

It is widely believed that the key to the success of the Indian software exports is the supply of trained, low cost software professionals. Estimated wage costs in India were about 1/3rd to 1/5th of the corresponding US levels for comparable work. The size of the talent pool complements the cost advantage. In 1997, the total number of software professionals in India was estimated to be about 160,000 compared with 140,000 in the previous year, (NASSCOM, 1998, p 69). Most of the leading firms recruit either engineers or students with degrees in mathematics or science. Many also have in-house testing and training programs. India graduates about 155,000 engineers of various sorts, and another 200,000 diploma holders per year. About 60,000 of these enter the IT sector. Despite the apparently large stock of human capital in India, NASSCOM claims that by year 2000, demand will outstrip supply7. The NASSCOM study projects an annual demand of about 75,000 by the year 2000. School of Business Studies, Bangalore University. Page 12

The tight labor market conditions are reflected in the 20% increase in wages and in attrition rates that are said to be nearly 20-25% for the industry. Many of our interviewees mentioned their difficulty in recruiting professionals with 4-6 years experience, even though nearly 40% of the workforce is reported to have 4-6 years experience. The loss, through immigration, of experienced software professionals to the U.S through the H-1B visa route is responsible for a substantial part of the shortfall. The entry of new firms exacerbates the demand for domain knowledge and managerial expertise. Despite paying substantially above Indian standards, virtually all firms find it difficult to retain talented professionals. A very large fraction of the over one hundred firms we surveyed mentions employee turnover and difficulty in attracting suitable employees as a major problem. There are a number of public sector and industry initiatives to increase the supply of software professionals. The government has recently announced the establishment of Indian Institutes of Information Technology, along the lines of the well-known Indian Institutes of Technology. A number of engineering colleges have increased their emphasis on information technology and, in some cases, have started IT management programmes. A number of private sector, for profit, institutes providing graduate level education, such as a joint venture between the Mahindra Group and British Telecom to teach methods and techniques for software development, are coming online.
2 Finance, Communication and Physical Infrastructure

Software services, especially for export, are a very profitable business with good cash flows and limited investment up front. Therefore, finance is not a major problem for software service firms. Obtaining finance is, however, a major concern for firms developing software products. Many of the firms we interviewed appeared to rely on equity financing as the primary source of capital. Others relied upon financing from their parent firm or from business groups with which they were affiliated. 56% of the firms we surveyed indicated that they relied upon personal funds for startup finance. The picture is very different for firms developing software products. In contrast to services, a substantial investment is required to develop the product, and even more to market the product. Firms that are trying to develop software products do face an acute problem of Page 13

getting finance, in part because the inexperience and conservatism of Indian venture capital funds. Given the problems in raising money and in tapping public equity markets, some firms have adopted a strategy of using services to finance product development. Developing products for the US market from India is widely thought to be very difficult. It does not appear that lack of venture capital is the major constraint for developing software products. Good communication infrastructure is considered vital for the continued growth of the industry. Overall, the data communication infrastructure in India is expensive and in limited supply. It appears that the problem has a significant institutional component, with government agencies like the department of telecommunication and VSNL, until recently the sole ISP in India, unwilling to give up their stranglehold on telecommunications. Clearly, the poor communication infrastructure has affected the diffusion of the Internet domestically, and through that, has discouraged the growth of new firms that could provide software services for and through the Internet.
Indian Software: Potential and Prospects

Supplying programmers or doing simple coding or code conversion does not require a great deal of knowledge about the customers business domain or specialization in specific technologies. Lacking such expertise and experience, Indian firms have been willing to adapt to any new domain. The most important determinant of competitive success appears to have been the ability to provide trained software programmers at low cost upon demand. The expertise levels of Indian firms on UNIX and WinNT platforms are considered to be on par with other US firms. There is evidence of long-term relationships. The existing software service exporters face two major challenges that are closely related. First, the difficulty in attracting and retaining talented software professionals, and second, the challenge of developing beyond competing on low costs alone in an environment with rapidly rising labor costs. Firms are moving up the value chain by accumulating knowledge about the industry segments for which they currently develop software. At present, Indian firms provide services for the lower portion of the waterfall model and moving up the value chain involves providing conceptualization, requirement analysis and design services as well. However, some believe that such a strategy, which ultimately School of Business Studies, Bangalore University. Page 14

involves getting involved in business process reengineering for overseas clients, is not feasible for most Indian firms. The better-established firms we interviewed, however, seemed to believe that they could successfully develop the ability and credibility for providing IT and business consulting services to clients worldwide. The strategies of accumulating domain knowledge and business expertise are not easy. Firms will have to invest a great deal in hiring, training and retaining their employees, in expanding overseas and establishing subsidiaries in countries such as the US and Western Europe, as well as in acquiring the technological and business expertise needed. These firms will also be able to execute large, complex projects on their own with little or no supervision from US clients. In time, they may even be able to anticipate the business needs of their clients and offer them solutions. These firms can acquire other Indian software firms (or their assets), or employ the latter as subcontractors. 7. Summary and Conclusions
The rapid globalization of the software industry in recent years has focused a great deal of attention on India whose software industry is now a small but growing part of the international division of labor in software. Our study had two major objectives: To understand and describe the main features of the Indian software industry, especially its competencies and weaknesses; and to understand its links with the American software industry and with the American economy more generally. The results of this research illuminate a number of issues related to the Indian software industry, confirming some impressionistic accounts but contradicting others. In particular, nearly two thirds of the revenues of the Indian software industry are from exports, with a much smaller domestic market. Indian software exports consist largely of low-end software development services. Given the tight labor market conditions in the US, especially for IT workers, the availability of software development services from India has been of substantial value to many large and medium sized US firms that have been able to free up their in-house IT staff for more valuable and creative projects. Moreover, although Y2K projects were an important source of revenue, most of the leading Indian software firms limited their and maintenance services. However, many of these US firms rely on Indian programmers as well and have significant
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India based operations. Further, US firms are likely to increase their involvement with India, both through outsourcing and through directly setting up subsidiaries and software development centers in India. The effects of any further restrictions upon H1B visas for Indian software professionals are likely to be quite complex. On the one hand, it will staunch the flow of experienced Indian software programmers, pushing up wages for US based software programmers. Visa restrictions will also favor offshore software development in the medium term, which will have the opposite effect on the wages of US software professionals. They are also likely to further push Indian firms to explore markets in Japan and Western Europe. Our observations are consistent with the other research in this area (e.g., Heeks, 1996, DCosta 1998). Both of these authors have argued that the export orientation and routine tasks that exports involve have limited learning potential for Indian firms. The responses by clients (self selected by the Indian firms) convey the sense that their Indian suppliers are competent (by and large) at providing a limited range of services but have not moved to where the suppliers offer solutions to client problems. Indian firms hope to use their existing links to acquire domain knowledge and knowledge about the businesses that their clients are in, and to use that knowledge to move up the value chain. Another hope is to create proprietary tools, methods and reusable software code that can be customized according to the clients needs. This productization of what was formerly a service will, it is hoped, increase the revenue per employee and will counteract the increasing shortage of skilled software professionals and rising wages. If the Indian software industry is to take the next step up successfully, it is vital that at least a few of the established firms succeed in the above task. These firms can act as the nucleus around which the industry can develop and mature. A large number of software firms are de novo startups, indicating that the supply of entrepreneurial talent appears to be forthcoming when the opportunity arises, even in new and technology intensive sectors. These software firms are relatively flat organizations, with young management teams, informal but professional management styles, and with an emphasis on efficiency, punctuality and other virtues that an export orientation brings. Top managers of the leading
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software firms have been profiled in the popular press in India and are viewed favorably by many Indians, particularly in comparison to traditional Indian business leaders. Further, this industry has pioneered equity stakes and stock options for employees in India, and many of these companies are star performers on the Indian stock market. Thus, unlike in the past, the fruits of the success of the industry have been shared far more broadly. The implications of the success of this industry, at a time of slow but far ranging changes in the Indian economy, can be immense and far-reac
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CHAPTER THREE COMPANY PROFILE Symmetric Technology Pvt. Ltd. Deals with implementation of ERP systems and software testing.
Building Blocks and Product (End To End Products Base)

Signal Conditioning DAS Interfaces Base Systems Software Tools and Technologies
Core Competencies (software development, Testing and Integration services)

Real Time, Embedded, GCS Applications Development Instrumentation, Control and Data Logging Applications Page 18

IVNV and Testing Services Integration and Systems Management Services
Products
Real Time Integrated Solutions [RTIS] Industrial Systems Automation [ISA]
REAL TIME INTEGRATED SOLUTIONS [RTIS] Featured Solutions

Avionics and Space Instruments Telemetry Solutions VME /CPCI/PMC Based Solutions FPGA and CPLD based Solutions Home Grown Integrated Solutions Offshore Development
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Alliance Partners
Alphi Technology USA Pacific Instruments, USA Apollotek, UK Hybricon, USA
Target Segments
Avionics Space Telecom Medical End to end hardware BSP/ Device Drivers Custom software Application Integration/ ATP
Deliverables
INDUSTRIAL SYSTEM AUTOMATION (ISA) Featured Solutions

Turnkey Automation Productivity Monitoring Solutions Home Grown Integrated Solutions Machine Vision Solutions Offshore Development
Alliance Partners
Alphi Technology, USA Pacific Instruments, USA
Target Segments
Manufacturing Process Industries Page 20

Avionics Space
Deliverables
Base System Plus Logger and Acquisition Hardware C/Lab VIEW/SCADA Application Suite Integration and ATP
SOFTWARE DEVELOPMENT DIVISION (SDD) Featured Solutions

Software Product Development Turkey Software Products Home Grown Integrated Solutions BSP and Device Driver Development FPGA and CPLD based Solutions
Alliance Partners
Target Segments
Aerospace Customers Manufacturing Telecom
Deliverables
Comprehensive end to end SDLC Development [SRS to STR] Bluebook Based Standard Project Management through POMS
Model of Operation
Turnkey Projects Outsourced Product Development Offshore Development Center
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SOFTWARE TESTING AND IVNV (INDEPENDENT VERIFICATION AND VALIDATION) Featured Solutions
Independent Verification and Validation Software Testing NRT Testing ATEs & Emulators Offshore Test Centre
Alliance Partners
Target Segments
Avionics Space Telecom
Deliverables
Independent project estimate & modeling of project plan Periodic status briefings and/or reports Clear Bug Reporting Process and Bug Tracking System. IV and V Test Summary Reports through STP, STD and STRs. Final IVNV Observation Report Optional Test Beds for ATEs, HIS, HILLs, etc. Periodic Project specific documentation support and adherence
Model of Operation
Offshore Test Center-OTC Turnkey based Testing services Subsystem/ product specific IV&V Testing
BUILDING BLOCKS AND PRODUCTS Featured Solutions

School of Business Studies, Bangalore University. Page 22

Signal Conditioning and DAS Rugged Electronics and Packaging Solutions MIL Grade and Rugged systems cPCI based systems Industrial and Panel Systems
Alliance Partners
Alphi Technology, USA Pacific Instruments, USA Apollotek, UK Hybricon, USA
Target Segments
Avionics Space Telecom Manufacturing
Deliverables
Building Blocks as per BOM COTS or customized System and Interfaces Cables and Accessories Drivers and Test Application
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COMPANY PERFORMANCE
PROJECTS EXECUTED
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SYNERGY AREA 1 EMBEDDED INTEGRATED SOLUTIONS THROUGH OUR RTIS-CDC Typical IV&V Solution
Activity Brief Development of RTOS based Software, board support packages, Device Drivers, Target and special purpose software Development encompassing from FPGA/DSP to c , c++, open GL,QT including embedding/successful testing and qualification Color Suggest Model Either as a Turn Key project (or) as outsourced product Development ODC (or) ODIC
Competence Delivery RTIS of Symmetric centre
Project references
1553 bus analyzer and simulater NSTL Page 25

Telemetry monitoring software Fuel pump test plan automation RTDT Data transfer Wideband signal processing systems Data acquisition and storage system
SYNERGY AREA 2: EMBEDDED INTEGRATED SOLUTIONS THROUGH OUR ISA-CDC

Activity Brief Control system Application, Data acquisition, Automatic test equipment Loggers and recorder Including embedding /successful testing and qualification color Suggested model Competence centre Either as a Turnkey project (or) as outboard product Development ODC (or) ODIC
delivery ISA of Symmetric
Project references
Data Logger EGRL HPCL-SAT Commissioning NYPC-Korba Application Software Development Software Development using scada at KRL Data concentrator development for IOCL Demo cabinet simulator
SYNERGY AREA 3: SOFTWARE AND IV&V TESTING THROUGH OUR IV&V-CDC

Activity Brief Subsystem testing including non-real through simulation and modeling, verification and validation as per IEEE12204,DO178 including unit level test, HIS testing& comprehensive SDLC phase, IV&V Docs, report generation color Onsite/offsite/Hybrid Page 26

Suggested model Competence centre OTC
Delivery IV& V testing centre
Project references
Engine control system DARE Non real time (NRT) testing of air data system for IV&V Delopment of tests software to test the IFCS at the iron bird site Display software-ADA Mission software-ADA Verification and validation testing-RCI Mission critical software testing
CREDENTIALS
240 customers with satisfaction level of 95% Customer retention efficiency of 94.5% 140 consultancy activities in 6 year time High trust on product based Development symls and PEDAS Associted with Envolving test procedure for SI project Skilled manpower for development and support Backed by quality Hardware and software Resources Strong 60 member organization Customer focus through automated tools symSAS
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CHAPTER-3 ORGANIZATONAL STRUCTURE
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CHAPTER FOUR RESEARCH DESIGN
Business is a systematic enquiry whose objective is to provide information to solve the managerial problems. The study of research methods provides one with the skills one needs to solve the problems and meet the challenges of a fast paced decision making environment.
TITLE
Organization Study at Symmetric Technologies Pvt. Ltd.

OBJECTIVES OF THE STUDY
To study the important stages in the development of the company. To evaluate the functional department. To examine the opportunities available for the company to improve its performance. To offer a useful suggestion to overcome the problems and improve its performance.
SCOPE OF THE STUDY

The scope of the study is indeed vast to be started in brief. The study helps to analyze the functioning of the organization with reference to various departments. This study would serve as the basis for any future studies on departments.
DATA COLLECTION
The data collected for the study are from both primary data and secondary data.
Primary data: Primary data is collected from

Observation Company personnel
Secondary Data: Secondary data is collected from

Company manual Page 29

Company brochure Company website
LIMITATIONS OF THE STUDY

The time limit within the study conducted was short. Interaction with the company professional was limited, due to their busy schedule. Company respondents may not disclose their honest &true opinion about the organization. Company may not disclose all the information required for the study.
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CHAPTER FIVE
ORGANZATIONAL DEPARTMENT STUDY

1. ACCOUNTING AND FINANCE DEPARTMENT STRUCTURE OF FINANCE DEPARTMENT Managing Director
General Manager
Finance Manager
Supervisor
Accountants Clerks
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Working Capital Management
Working capital management is concerned with the problem of that arise in attempting to manage. The current assets and current liabilities relationship that exists between them. The term current assets refers to those assets, which in the ordinary course of business can be or will be converted into cash within one year without undergoing a diminution in value and without disruption of operation. The goal of working capital management is to manage the firms current assets and liabilities in such a way a satisfactory that level of working capital is maintained. The company avail the working capital from the nationalized Bank in the form of over draft account.
Trade Credit
Trade credit refers to the credit extended by the suppliers of goods and services in the normal course of transaction/business/ sale of the firm according to trade practices; cash is not paid immediately for purchases but after an agreed period of time. In case of Symmetric Technologies credit the suppliers allow period with in 30days.
Acccounts Recivable/ Recivable Management

The term receivable is defined as department owes to the firm by the customers arising from sale of goods or services on ordinary course of business when a firm makes an ordinary sale of goods or services and does not receive payment. The firm grants trade credit and creates accounts receivable, which could be collected in feature.
TYPES OF SOFTWARE FOR ACCOUNTING PROCEDURE

The software which is used for the purpose of accounts they use Tally software of 7.1 version which covers all recent updates accounting standards and also tally software of 7.1 version covers VAT concept which marks very easy for company to fill the tax according rules and regulation.
ACCOUNTING POLICIES OF SYMMETRIC TECHNOLOGIES
Fixed Assets
School of Business Studies, Bangalore University. Page 32

Fixed assets are stated at cost of acquisition less depreciation except land at Attibele, which is shown at revalued cost
Depreciation
Depreciation on fixed assets has been calculated on the straight line method at the rates specified in schedule XIV of the companies Act 1956
Inventories
Raw materials & work in process are valued at cost. Finished goods are valued at cost or net realizable value whichever is less.
Investment
Investments are valued at cost.
Retirement Benefits
Gratuity is provided as per opinion 2 of the LIC group gratuity scheme PF payable is accounted and paid to the provident fund commissioner.
Borrowing Costs
Borrowing cost including interest and other expenses for specific borrowing of funds that are attributing to acquisition, construction and fabrication of fixed assets are capitalized till they are put to use.
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PRODUCTION DEPARTMENT STRUCTURE OF PRODUCTION DEPARTMENT Managing Director
General manager Technical
Manager Production
Manager Production
ManagerQuality
Manager Dispatch
S W H Production
R&D
Production
Dept Dept For each and every category different planning is made. All the category raw material they will prepare indent and give it to purchase department. Then the purchase dept., material dept. and other dept. of production dept. will discuss with general manager technical then will take decision about the procurement. Material requisition note is given to purchase department for the procurement process. Purchase department will select the suppliers who are approved by ISO for the selected the suppliers. The orders will be placed, whatever material procured it will be the inspected then whatever defected material found will be rejected note will be issued.
MATERIAL DEPARMENT & STORES DEPARTMENT

Material department in Symmetric Technologies holds a special significance because of various categories of products and models are use in the production process. Material department will discuss with other department in the production dept. and according to the previous requirement and production advancement, decision is made procure material.
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Stores department has separate storerooms in which materials, finished goods are stored and also storerooms designed such a way that raw material can be used easily.
RESEARCH AND MANAGEMENT DEPARTMENT

For the purpose of R&D they have separate place, and all the expenses are made with respect to the process of R&D and special engineers and experts are hired for the process. For the purpose of motivation they have made approach called team leader i.e. in each production process a team leader is made and testing him responsibility and authority to achieve standard goals. Every day the performance is evaluated with the chart including the standard production rate and actual production rate.
MARKETING DEPARTMENT STRUCTURE OF MARKETING DEPARTMENT

Managing Director
General Manager MKT
Assistant Manager
AGM
MKT
Christopher B
MKT Dept
Sales Executives
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CHANNELS OF MARKETING
Direct marketing is done by the sales force. They use dealers and distributers. They also have for online service or transaction basically the company follows two types of marketing channels they are direct selling and marketing with other companies.
Direct selling:
The company is recruiting their own marketing executives on salary basis, target is allocated to them they sale product to the customer directly. L&T company: They basically collaborate with L&T marketing company to sell their products.
Packaging
Sticking companys name to that product does packaging of the product very prominently and also attractively.
Pricing Strategies
Pricing will made according to the market situation and market demand for the product. Price will also depend on the cost of the raw material in the present market and the overheads of the company. They also do not compromise quality and customer satisfaction.
Promotional Strategies
Advertisement is the main tool for the purpose of promotion. Those are School of Business Studies, Bangalore University. Page 36

Magazines Newspaper Hoardings Electronic media-internet.
Market Information and Intelligence

Basically marketing information and intelligence is done by the sales force and AGM of marketing department of the company.
Customer Relationship Management

Customer relation is maintained at a good faith in the Symmetric Technologies capacitor. They maintain constant touch and interaction with customer and they will receive feedback and they attend to it.
HUMAN RESOURCE FUNCTION
Introduction
To develop an organizational culture where superiors subordinate relations, teamwork and collaboration among different sub units must be strong and contribute to the organization health, dynamism and employees pride. In short Human Resource Department aims at helping people to acquire competencies required performing their functions well and make their organization do well. Thus the Human Resource Department has become very popular in the last decade and especially the Human resource network of human resource development. In an organization and a profession body the advancement of knowledge skill, value and attitude in human resource development are done through education, training and sharing experience. Human Resource Department in an organization context is a process where employee of a organization are continuously helped in a planned way to acquire capabilities required for performing various tasks or functions associates with their present or future expected roles. To develop theyre general enabling capabilities as individual so that they are able to discover and utilize their own inner potential for organizational development purpose.
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Nowadays human resource development departments are known as personnel department. In organizations the human resource development functions are taken care by the personnel department. The main functions of the personnel department are Administration Welfare measures Good industrial relations.
ADMINISTRTION The administration activities are as follows: Recruitment The main sources of recruitment are Open advertisement Management trainees Campus selection
Vacancies to be filled by recruitment in department will be notify to the personnel department in employment requisition form, on respect of which personnel department will take steps for recruitment of personnel after obtaining approval, if any from the competent authorities.
A.1. Interview and selection

The personnel department in consultation with the head of the departments concerned scrutinize application received in response to advertisements and list of candidates to be called for interview will drawn up. The human resource development manger will constitute the selection committee. Once the candidate is selected he as to go through a performance test after six months. Wages and salary administrative. The salary for the employee is given according to their qualification, designation and experience. They are being given an annual increment every year. Almost 65% of the salary to employees is given through IDBI bank. Job categorization according to work force. Group A- general manager Group B-manager Group C- section in charge.
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Group D- Operators/workers.
Grievance
A grievance means a complaint affecting an individual workman in regard to payment wages, overtime, leave, transfer, promotion, seniority, work assignments, working condition, designation, and non-extension of any welfare, amenity or benefit due shall be dealt by human resource development department. Settlements regarding Retirement, Death etc Settlement such as provident fund, gratuity, leave etc on the date of retirement, resignation, death, termination and voluntary retirement will be dealt in this section. Gratuity for the service rendered by the employee according to the gratuity Act is 15 days salary for every completed year of services. The entire employees who come under provident fund Act must contribute minimum 12%. The employee should at least a minimum period of 5years in the organization only he will be eligible, provident fund of Rs 100 per year.
WELFARE MEASURE
Consistent with the policy of the company through its employee and their families happy and contended, it is operating a number of schemes to promote their welfare.
Employees labors welfare fund scheme

A fee of 2% is given to the children of employees. Other facilities like medical and transport facility is provided.
Canteen facilities
The canteen facility is on a contract basis for the convenience of the employees. Workings in the factory divisions canteens are run where food, coffee, tea and snacks are served. Transport facilities: For all the employees they provide conveyance through bus, vans cabs etc, and to who these facilities are not there, to them travelling allowances is provided.
Performance Appraisal
A performance appraisal system is a strong tool in the development of human resources in the organization. It is consider as a mutual feedback to the management and thereby help to School of Business Studies, Bangalore University. Page 39

decide the carrier growth, training needs and other human resources development interventions required for each of them there by aiding their self-development. Performance is the way forward for every individual and for the company as a whole. It is therefore vitally important that every individual has a clear understanding of his or her work, objectives and responsibilities, because performance will measure against these.. Performance management must create a shared vision of purpose and aims of the organization. It must help each individual to understand and recognize their part of contribution to the organization success and there by managing and improving the performance of the both individual and organization. High performance by way of performance management is the only guarantee for survival in an unpredictable and dynamic world. Managers have to continuously motivate their employees besides considering other factors that enables superiors level of performance.
Infrastructure
It is the responsibility of the department heads to identify, defines, provide and maintain appropriate work facilities that are required for the performance of activities, processes and service in order to ensure conformance and specified requirements. Facilities shall include adequate workspace and associated utilities, equipments, hardware and software, suitable maintenance and other necessary supporting services. To achieve the performance of activities, processes, end products, delivery and service to the customers satisfaction the necessary quality plans, work instructions, drawings, test procedures and checklist are being prepared and adopted.
Work Environment
Symmetric Technologies management recognizes that the most valuable asset is its people. Therefore, the management and head of departments consider the work environment as corporate criteria and endeavors to provide its employees of a conducive work environment. This criterion of work environment includes regulation and statutory requirements such as safety and health, ambient working condition etc. Page 40
OPERATING PROCEDURE OF TRAINING IN SYMMETRIC TECHNOLOGIES Purpose of the Training Program

To establish a procedure for providing training to Symmetric Technologies Pvt. Ltd. personnel and customers To give suitable knowledge to the employees
Total number of employees in Symmetric Technologies The company is having skilled and unskilled personnels approximately 230 number of employees are working. In those more than 40 employees are executive employees means engineers, and department heads, and also managers are there.
Method of training program The Symmetric Technologies is using the method of training program is Onthe-Job training method. In that in house trainers will give training to the employees. Sometimes they are arranging for guest lecture for their employees they are all 12 members of in house trainers are there in the company.
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CHAPTER SIX SWOT ANALYSIS
While conducting strategic planning for any of the company it is useful to complete an analysis that takes into account not only your own business but also your competitors business and the current business well. The following description will highlight the strength, weakness, opportunity and threats of the Symmetric Technologies capacitors Pvt Ltd.
STRENGTHS Strengths means what the Symmetric Technologies Pvt. Ltd. does well, the following are some of the important strengths are Competitive price of products is a most powerful weapon of the company Highly equipped and technologically modern Quality control of products in each stages and technological quality checking of each products Using the highly qualitative raw materials Sufficient human resource power Customer satisfaction through supplying products in time Providing the good services to customers for standard and nonstandard products Skilled and highly experienced departmental heads
WEAKNESS
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It is the area where the Symmetric Technologies has to struggle There is less scope for diversification of the products Employees and workers are not satisfied in their work, salaries and working nature The company is not able to get enough grants from various financial institutions Lack of good relationship between the management and workers
OPPORTUNITIES Growing software industry Availability of skilled workers and policy support Huge export opportunities and government support Having great opportunity to become a number one leading company in the Asia Availability well connected road network
THREATS These are inside and outside things that there could be damage the business of industry. They are Fluctuating policies of the government and ecological imbalance There is a fluctuating the product design for standard and non-standard products Economic crisis and high cost for installation of plant
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LEARNING EXPERIENCE
The study is an organizational study of symmetric technology Pvt Ltd, a fast growing company in software industry. Learning would be complete only when theoretical concepts are put to practice. This in-plant training has provided an opportunity to get an insight of the corporate world .It helped me to relate the theoretical concepts learnt in the classroom to organizational functioning. The learning experience gained by me during the in-house training was very much pratical oriented.I got to know how decisions are communicated, the flow of decision process, the way in which department are classified on the basis of their functions, the in which the departments are inter-linked and coordinated. Through skills, I got to know how decisions flow from top to bottom in Symmetric Technology Pvt .Ltd how self-managed teams perform to achieve the target set by the management. Through strategy, I found how strategies were formulated to overcome the rigorous competition strategy is very much essential for the company to survive in the market. System plays an important role in supporting and facilitating various activities that are carried out within the organization. The company has its own software.
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CHAPTER SEVEN FINDINGS, SUGGESTIONS AND RECOMMENDATIONS
Findings
During the course of study it was fund that, Symmetric Technologies Pvt. Ltd. is one of the fast growing companies. It has a good technical support from their employees. They are all well qualified personnel and also they are well trained personnel. The company gives good training facilities to their employees The company is having highly equipped modern facilities. Symmetric Technologies strength is quality control and quality assurance They use to interview not more than 5 people at a time for employment. They have five minutes of meeting every day in morning. They newly have set up video cameras inside the company and security purpose. Symmetric technology uniquely offer customer training programmes to enchance awareness for optimum use of its products.
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SUGESSIONS AND RECOMMENDATION
Company has to give the preference for the six sigma concept. Build the relationship between employees and management. Solve the employees problems frequently. Human resource management should be properly organized. Company should take more promotional activities in which add plays a crucial role; it can used to boost the sales figure. Providing the recreational facility to the employees to reduce the boredom from long duration of work. The company must substantiate the pricing of its product and use new technology The company using only on-the-job training but they should provide of-the-training The company doesnt have any management personnel they are having only the technical personnels so they have to recruit some management personnels to increase their fare in administrative level Company must be utilize the human resource and technological resource effectively The company to remain in the international market should adopt new technologies for the development of the products. They should improve in reduction of cost by using technique like KIEZEN. The company should maintain their ethical practices while dealing with suppliers, customers, employees, etc, which facilitates to maintain a coordinal environment at all levels of organization. Company should introduce ERP, SAP software which makes work easier and faster. Since the competition is very fierce, the company should maintain their quality throughout the process. The company should try to achieve excellence in their work through pursuit of perfection by everyone in their own activity.
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CONCLUSION
Symmetric Technologies Capacitors Pvt. Ltd. policy is to service continuously for improvement of their products, services and also to give quality products to their customer to increases their creditability in the field of software. Training is being conducted for the entire staff especially for the workers to train them in all the field for job rotation. Symmetric Technologies has highly qualified and talented departmental heads that is specialized is advanced field of mechanical design, system engineering, and production technology Symmetric Technologies is having big market representation and a good customer relation with the help of L&T Symmetric Technologies has established good network all over India and abroad. To reach the global demand effectively, the company has to strengthen its functional areas. Keeping in mind the increasing demand for quality products they have produced a wide range of products and services.
Symmetric technologies managers who deliberately structure and co-ordinate organizational resources to achieve the organizations purpose. The work is structured into separate departments or set of activities; the organization is striving for greater horizontal coordination of work activities, often using teams of employees from different functional areas to work together on projects. Boundaries between department as well as those between organizations are flexible and diffuse to face the need to respond to the changes in the external environment more rapidly. The Organization interacts with customers, suppliers and other elements of the external environment. Symmetric Technologies Pvt. Ltd has established the pattern of relationship by giving duties and responsibilities to an individual or group. It also helps to co-ordinate or integrates and control the activities of individuals or groups to achieve common objectives of the business. The primary objective of this study was to understand the practical aspects of how an organization is working.
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The study concludes to the state that the objectives are partially fulfilled and that it is found that each department is functioning and the co-ordination between each other. The policies and procedures of the company are well designed, structured and tailor made to meet the specific needs. The efficiency of the organization is reflected in their working environment.
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BIBLIOGRAPHY 1. Quality system manual of Symmetric Technologies 2. ISO9000 manual 1998 3. Symmetric Technologies brochures and manuals 4. Website- www.symmtech.com 5. Newspapers industrial manual, Business line, Financial daily
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INTERNSHIP REPORT ON ORGANIZATIONAL STUDY AT SYMMETRIC TECHNOLOGIES PVT LTD

Submitted in partial fulfillment of the requirement For the award of

Symmetric Technologies Pvt. Ltd.

BANGALORE UNIVERSITY School of business studies (Master of business studies)

Co-ordinator School of Business Studies

School of Business Studies, Bangalore University.

Symmetric Technologies Pvt. Ltd.

Date: Palace: Bangalore

School of Business Studies, Bangalore University.

Symmetric Technologies Pvt. Ltd.

Place: Bangalore Date:

Alpna Patel Reg no. 10TUMBS001

School of Business Studies, Bangalore University.

Symmetric Technologies Pvt. Ltd.

Place: Bangalore Date:

Alpna Patel Reg no. 10TUMBS001

School of Business Studies, Bangalore University.

Symmetric Technologies Pvt. Ltd.

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LOCATION Project Head Office:

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CHAPTER TWO INDUSTRY PROFILE

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Characteristics of the Indian Software Industry

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Supply of Factor Inputs 1 Human Resources

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2 Finance, Communication and Physical Infrastructure

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Indian Software: Potential and Prospects

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Building Blocks and Product (End To End Products Base)

Core Competencies (software development, Testing and Integration services)

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REAL TIME INTEGRATED SOLUTIONS [RTIS] Featured Solutions

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INDUSTRIAL SYSTEM AUTOMATION (ISA) Featured Solutions

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SOFTWARE DEVELOPMENT DIVISION (SDD) Featured Solutions

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BUILDING BLOCKS AND PRODUCTS Featured Solutions

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