CONTENTS

1. INTRODUCTION
General introduction Industry profile a. origin and development of the industry b. growth and present status of the industry c. Future of the industry.

2.

PROFILE OF THE ORGANIZATION

Origin of the organization Growth and development of the organization Present status of the organization Future plans of the organization Functional department of the organization Organization structure and organization chart Product and service profile of the organization Market profile of the organization

3.

DISCUSSIONON TRAINING
Student s work profile (role and responsibilities) Description of live experience

4.

STUDY OF SELECTED RESEARCH PROBLEM

4.1 Statement of research problem 4.2 Statement of research objectives 4.3 research design and methodology 4.4 Analysis of data 4.5 Summary of findings

SUMMARY AND CONCLUSION

Summary of learning experience Conclusion and recommendation

APPENDIX
Annexure like copy of questionnaires, interview schedule, leaflets, Broachers, photographs to be enclosed

BIBLIOGRAPHY

INTRODUCTION

GENERAL INTRODUCTION

DAWAR TODAY For more than Two decades, Dawar Group has controlled the Specification, Production, Distribution and Technical information of footwear technology. "Dawar Group" was founded in "1977" on the modest scale in the city Agra. A move to set-up more Units were necessary to cope with the abrupt increase in the volume of business.As a part of its expansion and diversification drive, Two manufacturing Units came into existence under the Group. "To give the better quality product and to be the customer first choice".

Dawar Footwear Ltd. works with this mission. In 1977 Mr. Puran the C.P. of Dawar Footwear Ltd. to work with his brother at Dawar Shoe Shop at Sadar there he started to take order from the customers he learned salesmanship there. In 1987 he comes in export. In 1987 the turnover of Dawar Footwear Ltd. is I crore. It declines to 90 laks in 1988.

ORGANISATION CHART
Mr. Dawar (Chair Man)

Mr. P.P. Agarwal (G. M.)

Research & Development Department

Production Department

Human Resource Department

Mr. Vipin Gupta (RND Manager)

Production Manager

Mr. Bipin Gupta (H.R. Manager)

Coordinator in Ani Shera

S.K. Sharma

Coordinator

D. K. Sharma

Purchaser Mr. Ajay Raj

J.K. Mishra

5
Mr. Dinesh Kashyap

In house production of PU, TRP Soles and shoes. Dawar family is large and growing family. It expand beyond the people who work for Dawar. Group. There families are also intergral part of it froup shares the hopes and aspirations of it's people and their children. It goes out of it's way to revered their hard work and dedication. Saksham Dawar Memorial Trust It is a child education in addition to this it also provides monitory assistance to a large member of its worker's children studying in other schools. The group also works in association with a number of NGO's to fulfill its other social welfare commitments. It also organizes regular health check-ups for the families of its workers. Leading From The Front : By- Mr. Puran Dawar (Chairman)
6

Mr. Prem Agarwal (General Manager) Dawar is led by Mr. Puran Dawar, a pro-active veteran from the shoe industry. Mr. Dawar has been associated with the shoe industry from more them thru decades. The understands the dynamics of shoe business and how it is conducted in the international market. With his clear vision and rock solid dedication, he has brought Dawar group this far and continue to lead it with missionary zeal. It is Mr. Dawar's concern for his people and environment related issues that has endeavoured him to one and all A visit to group's manufacturing facility and corporate office reflects these concerns. Mr. Prem Agarwal, General Manager is one who look after the day to day affairs of the company. INFRASTRUCTURE : It is a hazard free, airy, well lit and well bilt working facility, They provide there complexes with clean toilets and adequate drinking water. Facilities. RECREATION : There is a volley ball court in the front amidst sprawling greens. It has witnessed many a competitive in house tourneys it is imp. for our people to know the joy of winning and the agony of losing to each other. But together they make a formidable team of 800 strong and highly skilled people we are proud of. Marketing Tactics :

Our product range is exhibited in many prestigious fairs like 'Riva Del Grada (Italy). GDS (Germany) and WSA (USA)'. WORK STRENGTH: For a company to stay ahead in term of quality and competitiveness. It has to relay on the strength of its own infrastructure and resource. Weat Dawar Group ,Releasing it very early. Today we not only have a most modern manufacturing complies but also an array of sophisticated manufacturing complies but also array of sophisticated machine to produce a diverce range of world class footwear. Beside a no of Italian hasting machines and German closing machines, there are other machines of various stages of production on line quality check's enable us to monitor consistency in production of a particular order from shoe upper to complete shoes, every thing is produce in house there by reducing production had time enhancing cost effectiveness. Over the years, the group has kept a study pace with technologically advances in footwear production. It has continuously upgraded into infrastructure to produce quality footwear. QUALITY POLICY: At Dawar, we look at quality from a different perspective. Concern for quality is ingrained in our system. It is an integral part of our thought process. And that is how it has becomes a tangibles aspect of our product you can see and fell it. Quality is not talking about it; it is doing it, it should be inherent in our belief system.

We at Dawar, have involved our own quality policy turned to a capabilities of our people. They produce quality because we provide them quality environment and facilities. We lead the crusade for quality from the front. At professional inspect it and together they deliver it. From time to time people undergo orientation programmes conducted with the assistance of technocrats to understand qualitative aspects of products we make. To top it all , the management of Dawar Group monitors the production process to ensure that each footwear bears Dawar's seal of Quality Always' Alps Industries Limited is, committed to conducting its affairs ethically and lawfully. This Code of Conduct establishes policies & procedures that are

intended to guide directors, officers and employees in the performance of their duties and responsibilities and ensure compliance with the Companys commitment to ethical and lawful conduct. These standards are set forth in the pages that follow and are reflected in the character and the conduct of our directors, officers and employees, which are in consonance of compliance of the revised Clause 49(1D) of the Listing Agreement, in its true spirit and not only as a matter of legal compliance. In pursuant of the said Clause, the Board of Directors of the company in their meeting held on January 29, 2005 approved the Code of Conduct, which has become effective w.e.f. January 29, 2005. A copy of the Code of Conduct as approved by the Board of Directors is provided hereinafter. We urges you to become thoroughly familiar with the contents of this booklet the code of Business Conduct and Ethics (also referred to simply as the Code)and

to use it as a guidelines in the performance of your responsibilities for the company. We also encourage you to seek assistance either from your superior or from the Human Resources Department when a question or concern arises with respect to any matter addressed in this material. If you have question or concern about a code of Conduct provision or about some action or practice you observe, you should always bring your questions to the attention of the company by talking to your superior, other members of management, the companys Legal or Human Resource Department or use the Companys anonymous reporting system. The key is to make the Company aware of any questions of concerns you have so they can be investigated, evaluated and appropriately addressed.

OBJECTIVE OF THE STUDY

Help employee overcome his weakness & improve ones his strengths & thus enable him to improve his performance & that of the Deptt. Generate adequate feedback & guidelines form the repotting officers to the employee. Contribution to the growth & development of the employee through helping him in realistic goal setting. Help in creating a desirable culture & traditions in the organization. Help identifying employees for the purpose of motivating, training & developing them. Generate significant, relevant, free & valid information about employees. Thus, a good Training & Development& review system should primarily focus an employee development.

10

INDUSTRY PROFILE
INDUSTRY AT A GLANCE
Leather industry occupies a place of prominence in the Indian economy in view of its missives potential for employment, growth and exports. There has been increasing emphasis on its planned development, aimed at optimum utilization of available raw materials for maximizing the return particular from returns.

EXPORTED PRODUCTS

(1) Leather Footwear (2) Footwear Components (3) Leather Garments (4) Leather Goods (5) Finished Leather

A PROFILE ON INDIAN LEATHER SECTORS

India is the largest livestock holding country with 21% Large animals and 11% Small animals

Indian Leather industry fulfills the 10% of global requirement.

11

 The total production of India's is 4 billion U.S $. Total annual exports value is over $ 2 billion. During 2000-04 the export growth is estimated 8.20% About 2.50 million workforce is thee in India about it 30% are women. Promising technological inflow and foreign direct investment. Top priority to occupational safety and work environment.

Major Production Centre of Leather & Leather Products

Southern Region :1) Tamilnadu :- Chennair, Ambur, Ranikhet, Saniyabadi, Trichy and Dindigul. 2) Andhra Pradesh :- Hyderabad 3) Karnataka :- Banglore North Region :1) Punjab :- Jalandhar 2) Delhi :- Delhi Eastern Region :1) West Bangal :- Kolkata 2) Central Region :- Kanpur 3) U.P. Agra Western Region :12

1) Maharastra :- Nambri a. Origin and development of the industry :-

Unique combination 33-year-old Ghaziabad-based company, Alps Industries Limited (hereafter referred to as Alps Industries), is a leading manufacturer of yarn, home furnishing, fashion accessories and dyes catering to both the domestic as well as the international market and also sells premium imported architectural products in the domestic market. A vertically integrated company, Alps Industries operates eight manufacturing facilities including a 100 per cent export-oriented integrated textile unit and also owns two premium, well-established brands; "Vista" for home fashions and architectural products and "Le Pashmina" for fashion accessories. Vision To produce world-class fashion, furnishing and dcor products with the concurrent objective to protect the environment through the use of ecofriendly material. To achieve a leading position in environment-friendly textile products. To create top-of-the-mind brand recall for its products. To pursue innovation of new products. To strengthen market reach in both the domestic and international markets to fully capture emerging opportunities. To reach the customers directly for improved responsiveness to changing customer preferences. To introduce own brands for home furnishing products in the international market.

13

 To pursue inorganic growth opportunities that would help it strengthen its market position, both in the domestic as well as the international market.

The opportunity India's textile industry is expected to grow almost three times into a USD 40 bn business by 2010 from the current levels; Its share in the global textiles market, which currently stands at 4 per cent, is expected to touch 8 per cent by 2010; After garments, yarn is the next fastest growing textiles category, likely to grow at a compounded rate of 17 per cent per annum; Similarly, exports of home textiles has grown by nearly 39 per cent in 2006. The anticipated growth in the future is where the real excitement lies: exports of home textiles (made-ups) are set to touch USD10 bn by the year 2010 from the current USD 1.9 bn. In addition to the opportunities in the international markets, the domestic real estate boom presents an opportunity to Alps Industries to especially cater to the niche commercial and retail segment and high-end residential demand: Indian real estate market is on a high growth curve and is growing at the rate of 30 per cent per annum; Looking at the current frenetic pace of commercial realty development across the country; it is estimated that 103 mn sq ft of office space will be added by the year 2010; and the IT and ITES industry would require office space of more than 367 mn sq ft till 2012-13;

14

The next two years from now will see the emergence of approximately 117.4 mn sq ft of new retail space with a total of 361 mall projects estimated to be under construction. Lastly, rising disposable incomes, easy financing terms and growing urbanization continues to drive housing demand not only in the metros but also in smaller cities. The Alps value proposition Because, over the years, we not only strengthened our position as a leading textile manufacturer catering to the international market, but have also evolved as a principal interiors infrastructure player well poised to ride the domestic realty boom. And because pre-empting the realty boom and the opportunities unfurling in the global market, we not only expanded our capacities ten times, but more importantly, made our timely foray into fast growing and high-value added textile segments, set the base for our entry into the retail segment for our home furnishings and embarked on prudent integration, cost competitive and environment friendly initiatives, which we believe will continue to be our value proposition for years to come. FOR INSTANCE WE, Enhanced capacities to manufacture value-added fiber-dyed, high quality yarn; Embarked on installing compact yarn spinning facilities and high-value Jacquard fabrics weaving facilities to manufacture higher value products; Ventured into the production of high-value office and automobile upholstery fabrics in addition to fashion oriented home furnishing;

15

Undertook cost competitive expansion by choosing Uttranchal as our expansion base - a state which offers several tax incentives, provides quality power supply at subsidised rates and took loans from the government's TUF scheme to reduce interest cost; Enhanced our eco-friendly positioning by purchasing organic cotton, an initiative which enables us to source nature friendly cotton; Pioneered research in the area of natural dyes extraction and application to textile fiber which provided us a distinct positioning of being an environmentally friendly manufacturer; Initiated measures to establish a strong branded retail presence, Launched high-value architectural products such as real wood flooring & aluminum composite panels to ride the domestic boom and leverage our strong Vista brand, our national distribution network and our carefully nurtured relationships with architects and interior designers. We are confident that all these measures will increase our visibility, attract large overseas retail and textile manufacturers and speed up top line growth and protect our profitability significantly in the long-term.

The response
Several industry players are scaling up capacities especially to attract overseas retail houses looking to move their production bases to India in the post-quota regime.

16

So far, across Asia, textile companies have gained from a surge in sales to developed markets primarily driven by shutting down of capacities in overseas market.
However, in this business of manufacturing products for leading brands, expanding margins beyond a point is imminently difficult. And that's where our response to these emerging opportunities will be truly appreciated.

17

COMPANY PROFILE

18

COMPANY PROFILE

ORIGIN OF THE ORGANIZATION :DAWAR COMPANY POLICY We at Dawar Footwear Ind. a leading manufacturer and exporter of footwear and footwear components, are committed to carry out our activities with highest concern for customer delight, environmental protection, Occupational health & safety, ethical governance and in compliance with all applicable statutory, legislative and national and international standards requirements. Pursuant to this goal, we shall : Supply high quality of footwear and footwear components and meet requirements of our customers. Continually improve quality, productivity, social performance, cost of poor quality, impact of our activities on air, water & land and also in prevention/ control of occupational health and safety risks; Monitor, control and upgrade our technology/ processes and operational practices so as to optimize resource consumption and ensure safe work environment/ well being at work place; Recognize and care for the concerns of our employees and affected interested parties regarding the impact of our operations on the environment and occupational health & safety hazards at work place ; Participate in overall social development of the neighborhood;

19

 Strengthen awareness, skill and competence of our employees so as to enable them to contribute effectively in ensuring sound quality, environmental, social, occupational health and safety management. Date : 1st January, 200.

(Puran dawar) Chairman/ Managing Director Agra footwear units are facing labour shortage. The supply of skilled and semiskilled labour has failed to match the growth in production of the industry. Footwear exports from the city also record 20-25 per cent growth every year, thus leading to further rise in demand for labour. Several attempts to increase the supply of labour, including the much-publicised umbrella project and a technological tie-up with Microsoft, have failed to deliver results. Industry sources claim the current demand for skilled and semi-skilled labour is close to 50,000. There is an immediate need for a workforce of around 15,000 to take advantage of the spurt in business generated by the opening of the US market for Indian footwear. To tide over the crisis, the industry is trying to encourage women to enter the workforce. Women make up almost 50 per cent of the population of the town. Puran Dawar, managing director, Dawar Footwear Industries, said that contrary to the leather industry in Southern India, the Agra footwear industry has been completely male-oriented, with women choosing to stay away from this sector

20

even though working in the leather industry was quite similar to the garment industry, which employed women in large numbers. Women were reluctant to work in the industry because there was lack of initiative to train them and bring them into the workforce, he added. The Central Footwear Training Institute (CFTI) in Agra has been churning out about 100 trainees every year in the skilled labour category, but this is insufficient in view of the present demand. To promote young girls in the sector, the Agra Footwear Manufacturers and Exporters Association has developed a project with the CFTI for running 3-month duration courses that could produce thousands of semi-skilled labourers each year. For the training, the footwear units have provided material like scrap leather, machines etc. to the CFTI to enable the institute to train women in the trade of leather stitching, grading and cutting. Dawar claimed that being a labour-intensive industry, the footwear units of the town could easily train sufficient number of labourers for their own purposes utilising the provisions made in the Apprentice Act, 1961. The Act allows hiring trainees in numbers of up to 20 percent of the total labour strength in the unit. But the labour department did not allow the leather units to take in trainees charging the unit owners of exploiting the labourers. If the unjustified restriction imposed by the labour department could be lifted, the labour crisis in Agra leather industry could be easily resolved, he added. Agra produces close to 150,000 footwear pairs per day. There are 75-80 export oriented units in the city, which earn foreign exchange worth almost Rs 1,500 crore

21

every year. Over the years, the increased demand by these export oriented units has also led to an aggravation of the labour crisis.

Marketing Strategies of Dawar Footwear Ltd.

Marketing involves satisfying consumer's needs and want. The task of every business 10 to deliver customer value at a profit. A company can win only by fine tuning the value delivery process and choosing, providing and communicating super value. The value delivery process The traditional view of marketing is that the firm makes something and then sells in In this view, marketing takes place in the second half of process. dawar footwear Ltd knows what to make and the market will buy enough units to produce profits. companies that subscribe to this view have the best chance of succeeding in economics marked by good shortages where consumer are not fussy about quality, features or style.

22

At Dawar The marketing framework is design to address Three management question :1. How can a company identify new value opportunities 2. How can a company efficiently create more promising new value offering. 3. How can a company use. Its capabilities and infrastructure to deliver the new value offerings more efficiently Or 1. Value exploration 2. Value creation 3. Value delivery The success of Dawar Footwear Ltd. depends on various marketing strategies. Every company jhas a specific plan by which company tries to lerd in market.this plan is depend on following strategies. 1. Market needs 2. Market trends 3. Market growth 4. Keys to success 5. Marketing objectives 6. Target Market 7. Sales forecast

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Customer Relation :The Term customer relation refers to the long term relation with the

customer. For maintain these relation company has to work hard. In Dawar footwear limited, they always keep in touch with their customer they regularly organize meeting with them wallmart , trisco etc. are their major customer they covers the market of Italy U.S. any many more countries. They invites buyers to them. Company attends the fair also for new market or new customer. So this is how htye maintain customer relation. The most important fact is they are loyal towards their customer. Target Market :A Marketer can rarely satisfy everyone in market. The needs, wants and demand of very person is different thats why it is essential for a marketer that he choose only a particular market or target customer and he tries to satisfy them. as we know that " Dawar footwear ltd is 100% export company they don't sale their product in India reason being their product is so expensive its started from 4000 per pair of ladies shoes and 5000 per pair of gents shoes. The one reason of covering international market is that they are not able to find much customer in India thereby they covers international market they find good customer their who happily pays them for their product they only made shoes for adults not for kids. Quality Product :Dawar Footwear Ltd. works on the concept of " Total quality management" To managing the quality of a product from the initial to the last stage is the aim of company . They properly check the quality of raw material, they purchase raw

24

material from Chennai, Kanpur and Agra itself if their requirement they send it back and orders for new material. There is a AQL system in the company i.e. Average quality line. there are five quality assurance manager in the company. There is inline inspection system in the company. They check the product when it is 50% completed after it there is midline inspection where they check when it is 60 to 65% completed. The there is finally checking system where they check the product when it is 100% complete Inside of it there is a randomly checking system also, in it the quality inspector can check the product at any stage and if he found any errors their he can report to chairperson and process will be stopped there so deliver a quality product is the aim of company. Market Trends :The complete information of market in Dewar footwear Ltd trends is very essential for any company if company not runs according to the market trends it will be get finished. As we know that shoe industry is very glamour's industry and trends in this industry changes very so it is very essential to know about the taste and preference of the like labour costing, raw material, payment terms etc. Inspite of it the policy is very much depend on competitors policy. if company wants to capture the market of its competitors. then it tries to sale its product on cheaper cost. Distribution Channel :When we are talking of Dawar footwear ltd about ' Dawar footwear ltd, it is very much clear to us that there is no role of distribution channel. they directly meet with buyer because they never sell their product by its own brand name,
25

company gives order to them and they sell the product by their name. There are only two parties :-

Manufacturer Buyer
Sales forecasting :The whole production process at Dawar footwear ltd is depend on pre-order that is why there is no need of forecasting best company tries to gain more order from the customers and for this they regularly participate in fairs, keep in touch with new trends and inspire their designer to work with creativity. Customer, what they want, what they like. For this purpose customer, what they want, what they like, for this purpose company send their person to visit international market company consider the taste of customer. They focused on seasonal demand and seasonal changes.

Market promotional schemes :Sales promotion, a of Dawar footwear ltd. key ingredient in market campaigns consist of a collection of incentive tools sales promotion includes tools for consumer promotion like in 'Dawar footwear ltd. they create new sample design, send these sample to buyers. They are registered in ARS magazine. They pay good amount to their designers. There is a designer of Dawar's in stay who regularly studies the international market and design new samples, he get the monthly package of 5 lacks.

26

Pricing policy :The pricing policy of any of Dawar footwear ltd. company is one of the important parts of its market strategy. the structure of market is very much depends on the pricing policy of company. if the company produces costly product that its customers are only high income group peoples and vice-versa. the pricing policy of any company affects by various factors. Logistic system of Dawar Footwear Ltd. According to Mr. Bipin Gupta, taking order to the customer is easy, production of the order is easier but complete the order at time is tough and timely shipment or deliver the product to the customer is more tough. ' Dawar footwear ltd.' always tries to fulfill the requirement of the customer and always tries to be in time. They use JNPT port, Mumbai for shipment.

27

PRODUCT AND SERVICES

28

DAWAR PRODUCT
The

brand "DAWAR" has been able to maintain its aura of exclusivity and

distinction in the global market. Our brand "DAWAR" cherish the dreams of people from across the world by providing footwear of their choice. With the growing popularity, proliferation comes along.

The company has elaborated the brand concept by launching a variety of subbrands and shoes to suit different occasions. The new brand were coined with attractive catchword, thus helping the customers finding the right shoes.Our range of brand caters to every need in footwear world.

DAWAR FOOTWEAR IND:-

is a Govt. recognized export house engaged in the manufacture & export of Men's Footwear i.e Classic- Comfort Classic & Sport Line & all type of Uppers.

29

DAWAR LSD:is a Govt. recognized export house engaged in the manufacture & export of Ladies Footwear *Fashion *Comfort *Sporty *Woven Ankled-Mid-Long Boots, Shoes & Sandals.

Expansion:-

In house production of PU, TPR Soles and Shoes.

30

Dawar family is a large and growing family. It extends beyond the people who work for Dawar Group. Their families are also an integral part of it. The Group shares the hopes and aspirations of its people and their children. It goes out of its way to reward their hard work and dedication.

"Saksham Dawar Memorial Trust" is a small but significant step in that direction. Its a child education programme for the children of the workers. In addition to this, it also provides monetary assistance to a large number of its worker's children studying in other schools. The Group also works in association with a number of NGO's to fulfill its other social welfare commitments. It also organizes regular health check-ups for the families of its workers. But these efforts are not enough. There is a lot more that needs to be done. Nobody understands it more than the chairman of the Group, "Mr. Puran Dawar".

31

BOARD OF DIRECTORS

Mr. Puran Dawar(Chairman)

Mr. Prem Agarwal(General Manager)

Dawar Group is led from the front by "Mr. Puran Dawar", a pro-active veteran from the shoe industry. Mr. Dawar is a widely travelled person and has been associated with the shoe industry for more than three decades. He understands the dynamics of shoe business and how it is conducted in the international market. With his clear vision and rock solid dedication, he has brought Dawar Group this far and continues to lead it with missionary zeal.It is Mr. Dawar's concern for his people and environment related issues that has endeared him to one and all. A visit to Group's manufacturing facility and corporate office reflects these concerns.Mr. Prem Agarwal , General Manager is a seasoned professional who looks after the day to day affairs of the company.

32

OUR PEOPLE

Dawar Group is indebted to its people for their unflinching support and dedication. They have stood by us in our good, bad and ugly times. They have crafted some of the finest shoes for most of the top names in international footwear and fashion industry. They have made us a force to reckon with in the fiercely competitive global footwear industry. We, at one end, have not failed them either. To begin with, we have provided them with a world class working environment envied by many in the industry. Its a hazard free, airy, well lit and well built working facility we are talking about with clean toilets and adequate drinking water.Its a facility that encourages performance by its ambience. Hot Indian summer is hardly a distraction. Their health is a matter of concern to us. Medical check-ups by qualified doctors are organised at regular intervals to monitor their health and welfare. Then, there is a cafetaria for people where they get subsidised food items.There is a volleyball court in the front amidst sprawling greens. It has witnessed many a competitive in-house tourneys. It is important for our people to know the joy of winning and the agony of losing to each other. But together they make a formidable team of 800 strong and highly skilled people we are proud of.

33

WORK STRENGTH

For a company to stay ahead in terms of quality and competitiveness, it has to rely on the strength of its own infrastructure and resources. We, at Dawar Group, realised it very early. Today, we not only have a most modern manufacturing complex but also an array of sophisticated machines to produce a diverse range of world class footwear. Besides a number of Italian Lasting Machines and German Closing Machines, there are other machines at various stages of production. The assembly line manufacturing enhances production and ensure quality. On-line Quality Control Checks by seasoned professionals enable us to monitor consistency in production of a particular order. From shoe upper to complete shoes, everything is produced in-house there by reducing production lead time and enhancing cost effectiveness. Over the years, the group has kept a sturdy pace with technological advances in footwear production. It has continuously upgraded its infrastructure to produce quality footwear.

34

QUALITY POLICY

At Dawar, we look at quality from a different perspective. Concern for quality is ingrained in oue system. It is an integral part of our thought process. And that is how it has become a tangible aspect of our products. You can see and feel it. Quality is not talking about it; it is doing it. It should be inherent in your belief system. Over the years, we at Dawar, have evolved our own quality policy turned to the capabilities of our people. They produce quality because we provide them quality environment and facilities. We lead the crusade for quality from the front. At Dawar, quality is people driven. Workers produce it, professionals inspect it and together they deliver it. From time to time our people undergo orientation programmes conducted with the assistance of technocrats to understand qualitative aspects of products we make. To top it all, the management of Dawar Group monitors the production process to ensure that each footwear bears Dawar's seal of 'Quality Always'.

35

ENVIRONMENT FRIENDLY COMPANY

Inherent in the work culture of "Dawar Group" is a deep concern for conservation & Preservation of the environment. The sprawling greens in front of its Corporate Headquarters and Manufacturing facility is one such example.A modern waste treatment plant has been installed to ensure its surroundings are not polluted. The facility has been designed meticulously to match international standards in terms of temperature control, noise levels etc. It has "top-of-the-line fire fighting" arrangements. The walls in the working areas are fitted with fire fighting equipments and fire exits routes are painted all over the work area. The electricity cables have been laid under the watchful eyes of professionals as per the prescribed standards. To educate our workers regarding the use of chemicals, regular orientation programmes are conducted. Our concern for our environment and the measures we have taken to preserve it have got us an "ISO 14001" Certification.

36

RESEARCH & DEVELOPMENT

Dawar group is constantly innovating new designs. In sync with latest trends in the European standards, development of new designs goes on round the year at our Research and Development department. At Dawar group , commitment to provide high class and quality service continues, right from the designer's sketchbook through to the performance of our shoes on a customer's foot. Dawar group has adopted latest footwear technology to give new dimension to the creative designers. Success is never a matter of desire, it is the product of hard work and vision. The phenomenal success of Dawar Group proves it. With effective presence in more

37

than "40" countries and a turnover exceeding "US$ 10 Million", the group has been growing steadily.

It's success is simply a by product of the implicit faith and confidence its buyers have in its capabilities. It has never let them down. And that is because their every requirement is met as per their exact specifications. Today, the Group exports its footwear to some of the top names in fashion and footwear business. "United Colours Of Benetton, Lumberjack" etc. are some of the brands it makes footwear for.Our product range is exhibited in many prestigious fairs like "Riva Del Garda (Italy), GDS (Germany) and WSA (USA)". For us at Dawar every customer, no matter big or small, counts. Whenever visiting our "Corporate headquarters" in India, each customer is looked after well. We have even made independent work stations for them to work with freedom. All the work stations are equipped with modern telecommunication facilities. We cherish the mutually rewarding relationship we share with our customers worldwide.

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2.6

ORGANIZATION CHART FOR DAWAR GROUP

MR. PURAN DAWAR (Chairman)
EXT # 24 / 28 / 98370-65440

MR. SAMBHAV DAWAR (Director)

EXT # 27/9927065440
MR. BIPIN GUPTA (Head R & D & GM Material Planning) EXT # 61/98970-38333 MR. B.K.GUPTA (Manager HR & Personal) MR. S.K.SHARMA (Lasting Planning Head) MR.D.K.SHARM A (Closing Head Unit -I)

MR. P.P.AGARWAL (General Manager)

EXT # 21/9319105441
MR.ANIL JAIN (Manager Export) (Q.A. Manager) EXT # 25/9837188868 MR.NITIN GUPTA EXT # 38/99276(Export 56400 Executive) EXT # 39/9412010526 MR.MANOJ TIWARI

EXT # 52/9319206555 EXT # 38/99276EXT # 42/94116MR.J.K.MISHRA 56400 MR. SHYAM 27394 SINGH (Lasting Manager Unit- I) (Lasting In charge Unit -II) EXT # 38/99276EXT # 38/99276EXT # 57/98973- 56400 56400 MR.DINESH 63543 EXT # 54/ KASHYAP (Closing Manager Unit II) EXT # 38/9927656400 EXT # 60/9837708405

EXT # 38/9927656400

MR.AJAY RAJ EXT # 25/98373SHARMA 34169 (Purchase Manager) EXT # 38/99276EXT # 62/9319956400 67218

EXT # 38/9927656400

MR. ANIL SEHRA (Designer

Mens) EXT # 62

MR. DINESH VERMA (Designer Ladies) EXT # 62/9927027516

MR. REHMAN ALI (Sample Coordinator) EXT # 67/9837042026

MR.RAVINDR MR. RAJEEV EXT # 38/99276A GUPTA 56400 (Sample Coordinator) EXT # 67/9319967213 (Communication Manager) EXT # 62/9897040700

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TRAINING

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Training is a process of learning a sequence of programmed behavior. It is application of knowledge & gives people an awareness of the rules and procedures to guide their behavior. It attempts to prepare them for an intended job. Development is a related process. It covers not only those activities, which improve job performance, but also those, which bring about growth of the personality; help individuals in the progress towards maturity & actualization of their potential capacities so that they become not only good employees but also better men & women. In organizational terms, it is intended to equip persons to earn promotion and hold greater responsibility. Training a for a bigger and higher job is development. In addition, this may well include not only imparting specific skills and knowledge but also inculcating certain personality and mental attitudes. Training is a short-term process utilizing a systematic & organized procedure by which non-managerial personnel learn technical knowledge & skills for a definite purpose. Development is a long-term process educational process utilizing a systematic and organized procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose. Training refers to instruction in technical and mechanical operations, while development refers to philosophical & theoretical educational concepts. Training is designed for non-managers, while development involves managerial personnel. Training & Development differ in four ways: "What" is learned? "Who" is learning?

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 "Why" such learning takes place & "When" learning occurs The difference may be stated thus:

Learning dimensions Who?

Training Non-managerial personnel

Development Managerial personnel

What?

Technical & mechanical Theoretical, conceptual operations ideas

Why?

Specific purpose

job-related General knowledge

When?

Short term

Long-term

NEED FOR BASIC PURPOSES OF TRAINING

1. To increase productivity-Instruction can help employees increase their level of performance on their present assignment. Increased performance often directly leads to increased operational productivity and increased company profit.

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2. To improve quality- Quality increases may be in relationship to a company product or service, or in reference to the intangible organizational employment atmosphere. 3. To help a company fulfill its future personnel needs- when the need arises, organizational vacancies can more easily be staffed from internal sources if a company initiates and maintains an adequate instructional program for both its non-supervisory & managerial employees. 4. To improve organizational climate- Increased morale may be due to many factors, but one of the most important of the most important of these is the current state of an organization's educational endeavor. 5. To improve health & safety- Proper training can help prevent industrial accidents. A safer work environment leads to more stable mental attitudes on the part of employees. 6. Obsolescence prevention- Training & Development programs foster the initiative & creativity of employees & help to prevent manpower obsolescence, which may be due to age, temperament or motivation, or the inability of a person to adapt him to technological changes. 7. Personal growth An increased use of technology in production. Labor turnover. Employment of inexperienced labors. Old employees need refresher training to enable them to keep abreast of changing methods. Enabling employees to do the work in a more effective way. Reducing grievances and minimizing accident rates.

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 Maintaining the validity of the organization & raising the morale of the employees.

Importance of training
Training is the corner stone of sound management, for it makes employees more effective & productive. It is actively and intimately connected with all the personnel or managerial activities. It is an integral part of the whole management program, with all its many activities functionally inter-related. There is an ever present need for training men so that new and changed techniques may be taken advantage of and improvements affected in the old methods, which are woefully inefficient. Training is a practical and vital necessity because it enables employees to develop & rise within the organization, and increase their "market value", earning power and job security. It moulds the employees ' attitudes and helps them to achieve a better co-operation with the company and a greater loyalty to it. Training, moreover, heightens the morale of the employees, for it helps in reducing dissatisfaction, complaints, grievances & absenteeism reduces the rate of turnover. Training is a widely accepted problem-solving device.

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Steps in training programs

Discovering or identifying training needs
( through organizational operations manpower analysis)

Getting ready for the job

Preparation of the learner

(create, desire & prepare accordingly)

Performance try-out

Presentation of operations & knowledge (Application of training techniques)

Follow-up (rewards and feedback)

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Objectives of employee training

The overall objective of training program is to fill in the gap between the existing and the desired level of knowledge, skills and aptitudes. Objectives of

training express the gap between the present and the desired performance levels. A well designed training program improves the personnel qualitatively. The main objectives of training may be defined as follows1. To impart basic knowledge- To impart the entrants the basic knowledge and skills required for efficient performance of definite tasks. It increases the skill, knowledge and operative competence of the employee, which help to increase the level of performance. 2. To function more effectively in their present position- It assists the employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skills required performing their job in a better way. 3. To build up second line of competent officers- Whenever there is a change in a job position, the new incumbent from within can occupy the position more confidently. 4. To broaden the minds of senior managers- It corrects the narrow outlook caused by the over specialization. 5. To reduce supervision- It reduces the degree of supervision and makes the workers more independent & more responsible. It reduces cost of production and cost of supervision. 6. To improve the organizational environment- The purpose of training is to generate an improved organizational environment. Proper training reduces

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industrial accidents. Proper & safer living and working environment leads to more stable mental attitude on the part of the employees. It reduces the rate of absenteeism and labor turnover. 7.

Principles of training
A sound training program must possess the following characteristics: 1. The training program should be designed so as to achieve pre-determined objectives and needs of the organization. 2. Training program should be less expensive. 3. Training program should be developed for all in the organization and not for a particular group. 4. Training program should be pre-planned and well organized, taking in view the objectives of training program. 5. Training program should be designed according to size, nature and financial position of the concern. 6. the program should be conducted by a senior and experienced supervisor or executive of the concern or by training director who is in charge of the training section under personnel department. 7. Theoretical and practical aspects of training should be given consideration while preparing a training program. 8. Training program should be designed taking in view the interests of both employer and employees. 9. The purpose of training is to develop the men and therefore more than one method may be followed for different groups.

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10. The program should be flexible enough so that it may be adjustable to the changing circumstances. 11. Training should be followed by a reward, so that employees may be motivated. 12. Sufficient time should be provided to practice what the employees have learned. 13.The trainee should be provided with 'feedback' on the progress he is making in utilizing the training he has received. Evaluation of effectiveness of training and management development programs Evaluation is an essential feature of all programs for the training of employees. The concept of evaluation is most commonly interpreted in determining the effectiveness of program in relation to its objectives. Management invests in training programs of the employees only with the expectation to see some tangible benefits derived there from. Evaluation can be done from various purposes. Objectives of training evaluation is to determine the ability of the participant in the training program to perform jobs for which they were trained, the specific nature of the training deficiencies, whether the trainees required any additional on the job training, and extent of training not needed for the participants to meet the job requirements. Evaluation of the training program may be done as follows: 1. To increase the effectiveness of the training programs while it is going on. 2. To increase the effectiveness of the programs to be held next time.

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3. To find out to what extent the training objectives are achieved. 4. To help participants to get feedback for their improvement and efficiency.

Evaluation of the training must be based on the following principles:

Evaluation specialist must be clear about goals and purposes of evaluation. Evaluation must be continuous. Evaluation must be specific. Evaluation must provide the means and focus for trainers to be able to appraise themselves, their practices, and their products. Evaluation must be based on objective methods and standards. Realistic target dates must be set for each phase of the evaluation process. A sense of urgency must be developed, but deadlines that are unreasonably high will result in poor evaluation. There are various approaches to training evaluation. To get a valid measure of training effectiveness, the personnel manager should accurately assess trainee's job performance two to four months after completion of training. The four basic categories of outcomes can be measured Reaction: Evaluate trainee's reaction to the program. Learning: Did the trainee learn the principles, skills and fact that the supervisor or trainer wanted him to learn? Behavior: Whether the trainee's behavior on the job changed because of the training program? Results: What final results have been achieved?

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TRAINING COURSE Training may range from highly specified instruction in the procedures to be adopted while performing a particular job to every general instruction concerning the economy and society. Training courses in general areas usually aim at making an employee a rounded individual, a happier worker and a good citizen, and at training him for "larger responsibilities" and future advancement. Such training exerts a remarkable influence on production and labor. From the employees point of view, output would increase with decrease in cost of production. From the point of view of labor, the employees' morale would improve; so would the rate of turnover, excessive absenteeism and accidents reduce. Training programs are no doubt expensive; but their worth to a growing concern cannot be over-emphasized. Training in general areas is given in such subjects as general and home economics, basic English, instruction in better writing and report drafting, reading using gauges, the operation of machines, public speaking and public relations, selling and communication with people. SUPPORT MATERIAL FOR TRAINING A variety of equipments are utilized to impart effective training. These are: 1. Lectures, conferences, seminars and staff-meetings, demonstrations, and short courses, through coaching. 2. Role-playing and job rotation. 3. Case or project studies and problem-solving sessions. 4. Use of pamphlets, charts, brochures. booklets, handbooks, manuals etc. 5. graphs, pictures, books, slides, movies, projectors, film strips, tape recorders. 6. Posters, displays, notice and bulletin boards.

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7. Reading rooms and libraries where specified books and journals are maintained for reference and use. 8. Under-study and visits to plants. 9. Correspondence courses under which knowledge about business law, statistics, industrial management, marketing, offices procedures, retailing and many other similar subjects may be imparted. 10.Teaching machines. 11.Membership of professional or trade associations, which offers new techniques and ideas to their members. TRAINING PERIOD The duration of training varies with the skill to be acquired, the complexity of the subject, a trainee's aptitude and ability to understand, and the training media used. Generally a training period should not be unduly long; if it is, trainees may feel bored, uninterested. The ideal session should not go beyond 2 to 3 hours at a stretch, with a break in between two sessions. If convenient, employees may be trained for a week or a fortnight for an hour or two, every day after work hours. The training period may extend from 3 weeks to 6 months or even more, depending upon the job requirements. The physical location of the program should be in pleasant surroundings away from the noise and tension of the work place. TRAINING FOR DIFFERENT EMPLOYEES Employees at different levels require training. Unskilled workers require training in improved methods of handling machines and materials to reduce the cost production and waste and to do the job in the most economical way. Such

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employees are given training on the job itself; and the training is imparted by their immediate superior officers. Semi-skilled workers require training to cope with the requirements of an industry arising out of the adoption of mechanization, rationalization and technical processes. These employees are giving training either in their own sections or departments, or in segregated training shops where machines and other facilities are usually available. Training is usually imparted by more proficient workers, bosses or inspectors, Training methods include instruction in several semi-skilled operations because training in one operation only creates difficulties in adjustments to new conditions, lend the color of specialization to a job and makes work somewhat monotonous for an individual. Skilled workers are given training through the system of apprenticeship, which varies in duration from a year to three or five years. Such training is also known as tradesman or craftsmen training, and is particularly useful for such trades in industry which require highly sophisticated skills- as in carpentry, drilling, boring, planning etc. Such programs are usually conducted in training centers and industry itself. Supervisory staff needs training most, for they form a very important link in the chain of administration. The training programs for supervisors must be tailor-made to fit the needs of an undertaking. Their training enables supervisors to cope with the increasing demands of the enterprise in which they are employed and to develop team spirit. Supervisors' training may include the supply of necessary reading material, job rotation to give them a wide- in plant experience, holding of staff meetings, visits to other industrial units, participation in the work of other departments, lectures and teaching, role-playing, case studies and conferences.

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TRAINING METHODS/ TECHNIQUES

Classification of training
methods

ON THE JOB OTHER TRAINING

DEMONSTRATION

APPRENTICESHIP

AND EXAMPLES

METHODS

VESTIBULE

SIMULATION

CLASSROOM METHODS ASSOCIATIONS AUDIO-VISUAL AIDS

LECTURES

CONFERENCES CASE STUDY ROLE-PLAYING PROGRAMMED INSTRUCTION

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ON-THE-JOB- TRAINING It is the most common, the most widely used and accepted, and the most necessary method of training employees in the skills essential for acceptable for job performance. An employee is placed in a new job and is told how it may be performed. It is primarily concerned with developing in an employee a repertoire of skills and habits consistent with the existing practices of an organization, and with orienting him to his immediate problems. Employees are coached an instructed by skilled co-workers, by supervisors, by the special training instructors. They learn the job by personal observation and occasionally handling it. There are variety of OJT methods, such as coaching' or understudy; job rotation; and special assignments. Job instruction training(JIT) This method requires skilled trainers, extensive job analysis, training schedules, and prior assessment of the trainees job knowledge. This method is also known as training through step-by-step learning. It involves listing all necessary steps in the job, each in proper sequence. The actual training follows a four step process : The preparation of the trainee for instruction. Presentation of the instructions, giving essential information in a clear manner. Having the trainee try out the job to show him each step of the job. Encouraging questions and allowing the trainee to work along and the trainer follows up regularly. The JIT method provides immediate feedback on results, quick correction of error, and provisions of extra practice when required.

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Vestibule training (training-center training) It is a classroom training, which is often imparted with the help of the equipment, and machines, which are identical with those in use in the place of work. This technique enables the trainee to concentrate on learning the new skills rather than on performing an actual job. Theoretical training is given in classroom, while the practical work is conducted on the production line. It is a very efficient method of training semi-skilled personnel, particularly when many employees have to be trained for the same kind of work at the same time. Training is generally given in the form of lectures, conferences, case studies, role-playing and discussion. Demonstration and examples(learning by seeing) The trainer describes and displays something, as when he teaches an employee how to do something by actually performing the activity himself. Demonstrations are very effective In teaching because it is much easier to show a person how to do a job than to tell him or ask him to gather instruction from the reading material. Demonstration are used in combination with lectures, pictures, text materials, discussions etc. Demonstration are particularly effective in the training for the acquisition of skills; but their usefulness is limited when it is a question of training management personnel. Simulation Simulation is a technique, which duplicates, as nearly as possible, the actual conditions encountered on a job. Trainee interest and employee motivation are both high in simulation exercise because the actions of a trainee closely duplicate real job conditions. This training is essential in cases in which actual on-the-job practice might result in a serious inquiry, a costly error, or the destruction of valuable materials or resources.

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Apprenticeship For training in crafts, trades and in technical areas , apprenticeship training is the oldest and most commonly used method. A major part of training time is spent on-the-job productive work. Each apprentice is given a program of assignments according to a pre-determined schedule, which provides for efficient training in trade skills. Classroom or off-the-job methods
It means training is not the part of everyday job activity. The actual location may be

company classrooms or in places which are owned by the company. These methods consists of: Lectures Conferences Group discussions Case studies Role-playing Programmed instructions Laboratory training

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TRAINING MODEL

Implementation of training
Once the training program has been designed, it needs to be implemented. Implementation is best with certain problems. Firstly, most managers are actionoriented and frequently say no to training efforts. Secondly, there is problem of locating suitable trainers within an organization. Any training program implementation involves action on the following lines: Deciding the location and organizing training and other facilities. Scheduling the training program Conducting the program Monitoring the progress of trainees

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Why training fails? The following factors have been regarded as the main reasons for failure of training programs: The benefits of training are not clear to the top management. The top management hardly rewards supervisors for carrying out effective training. The top management rarely plans and budgets systematically for training. The middle management, without proper incentives from top management, does not account for training in production in production scheduling. Without proper scheduling, first line supervisors have difficulty in production norms if employees are attending training programs. Behavioral objectives are often imprecise. Training external to the employing unit sometimes teaches techniques on methods contrary to the practices of the participants' organization. Timely information about external programs may be difficult to obtain. Trainers provide limited counseling and consulting services to the rest of the organization

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Improving effectiveness of training The training program can be mad more effective and successful if the following hints are considered: Specific training objectives should be outlined on the basis of the type of performance required to achieve organizational goals and objectives. Attempt should be made to determine if the trainee has the intelligence, maturity, and motivation to successfully complete the training programs. The trainee should be helped to see the need for training by making him aware of the personal benefits he can achieve through better performance. The training program should be planned so that it is related to the trainee's previous experiences and background. Attempts should be made to create organizational conditions that are conducive to a good learning environment. If necessary, a combination of training methods should be selected so that variety is permitted and as many of the senses as possible are utilized. It should be recognized that all the trainees do not progress at the same rate. If possible, the personal involvement or active participation of the trainee should be got in the training program.

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 As the trainee acquires new knowledge, skills or attitudes and applies them in job situations, he should be significantly rewarded for his efforts. The trainee should be provided with regular, constructive feedback concerning his progress in training and implementation of the newly acquired abilities. The trainee should be provided with personal assistance when he encounters learning obstacles.

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DEVELOPMENT

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Purpose and objective of management development Executive development is an attempt at improving an individual's managerial effectiveness through a planned and deliberate process of learning. For an individual this means a change through a process of planned learning. This should be the common and significant aim of development attempts from the point of view of the trainer and the trainee in an organizational setting. "All the development is self development. It must be generated within the man himself. Development is highly individual. The development of an individual is due to his day-to-day experience on a job. Any activity to designed to improve the performance of existing managers and to provide for a planned growth of managers to meet future organizational needs is management development. The change in the individual must take place in those crucial areas, which can be considered as output variables: Knowledge change Attitude change Behavior change Performance change End-operational results

The organizational aims of management development are to secure the following valuable end-results:

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 Improvement in technical performance. Improvement in supervision Improvement in inter-departmental co-operation Highlighting an individual's weakness Attracting good men Facilitating sound "promotion-from-within" policies and practices. Ensuring that the qualifications of key personnel become better known Creating reserves in management ranks Marking an organization more flexible by an increased versatility of its members Improving organizational structure Stimulating junior executives to do better work Keeping the company abreast of technical and economic conditions 'Broadening' key men in the middle cadre Objectives of management development To develop managers to perform better on their present assignments To prepare them for higher assignments To provide a steady source of competent persons at all levels to meet future organizational needs To help them grow fast To prevent obsolescence of managers

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 To replace elderly executives, who have risen from the ranks, by highly competent and academically qualified professionals To create conditions and a climate which contribute to the growth process To create an understanding of the methods and problems of management To enable candidates to understand the problems of a business organization To indicate how to apply to practical problems the knowledge of the physical and social aspects of business problems and management.

Causes or factors of management development The rapid rate of technological and social change in society has necessitated the training of managers so that they may cope with these development The introduction of automation, intense market competition from foreign countries, the growth of new markets in the under developed countries. Increased recognition by business and industrial leaders of the social and public responsibilities of management has necessitated the development of managerial personnel The increased size and complexity of most organizationsgovernmental, industrial, commercial, on-profit public servicesrequire trained managers

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 The frequent labor-management strife have necessitated the services of trained personnel The changes in socio-economic forces, including changes in public policy and the concepts of social justice, industrial democracy. Need for executive development in Indian context Personnel in sectors as engineering and steel, coal, fertilizer, oil and cement industries need training not only in the functional areas of management but also need to acquire a thorough knowledge of the sector. Management resource mobilization towards professionalizing such public utilities as water supply, power distribution, transport and communications. for agriculture and industry are dependent on the efficient functioning of these utilities. Government and civic offices organized to render public services have been untouched by the management movement Management principles and techniques need to be introduced in other areas of national economy. Public administration is a vast sector, which needs management attention. Management development programs for all those who are engaged in positions above the supervisory level of operations.

Importance of management development The development of the full potential of all those who are under their command as a prime responsibility

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 Providing for the present an future needs of the firm of managerial talent by establishing, operating and improving management training and

development scheme. Taking account by regular appraisal of how successful managers are developing their own subsidiaries Providing opportunities for every manager to take an active part in his own development Developing all parts of the scheme together as a consistent an orderly whole, in line with the company's objectives. Management development concepts Some of these important concepts are: 1. There is no time limit for learning. Management training is not a "one shot" affair but continues throughout an executive's whole professional career. 2. There always exists some gap between actual performance and capacity, which provides considerable opportunity for improvement. A large number of employees do operate below a pre-determined standard, which their training aptitude desires of them. If they get further training and acquire additional technical knowledge in management, in

communication and in organizational affairs, they are bound to work faster and more efficiently, actively, and productively. 3. There are certain forces, which may retard further growth, but these may be offset or the direction of their movement changed. 4. Increased understanding of others, their behavioral attitude and of oneself definitely aid in managing and contributing to personal development, which is needed to increase and expand managerial effectiveness.
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5. Development seldom takes place in a completely peaceful and relaxed atmosphere. Growth involves stresses and strains. "Adversity is the mother of invention." It is because of errors and some failures that one is impelled to try and succeed in one's mission. 6. Development requires a clear-cut setting of the objectives and goals which are to be achieved or attained, and the ways and methods of achieving these. 7. Participation is essential for growth. Active learning and effort are needed. 8. Feedback from a superior to a subordinate, and from a group to an individual is necessary for the recognition of shortcomings and for keeping oneself in touch with the progress that ahs been achieved. 9. An important responsibility in the management of personnel is that of development. Executive development process The object of management development is to influence and modify the behavior of the managers in operation, it is necessary that in framing a management development program for specified managerial group, the following things are involved: 1. Identify the pattern of behavior at which the program is aimed at which it seeks to influence and modify. 2. Identify the causes the impulses, horizontally up and down the enterprise, which blend to give rise to the pattern of behavior. 3. Identify the nature of the exposure- the impulses that must be introduced into the system-through the development program

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4. The program must take care to throw impulses into the system in a

manner that generates the urge to behavior changes from within the trainee manager by the process of evolving rather than an imposition
from outside.

FACTORS INHIBITING MANAGEMENT DEVELOPMENT

Some of the factors, which hamper a management development program, are: Job security of the employees, its stability, and pension; these slow down the mobility of employees and check the recruitment of younger people. Supervisors at different levels, especially in the middle management, often feel trapped. Home ownership, home-sickness, close ties with one's family, community and social activities inhibit development to a large extent; and when these are accompanied by the absence of job security and chances of promotion, the employees tend to stress the non-job aspects of their lives. Relations between superiors and subordinate are often not conducive to management development.

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Basic requisites for the success of management development programs

1. The top management should accept responsibility for getting the policy of development executed. 2. Management development is essentially a "line job", it takes place on the job and involves both the man and his boss. 3. Every manager must accept direct responsibility for developing managers under his control on the job, and a high priority should be given to his task. 4. Management development must be geared to the needs of the company and the individual. 5. A policy of promotion from within is a necessary incentive for managers to develop in an organization 6. Management development starts with the selection of the right materials for managerial ranks. It is essential to ensure that really good material is fed into the program at the entry levels. 7. There should be a realistic timetable in accordance with the needs for managerial personnel over a sufficiently long period and the resources which are available and which will be required.

Administering a management development program

While administering the program, due consideration should be given to the following points:

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1. It should support a systematic career planning for managerial personnel, otherwise the frustrated trainees might seek opportunities elsewhere and the whole investment made in training programs would go waste. 2. Management development does not comprise involvement in a series of structured courses, but there should also be an active interaction between the trainee and the management. 3. Training program should cover, as far as possible, every manager, capable of showing potential for growth. 4. The entire program should be properly planned. The trainees should take part in it. The company should not normally allow any manager to opt out of a training program.

TECHNIQUES OF MANAGEMENT DEVELOPMENT

1. On-the-job techniques This method of training & development has its own value. It is inexpensive and saves productive hours. Most popular techniques under this type are: The coaching or guided method Job rotation method Participation in deliberations of the Boards and committees The coaching method Coaching is a method, which is used in developing managerial thinking processes as well as operative skills. In coaching, the superior plays the role of the guide and the instructor. The coach sets some mutually agreed upon goals and tell the trainee what he wants to be done, follows up suggestions, and corrects errors. It has certain advantages:
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 It requires the least centralized staff co-ordination, for every executive can coach, his men even if no management development program exists. Periodic feedback and evaluation are also a part of coaching, which yield immediate benefits to an organization, to the coach and to the subordinate. Coaching will work well if the coach provides a good model with whom the trainee can identify; if both can be open with each other; if the coach accepts his responsibility fully; if he provides the trainee with recognition of his improvement and suitable rewards. Job rotation or channel method of development It represents an excellent method of broadening the manager or potential manager, for turning specialists into generalists. It is designed for beginning level managers while planned progression is more likely to occur at higher managerial levels. The emphasis is on diversified instead of specialized skills and knowledge. Its advantages are: It breaks down departmental provincialism for everyone is moved from one to another. It rather develops inter-departmental co-operation. It injects new ideas into the older departmental personnel who may otherwise fall in a rut. New concepts are infused into them and they are diffused throughout an enterprise. It ensures the avoidance of the problem, which arises when a newly promoted manager is required to supervise his former peers. It makes possible for managers to compare one man with another, and gives everyone an equal chance for advancement. Each managers abilities and talents are best tested in a variety of jobs, so the enterprise can secure his best utilization in the ultimate assignment.

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Understudy assignment or attachment method An understudy is a person who is under training to assume, at a future time, the full duties and responsibilities of the position currently held by his superior. A manager from amongst a large number of subordinates, or several individuals may pick up an understudy. Such an understudy learns the complexities of the problems and how to solve them, learns also the process of decision making and investigation and making written recommendations to his superior. The advantages of this method are: It is practical and quick in training persons for greater responsibility for it lays emphasis on learning by doing. The learners interest and motivation are high and the superior is relieved of his heavy workload. It ensures continuity of management facilities even when the superior leaves his position. Participation in deliberations of the junior board and committees or the multiple-management technique It is a technique whereby juniors are assigned to board or committees, by the chief executive. The juniors get an opportunity to share in a managerial decisionmaking, to learn by watching others and to delve into specific organizational problems. It has several advantages: It gives Board members an opportunity to gain knowledge on various issues. It helps identify those who have executive talent. Multiple judgments are obtained on each individual through the Board rating system. It is relatively inexpensive method of development.

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 It permits a considerable number of managers to participate in certain activities within a reasonable period of time. 2. Off-the-job techniques A number of on-the-job management development programs are in vogue, they are considered inadequate for a number of reasons. Hence, off-the-job techniques are needed. There is wealth of executive development techniques that managers can partake in off the job. Of these the more popular ones are: The case study method Incident method Role-playing In-basket method Business or management game Sensitivity Training Simulation Grading training Conferences Lectures

Incident method
The central aim of this method is to stimulate self-development in a blend of understanding that is essential for productive interaction. Under this method, group members address questions to the discussion leader. The general trend of questioning is to find out about the what, when, where and how of the situation in which an incident developed, and who was present at that time. After the collection of data , it is necessary to isolate the most important items for decision-making.

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Role playing It is the concept of creating a more realistic situation, usually one of human problems and conflicts, and then acting out the various parts. The value of roleplaying is: It requires the person to carry out a thought or decision he may have reached. It permits the practice of carrying out an action and makes it clear that good human relations require skill. It makes a person aware of the feeling of others. It helps in developing a fuller appreciation of the important part played by feelings. In-basket method Each team of the trainees is given a file of correspondence bearing on a functional area of management. Each individual studies the file and makes his own recommendations on the situation. If further information is required by him, it is supplied by the members of the team. Later, the observations of each individual are compared and conclusion on different functional areas reached; and these are put down in the form of a report. The merits are: Decisions are rapid, feedback is objective, and further decisions are based on the feedback o f earlier decisions. Decision-making is by a group that consists of managers and specialists from different departments. An abstract and complex situation is given the semblance of a real world situation, and this illusion facilitates the learning process.

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 Tem co-operation can be fostered and departmental conflicts softened down and/or eliminated. Business or management game Business games are classroom simulation exercises in which teams of individuals compete against one another or against an environment in order to achieve a given objective. These games are designed to be representatives of real life conditions. Under these, an atmosphere is created in which the participants play a dynamic role, and enrich their skills through involvement and simulated experience. The advantages are: There is usually a great sense of enjoyment in playing the game, and helps in developing the problem solving skills. Helps in developing leadership skills and for fostering co-operation and teamwork. It helps in changing attitudes. The participant becomes more tolerant. Sensitivity, laboratory or Dawar Group training It is a group experience designed to provide maximum possible opportunity for the individuals to expose there behavior, give and receive feedback, experiment with new behavior and develop awareness of self and of others. It tries to provide: Managers with increased awareness of their own behavior and of how others perceive them. Greater sensitivity to be behavior of others, and increased understanding of group process.

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 A clarification and development of personal values and goals consonant with a democratic and scientific approach to problem of social and personal decision and action. Simulation It is a training technique, which indicates the duplication of organizational situations in a learning environment. It is a makeup of a real thing. This technique has been used for developing technical and interpersonal skills. The advantages of simulation are the opportunities to attempt to 'create an environment' similar to real situations the managers incur, without high costs involved should the action prove undesirable. Grid training The managerial grid is an organizational development technique. The grid represents several possible leadership 'styles'. Each style represents a different combination of two basic orientations-concerns for people and concern for production. The management-training program is built around this managerial grid. It aims at developing open confrontation of organizational problems and highpeople-high-production leaders.

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RESEARCH METHODOLOGY

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The method adopted for carrying out any project is called as Research methodology. For this

project the study is conducted among the employees of Dawar Footwear. Research methodology used in this project is based on following factors : Sources of data Primary (questionnaire) and secondary data (information regarding both organizations through internet & booklets). Data collection method & techniques Questionnaire and interviews. Sampling plan Target population All the employees of Dawar Footwear, Agra. Sampling method Random sampling. Sample size 50 Area of population Dawar Footwear Agra.

RESEARCH DESIGN
Research design specifies the methods and procedures for conducting a particular study. A Research design is the arrangement of conditions for collection and analysis of the data in a manner that aims to combine relevance to the research purpose with economy in procedure. Research Design is broadly classified into three types as Exploratory Research Design Descriptive Research Design Hypothesis testing Research Design

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On the basis of the objective of study, the study which is concerned with describing the characteristics of a particular individual or of group of individual under study comes under Descriptive Research design. Descriptive Research Design:In this research design the objective of study is clearly defined and has accurate method of measurement with a clear-cut definition of population that is to be studied. Questionnaire Design The questionnaire for this survey includes both open ended and close ended questions. Why questionnaire Now a days questionnaire are commonly used to collect data that is specific are crucial to the success of business venture. With out doubt questionnaire allow to gather information that can be found else where from say secondary information such as Manuals, Books and internet resources this is because information collected is fresh and unique. Questionnaire helps in identifying the following key points. Study about Organizations Training & Development system Employees awareness about Training & Development system Employees attitude towards existing Training & Development system

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Way of issuing questionnaire It was personal interview (face to face). It helped in directly asking the question to data available through this is a time consuming processed interviewers have little time to think. Target people: - Officers & Workmens RESEARCH DESIGN AND METHODOLOGY Research methodology is a systematic way, which consists of series of actions or steps necessary to effectively carry out research and the desired sequencing of these steps. The research is a process of involves a number of interrelated activities, which overlap and do rigidly follow a particular sequence. It consists of the following steps Formulating the objective of the study Designing the methods of data collection
Selecting the sample plan Collecting the data

Processing and analyzing the data Reporting the findings

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Objective of Study

Research Design

Sample Design

Data Collection

Data Analysis

Reporting of Findings

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RESEARCH STUDY
A research study for the project on Training & Development system this is done through questionnaire to employees. Research is a systematic and in depth study to find out the awareness and attitude towards PAR among employees. Analysis of data Analysis may be categorized as descriptive analysis and (inferential analysis is often known as statistical analysis) Descriptive Analysis: Descriptive analysis is largely the study of distribution of one variable this study provide us profile of companies, workgroups and person & other subject on any of a multitude of characteristics such as size composition. Correlation Analysis: Correlation analysis studs the joint variation two or more variables for determining the amount of correlation between two or more variable. Inferential Analysis: Inferential analysis is concerned with the various tests of significance for testing hypothesis in order to determine with what validity data can be said to indicate some conclusion.

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Students works profile (role and responsibilities)

To steps are involved in formulating the research problem: Understanding the problem. Rephrasing the problem into meaningful terms form an analytical point of view. The training sessions are conducted in the beginning of training in order To make us clear about the tasks provided and how handle the different situation The research design used in this study is descriptive which includes interviewers. Questionnaire and unit fact-findings enquiries with the employees

SAMPLING:
Sample is Researcher collect needed information from various persons who are associated with this subject. When such associated persons are in new number research can get information from all of them in such some people among associated persons are selected and collect information from them. These selected persons represent the whole universe and are called sample.

Sampling unit
The sampling for this research was Dawar Footwear Ltd. Employees were available for interview.

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Sampling frame
Sampling frame for this survey was least 10 officers & 10 workmens

Sampling size
Sample size for the objective (Training & Developmentsystem) sample size cover for the various departments such as P&A Department, Quality control, Design Department, Mig Department, Jaguar & SU 30, store Department, Security & Vigilance Department The sampling method used for this visit of Different Department was done by researcher

Questionnaire Design
The questionnaire for this survey includes both open ended and close ended questions.

Why questionnaire
Now a days questionnaire are commonly used to collect data that is specific are crucial to the success of business venture. With out doubt questionnaire allow to gather information that can be found else where from say secondary information such as Manuals, Books and internet resources this is because information collected is fresh and unique. Questionnaire helps in identifying the following key points. Study about Organizations Training & Developmentsystem Employees awareness about Training & Developmentsystem Employees attitude towards existing Training & Developmentsystem

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Way of issuing questionnaire

It was personal interview (face to face). It helped in directly asking the question to data available through this is a time consuming processed interviewers have little time to think.

Target people: -

Officers & Workmens

Research study
A research study for the project on Training & Developmentsystem this is done through questionnaire to employees. Research is a systematic and in depth study to find out the awareness and attitude towards PAR among employees.

Description of live experience :-

The all time that I spend in DAWAR GROUP (excellence in footwear) was very tremendous for me. I gain lot of experience from DAWAR GROUP. The organization has a dynamic structure that support the person to work with its full efficiency. The system of doing work in organization is very Relaxable and make comport to all employee that are attached to Dawar group. I gain lot of knowledge related to export documentation that is very

important for me. I done lot of work related to export documentation and know about the all procedure of export & import of goods. I know about the all procedure that is important for shipment of goods.

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In the end I want to say my experience was vary knowledgeable & must for increase my knowledge.

Students contribution to organization : To maintain the file of employee records. To maintain the attendance register of the companys employee. To calculate the salary of the employees. To test the market piece. Work to see packing quantity and packing process. Help in some official work.

Statement of research problem

To study of about Training & Development System of Dawar Footwear Ltd. Statement of research objectives Help employee overcome his weakness & improve ones his strengths & thus enable him to improve his performance & that of the Deptt. Generate adequate feedback & guidelines form the repotting officers to the employee. Contribution to the growth & development of the employee through helping him in realistic goal setting. Help in creating a desirable culture & traditions in the organization. Help identifying employees for the purpose of motivating, training & developing them. Generate significant, relevant, free & valid information about employees. Thus, a good Training & Development& review system should primarily focus an employee development.
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Q1.Your Organization considers training as a part of organizational strategy. Do you agree with this statement? Response Agree Disagree Partly Agree Cant Say Total No. Of Respondants 13 1 4 7 25 52 4 16 28 100 Percentage

60 50 40 30 20 10 0 AGREE DISAGREE PARTLY AGREE CANT SAY

Series1

Interpretation:The above graph indicates that Organization considers training as a part of organizational strategy.

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Q 2. How many training programmes will you attend in a year? Response Less than 10 10 - 20 20 40 More than 40 Total No. of respondants 14 2 6 3 25 Percentage 56 8 24 12 100

60 50 40 30 20 10 0 LESS THAN 10 10 20 20 - 40 MORE THAN 40

Series1

INTERPRETATION:The above chart indicates that less training programmes are held in the organization.

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Q 3. To whom the training is given more in your organization? Response Senior staff Junior staff New staff No. of respondants Percentage 3 5 6 12 20 24 52 100

Based on requirement 13 Total 25

60 50 40 30 Series1 20 10 0 SENIOR JUNIOR NEW STAFF BASED ON REQMT.

INTERPRETATION:Training is provided on the basis of requirement.

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Q 4. What are all the important barriers to Training and Development in your organization? Response Time Money Lack of interest by staff Non-availability of skilled trainer Total No. of respondants Percentage 5 4 6 10 25 20 16 24 40 100

45 40 35 30 25 20 15 10 5 0

Series1

INTERPRETATION:The above graph indicates that the important barriers to Training and Development in the organization is Non-availability of skilled trainers.

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Q 5. Enough practice is given for us during training session? Do you agree with this statement? Respondants Strongly Agree Agree No. of respondants Percentage 14 2 56 8 24 12 100

Somewhat agree 6 Disagree Total 3 25

60 50 40 30 Series1 20 10 0 STRONGLY AGREE AGREE SOMEWHAT AGREE DISAGREE

INTERPRETATION:This graph indicates that enough practice is given for employees during training sessions.

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Q6. The training sessions conducted in your organization is useful. Do you agree with this statement? Respondants No. of respondants Percentage 60 20 20 0 100

Strongly agree 15 Agree Somewhat Disagree Total 5 5 0 25

70 60 50 40 30 20 10 0 STRONGLY AGREE AGREE SOMEWHAT AGREE DISAGREE Series1

INTERPRETATION:The above graph indicates that the training sessions conducted in the organization is useful.

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Q7. Employees are given appraisal in order to motivate them to attend the training. Do u a Respondants No. of respondants Percentage 56 24 12 8 100

Strongly Agree 14 Agree Somewhat Disagree Total 6 3 2 25

60 50 40 30 Series1 20 10 0 STRONGLY AGREE AGREE SOMEWHAT AGREE DISAGREE

INTERPRETATION:The above graph shows that Employees are given appraisal in order to motivate them to attend the training.

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Q8. What are the skills that the trainer should possess to make the training effective? Respondants Technical skills People skills or Soft skills No. respondants 8 6 of Percentage 32 24 24 20 100

Generalist makes better Personnel managers than 6 Specialist Fond of talking to people Total 5 25

35 30 25 20 15 10 5 0 TECH. SKILLS SOFT SKILL GENERALIST TALKATIVE Series1

INTERPRETATION:The above graph indicates that the trainer should possess technical skills to make the training effective

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Q9. What are the general complaints about the training session? Respondants Take away precious time of employees Too many gaps between the sessions Training sessions are unplanned Boring and not useful Total No. of respondants Percentage 4 10 6 5 25 25 40 15 20 100

45 40 35 30 25 20 15 10 5 0 Take away Too many gaps precious time of between the employees sessions Training sessions are unplanned Boring and not useful Series1

INTERPRETATION:The above graph indicates that there are two many gaps between the training sessions.

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Q10. Reason for shortage of skilled man power at workplace are : Respondats Lack of planning Lack of support from senior staff No. respondants 5 10 of Percentage 20 40 32 8 100

Lack of proper guidance and training at workplace 8 Lack of quality education at primary and 2 secondary level Total 25

45 40 35 30 25 20 15 10 5 0 Lack of planning Lack of support Lack of proper Lack of quality from senior staff guidance and education at training at primary and workplace secondary level Series1

INTERPRETATION:The above graph indicates that reason for shortage of skilled man power at

workplace are lack of support from senior staff.

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FINDINGS
1. 2. The total production of leather footwear is 1565 million pair in 2009-10 The estimated production of non-leather footwear during 2009-10 is 1856 million pair. 3. 4. 5. 6. 7. The total share of India in world import is nearly 6.54% in 2010. The total export of leather footwear is 570.10 million US$ in 2009. The estimated export of non-leather footwear is 35.54 US million $ in 2008 The total export of leather footwear in Agra is nearly 1.03% in world import. Agra will begin to work on special economic zone for its leather shoe industry. 8. It is estimated that at $ 6.289 million India contributes1.03% to the global leather and leather product exports. 9. 10. Dawar Footwear Ltd. totally believes in 0 Defect product. The production of Dawar Footwear Ltd. is totally based on pre-order.

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Esteemed Production capacity

The estimated production capacity during 2010-2011 are as follows :Hides Skins Leather Footwear Leather Shoe upper Non Leather footwear Leather Garments Leather Goods Suddelery 145 million pieces 197 million pieces 1565 million pair 175 million pair

1056 million pair 16 52 million pieces million pair

0.10 million pieces

After seeing this table this is very much clear to us that shoes industry occupies very important place in Indian economy. The total annual production of footwears are 1965 million pairs and among that 1565 million pairs are made of leather and rest are of another materials.

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RECOMMENDATIONS

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RECOMMENDATIONS
Training programme can be accompanied with industrial tours, both internal and external faculties should play an important role in enhancing the working condition of the employee, as it may be possible that internal faculty may not be able to exchange new ideas & the mode of working. Training evaluation should be done at regular intervals and there should be regular interaction between the employees and HODs so as to bring transparency in providing training programme. Refresher training- a timely reminder of the concepts discussed in the training programme should be repeated from time to time so that the

workers get a review of what they had learned. The development programme is regularly undertaken. The training & development program should be discussed with the employees and their suggestions should be incorporated. They should be asked as to what they require. There should be more & more communication between the top level management and the workers. Interpersonal relationships should be established so that workers can approach their superiors any time. There must be a proper Grievance Handling procedure which would result in overall satisfaction among the employees, increased loyalty & commitment towards the organization and increased morale & motivation level. More interesting methods of training should be incorporated like Role-plays, Hands-on exercises, visuals aids, animation movies, mental imagery, skits and drills.

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SUGGESTIONS

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1. Awareness should be brought about in the employees to select those training needs which matches their job profile. Accordingly, the HOD might not be aware with some of the training needs required by his subordinates. Training needs must be decided in a joint consultation between the superiors and subordinates during their monthly meetings. 2. Learning peaks shortly after the end of the training program when the brain has an opportunity to absorb the new material. Thereafter, without reinforcement learning decays rapidly as much as 80% of the training is lost. Hence, regular meeting of the team, which underwent training together, should be conducted so that they can revise what they had learnt during the training and how they have utilized in their day-to-day work. 3. The manager before hand should brief the trainer about the students that he would be handling and what kind of training the department requires. 4. The manager also briefs the employees as to what they can expect from the training program and what would be taught to them. Thus, he acts as a link between the external faculty and his subordinates. 5. There should be a discussion of the trainer and the managers as to what changes has been seen in his subordinates and how it has improved their productivity. such kind of exercise would enable the organization to decide whether to continue with the trainer or hire a new trainer. 6. The system of communication should be improved. In order to improve the communication among the employees of the organization and to bring about the cohesiveness among the employees a series of interactive meetings can be organized.

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CONCLUSIONS

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CONCLUSIONS
Overall the employees are satisfied with the training that is provided to them. They recognize the need and importance of training and are hopeful of receiving future trainings at regular intervals. The variations in training methods is very less. Old methodology of lectures, seminars and presentations is relied upon. The basic training of Safety, First aid and fire prevention is given to all the employees on a regular basis i.e. once in a year. The development programme is a regular feature in the organization. The evaluation and performance appraisal process has to be improved as indicated from the responses. 360 degree appraisal method can be used and more and more job-related tests should be conducted to evaluate the effectiveness of training. The employees have a strong sense of belongingness towards the company. They want to stay here and are happy with the facilities provided.

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BIBLIOGRAPHY

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 Organizational Behaviour- Stephen P. Robbins Personnel Management- C.B Mamoria &S.V. Gankar Journals like Human Capital, Business Today & Indian Journal of Training & Development. Internet sites- google.com and other corporate sites Studies Notes Questionnaire

WEB. Sites www.dawarfootwear.com www.google.com

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QUESTIONAIRE
Q1.Your Organization considers training as a part of organizational strategy. Do you agree with this statement? Response Agree Disagree Partly Agree Cant Say Total No. Of Respondants Percentage

Q 2. How many training programmes will you attend in a year? Response Less than 10 10 - 20 20 40 More than 40 Total No. of respondants Percentage

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Q 3. To whom the training is given more in your organization? Response Senior staff Junior staff New staff Based on requirement Total No. of respondants Percentage

Q 4. What are all the important barriers to Training and Development in your organization? Response Time Money Lack of interest by staff Non-availability of skilled trainer Total No. of respondants Percentage

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Q 5. Enough practice is given for us during training session? Do you agree with this statement? Respondants Strongly Agree Agree Somewhat agree Disagree Total No. of respondants Percentage

Q6. The training sessions conducted in your organization is useful. Do you agree with this statement? Respondants Strongly agree Agree Somewhat Disagree Total No. of respondants Percentage

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Q7. Employees are given appraisal in order to motivate them to attend the training. Do u a Respondants Strongly Agree Agree Somewhat Disagree Total No. of respondants Percentage

Q8. What are the skills that the trainer should possess to make the training effective? Respondants No. respondants Technical skills People skills or Soft skills Generalist makes better Personnel managers than Specialist Fond of talking to people Total of Percentage

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Q9. What are the general complaints about the training session? Respondants Take away precious time of employees Too many gaps between the sessions Training sessions are unplanned Boring and not useful Total No. of respondants Percentage

Q10. Reason for shortage of skilled man power at workplace are : Respondats No. respondants Lack of planning Lack of support from senior staff Lack of proper guidance and training at workplace of Percentage

Lack of quality education at primary and secondary level Total

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