AN OVEREVIEW OF KUTTI BABY GARMENTS PVT LTD

BY:SIVARAJ.G

COMPANY PROFILE: KUTTI BABY GARMENTS LIMITED It was a special occasion, a family wedding a Bollywood style, all singing and dancing, occasion in fact and Amma had been very excited about it for weeks. After what seemed like a million shopping trips Amma bought herself a beautiful saree and Appa too had a traditional pattu vershdi with a silk shirt to match. As for two-year-old kutti baba, there was a problem. Amma could find tops with cars, bikes, trucks and any cartoon characters you care to mention. occasion. Amma felt a little sad and was determined to dress her little man in a kutti vershdi, so she went and made one herself. And guess what! Amma"s kutti son was the best dressed babaon the day# And so the stunning $utti son range of clothing for little people was born... his is the story of $uttibaba.in clothes designed and made with a mother"s touch% with lightweight fabric for comfort, &uality stitching and simple, eye-catching designs in vibrant colours to bring out the true beauty of kutti babas everywhere. $utti baba extiles 'imited is a vertically integrated textile manufacturing here were smart trousers, frilly shirts and dapper suits, yet nothing truly fitting for this special

company in India producing fine &uality textiles with specific focus on home-linen products. (stablished in the year and having grown from a generic yarn manufacturer to a fine count spinner, our manufacturing facilities include spinning, weaving, dyeing and processing, cutting and sewing units. )ith over *+ years experience in the business, we are still committed to the belief that a combination of &uality cotton, continually advancing technology with

innovative design will result in the finest products. Increasing demand for our products across the world stands testimony to this. ORGANIZATION PROCESS $utti baba garments strength lies in its completely integrated operation i.e. converting raw material into a finished product for home linen, all under its own units from spinning, weaving, dyeing , processing to cutting , sewing and packaging. his allows us to ensure there is &uality check at every stage of production that results in our products that are of high &uality, without defects and of international standard. )ith all stages of manufacturing under a single roof, we are able to meet tight timelines for delivery, reduce lead time , wastage, and offer more variety in the products at competitive rates to customers. Spinning -+,+++ .pindles spins out */0+ tones of yarn every year varying from the 1+2s to the finest of /++2s. We !ing he modern weaving unit consists of shuttle less weaving machines, including 3ac&uards rolling out -4, ++,+++ meters of fabric annually. P"#$e%%ing .tate of the art processing plant has computeri5ed micro process controlled latest machinery, processing -4, ++,+++ meters of fabric every year.

Se&ing he unit is capable of manufacturing 6*, 70,+++ pieces per annum.

STORE LOCATER: K'((i) ) P"#*'$(% "e ! i+ )+e ( ,#++#&ing %(#"e% RMKV */- - */7, 8sman 9oad :anagal :ark, .;agar <hennai - 0++ +*7. -./ 00 12/ 00003 P#(45% ;o=*-, ;ageswara 9ao 9oad, :anagal :ark, <hennai - 0++ +*7. -./ 00 06.77666 8 106/9.9/ 8 91 8 96 > :roducts Available in all branches of :othys T4e C4enn i Si+:% /6, 8sman 9oad, ;agar, <hennai 0++ +*7.

-./ 00 106/ 9222 > :roducts Available in all branches of he <hennai .ilks S " (4 ;% ;o. 4-, ;...B 9oad, iruchirapalli ? richy@, India 0/+++/. -./ 906/<1=919==

INDUSTRY PROFILE ABSTRACT he extile .ector in India ranks next to Agriculture. extile is one of

India2s oldest industries and has a formidable presence in the national economy in as much as it contributes to about *4 per cent of manufacturing value-addition, accounts for around one-third of our gross export earnings and provides gainful employment to millions of people. he textile industry occupies a uni&ue place in our country. Ane of the earliest to come into existence in India, it accounts for *4B of the total Industrial production, contributes to nearly 6+B of the total exports and is the second largest employment generator after agriculture. INTRODUCTION he Indian textile industry is one of the largest in the world with a massive raw material and textiles manufacturing base. Aur economy is largely dependent on the textile manufacturing and trade in addition to other maCor industries. About /7B of the foreign exchange earnings are on account of export of textiles and clothing alone. he textiles and clothing sector contributes about *4B to the industrial production and 6B to the gross domestic product of the country. Around DB of the total excise revenue collection is contributed by the textile industry. .o much so, the textile industry accounts for as large as /*B of the total employment generated in the economy. Around 6- million people are directly employed in the textile manufacturing activities. A textile is the largest single industry in India ?and amongst the biggest in the world@, accounting for about /+B of the total industrial production. It provides direct employment to around /+ million people. extile and clothing exports

account for one-third of the total value of exports from the country. *,//7 textile mills with a spinning capacity of about /1 million spindles.

here are

)hile yarn is mostly produced in the mills, fabrics are produced in the power loom and handloom sectors as well. he Indian textile industry continues to be predominantly based on cotton, with about 0-B of raw materials consumed being cotton. he yearly output of cotton cloth was about */.D billion m ?about 4/ billion ft@. he manufacture of Cute products ?*.* million metric tons@ ranks next in importance to cotton weaving. extile is one of India2s oldest industries and has a formidable presence in the national economy inasmuch as it contributes to about *4 per cent of manufacturing value-addition, accounts for around one-third of our gross export earnings and provides gainful employment to millions of people. INDIAN TE>TILE INDUSTRY STRUCTURE AND GROWT? India2s textile industry is one of the economies largest. In /+++E+*, the textile and garment industries accounted for about 4 percent of FG:, *4 percent of industrial output, *D percent of industrial employment, and /7 percent of export earnings ?Hashim@. India2s textile industry is also significant in a global context, ranking second to <hina in the production of both cotton yarn and fabric and fifth in the production of synthetic fibers and yarns. GROWT? OF TE>TILE INDUSTRY India has already completed more than -+ years of its independence. he

analysis of the growth pattern of different segment of the industry during the last five decades of post independence era reveals that the growth of the industry

during the first two decades after the independence had been gradual, though lower and growth had been considerably slower during the third decade. he growth thereafter picked up significantly during the fourth decade in each and every segment of the industry. 1+s. he he peak level of its growth has however been reached during the fifth decade i.e., the last ten years and more particularly in the extile :olicy of *1D- and (conomic :olicy of *11* focusing in the direction of liberali5ation of economy and trade had in fact accelerated the growth in *11+s. he spinning spearheaded the growth during this period and man-made fiber industry in the organi5ed sector and decentrali5ed weaving sector. KEY ADVANTAGES OF INDIAN TE>TILE INDUSTRY: *. India is the third largest producer of cotton with the largest area under cotton cultivation in the world. It has an edge in low cost cotton sourcing compared to other countries. /. Average wage rates in India are -+-0+ per cent lower than that in developed countries, thus enabling India to benefit from global outsourcing trends in labour intensive businesses such as garments and home textiles. 6. Gesign and fashion capabilities are key strengths that will enable Indian players to strengthen their relationships with global retailers and score over their <hinese competitors. 4. :roduction facilities are available across the textile value chain, from spinning to garments manufacturing. he industry is investing in technology and increasing its capacities which should prove a maCor asset in the years to come. -. 'arge Indian players such as Arvind Iills, )elspun India, Alok Industries and 9aymond2s have established themselves as "&uality producers" in the global market.

his recognition would further enable India to leverage its position among global retailers. 0. India has gathered experience in terms of working with global brands and this should benefit Indian vendors. IN TE>TILE SCENERIO In exports <otton yarns, fabric, made ups etc made largest chunk with 8.J 6.66 Billion or /0.-B in textiles category, and 9eady Iade garments ?9IF@cotton including accessories made largest chunk with 4.07 Billion 8. J or 67.* B of total exports. )hereas, manmade yarn and fabrics in textiles group and 9IF Ianmade fibers constituted second position in the two categories, respectively. <arpets and woolen garments are other items exported from India. DEFINITION OF ORGANIZATION A social unit of people systematically structured and managed to meet a need or to pursue collective goals on a continuing basis. All organi5ations have a management structure that determines relationships between functions and positions, and subdivides and delegates roles, responsibilities, and authority to carry out defined tasks. Argani5ations are open systems in that they affect and are affected by the environment beyond their boundaries. ORGANIZATIONAL STRUCTURE Argani5ational structure refers to the way that an organi5ation arranges people and Cobs so that its work can be performed and its goals can be met. )hen a work group is very small and face-to-face communication is fre&uent, formal structure may be unnecessary, but in a larger organi5ation decisions have to be made about the delegation of various tasks. hus, procedures are established that

assign responsibilities for various functions. It is these decisions that determine the organi5ational structure. In an organi5ation of any si5e or complexity, employees responsibilities typically are defined by what they do, who they report to, and for managers, who reports to them. Aver time these definitions are assigned to positions in the organi5ation rather than to specific individuals. he relationships among these he best positions are illustrated graphically in an organi5ational chart.

organi5ational structure for any organi5ation depends on many factors including the work it does% its si5e in terms of employees, revenue, and the geographic dispersion of its facilities% and the range of its businesses ?the degree to which it is diversified across markets@. MISSION OBJECTIVES @ STRATAGIES OF T?E ORGANISATION ORGANIZATION STRATEGY: *. :rovide the actual users from academic institutions, 9,G establishments and industries with advanced instrument facilities for analysis, measurement and stitching. /. 8ndertake research and development activities in the field of stitching for traditional and party wear dresses areas, which are of relevance to industries in the state. 6. Gesign and develop for trainer to stitch party wear, traditional dresses for kids, demonstration sets and scientific instruments needed for taking lengths for kids.

4. (ncourage taking up new designs, which will motivate latest designs of clothes for younger children for undertaking hardware generation in experimental research. -. <o-operate new programs in Instrumentation with professionals and academic staff in frontier areas of instrumentation. 0. 8ndertake stitching and services that will make kutti baba self-sufficient in course of time. 7. Go all such other things as may be incidental or conductive to the attainments of the above obCectives.

ORGANIZATION DESIGN AND STRUCTURE ORGANIZATION C?ART MD

Head Accounts And Administration

Head Iarketing

Head Gesigning

Head Iarketing

Head :roduction

/ (xecutives And an Affice boy

D Iarketing (xecutives

D Gesigners

/ Iarketing (xecutives

.upervisor ?Kuality <ontrol@

.upervisor ?:roduction@

.upervisor ?:roduct Analysis@

.upervisor ?Gispatch@

/ :ersons

/0 :ersons

/ :ersons

* :erson

?Iachine operators and helpers@

FUNCTIONS OF VARIOUS DEPARTMENT AND MANAGERS P"#*'$(i#n Dep "(Aen(:

P"#*'$(i#n n* p+ nning.

hey will set the standards and targets at each stage of the production process. he &uantity and &uality of products coming off a production line will be closely monitored.

P'"$4 %ing *ep "(Aen(

his department will provide the materials, components and e&uipment re&uired. An essential part of this responsibility is to ensure that stocks arrive on time and are of good &uality

T4e %(#"e% *ep "(Aen(

he stores department is responsible for stocking all the necessary tools, raw materials and e&uipment re&uired to service the manufacturing process.

T4e *e%ign n* (e$4ni$ + %'pp#"( *ep "(Aen(

hey are responsible for the design and testing of new product processes and product types, together with the development of prototypes through to the final product.

T4e &#":% *ep "(Aen(

his department is concerned with the manufacture of products. his will include the maintenance of the production line and other necessary repairs. he works department may also have responsibility for &uality control and inspection.

?UMAN RESOURCE DEPARTMENT raining programs are held by the H9G to improve the employee2s skills, as well as to motivate them. here are three main types of training= *. Induction training /. An-the- Cob training 6. Aff-the-Cob training

M np#&e" P+ nning

he H9 department needs to think ahead and establish the number and skills of the workforce re&uired by the business in the future. Lailure to do this could lead to too few or too many staff or staff with inappropriate needs.

Di%Ai%% + n* Re*'n* n$5 B"e("en$4Aen(@

Gismissal is where a worker is told to leave their Cob due to unsatisfactory work or behavior. 9edundancy is when the business needs to reduce the number of employees either because it is closing down a branch or needs to reduce costs due to falling profits. It may also be due to technological improvements, and the workers are no longer needed. $utti baba garments pvt ltd undertakes training of personnel in designing and stitching field involving theory and practical, through highly experienced faculties of experienced managers. $uttibaba garments also undertake training at customer place ?An-site@ on specific subCect as per customer re&uirements. FINANCE DEPARTMENT

B##: :eeping p"#$e*'"e% keeping records of the purchases and sales made by a business as well as capital spending.

P"#!i*ing A n geAen( in,#"A (i#n Ianagers re&uire ongoing financial information to enable them to make better decisions.

M n geAen( #, & ge% he wages section of the finance department will be responsible for calculating the wages and salaries of employees and organi5ing the collection of income tax and national insurance for the Inland 9evenue.

R i%ing Fin n$e he finance department will also be responsible for the technical details of how a business raises finance e.g. through loans, and the repayment of interest on that finance. In addition it will supervise the payment of dividends to shareholders.

M ":e(ing F'n$(i#n M .ales department is responsible for the sales and distribution of the products to the different regions. C 9esearch , Gepartment is responsible for market research and testing new products to make sure that they are suitable to be sold. C :romotion department decides on the type of promotion method for the products, arranges advertisements and the advertising media used. M Gistribution department transports the products to the market.

C kutti baba garments pvt ltd can provide the marketing services, to procure any types of InstrumentsE(&uipments re&uired by the customer along with valid certificates, traceable to ;ationalEInternational standards. Rep i"ing %e"!i$e $utti baba garments lab provides effective and efficient repairing services for all types of measuring instruments, including or&ue wrenches, etc.,

KEY RESULT AREA OF KUTTI BABY GARMENTS PVT LTD: Foal setting can move your organi5ation to world class performance based working organi5ation. If we make key performance targets for each and every individual and linked it to performance based appraisal then it makes vibrant result oriented work culture. .o keeping this in mind we offer employee appraisal system training presentation on goal setting, key performance areas and performance appraisal system.

Flobal Ianager Froup corporate training consultant provides performance based employee appraisal system training power point presentation which includes step by step implementation approach for goal setting and making performance based appraisal system with few sample templates is provided. It is advisable to have $ey performance result areas and key performance indicators system - kpis for effective and efficient organi5ation. 8se these $9A and performance appraisal presentation materials to create ppt slides, pdf, software, documents and to educate

management, employees or other groups for goal setting, key performance areas and making performance based appraisal system.

Aur (mployee Appraisal .ystem raining :resentation packages are competitively priced and meet the global customer needs. A training program is meant to increase an organi5ation2s ability to achieve their goals. program for some target feature ORGANISATION DESIGN @ TRAINING STRUCTURE: O"g niD (i#n + %("'$('"e Argani5ational structure refers to the way that an organi5ation arranges people and Cobs so that its work can be performed and its goals can be met. )hen a work group is very small and face-to-face communication is fre&uent, formal structure may be unnecessary, but in a larger organi5ation decisions have to be made about the delegation of various tasks. hus, procedures are established that assign responsibilities for various functions. It is these decisions that determine the organi5ational structure. In an organi5ation of any si5e or complexity, employees responsibilities typically are defined by what they do, who they report to, and for managers, who reports to them. Aver time these definitions are assigned to positions in the organi5ation rather than to specific individuals. he relationships among these positions are illustrated graphically in an organi5ational chart. he best organi5ational structure for any organi5ation depends on many factors including the work it does% its si5e in terms of employees, revenue, and the geographic dispersion of its facilities% and the range of its businesses ?the degree to which it is diversified across markets@. o design a training

KEY RESULT ACTIVITIES o work collaboratively with internal and external stakeholders ensuring communication lines between all parties are clear and effective. (nsure excellent communication with operation team. .egment specific administrative support. Affice resource are ade&uately maintained ravel and accommodation managed effectively.

:etty cash is reimbursed and reconciled. :ersonal development plan is produced and implemented. Actively participate in risk reviews and scheduled audits. ORGANIZATION DESIGN FACTOR AND APPROAC? O"g niD (i#n + %iDe he larger an organi5ation becomes, the more complicated its structure. )hen an organi5ation is small N such as a single retail store, a two-person consulting firm, or a garments N its structure can be simple. In reality, if the organi5ation is very small, it may not even have a formal structure. Instead of following an organi5ational chart or specified Cob functions, individuals

simply perform tasks based on their likes, dislikes, ability, andEor need. 9ules and guidelines are not prevalent and may exist only to provide the parameters within which organi5ational members can make decisions. .mall organi5ations are very often organic systems. As an organi5ation grows, however, it becomes increasingly difficult to manage without more formal work assignments and some delegation of authority. herefore, large organi5ations develop formal structures. asks are highly speciali5ed and detailed rules and guidelines dictate work procedures. Inter organi5ational communication flows primarily from superior to subordinate, and hierarchical relationships serve as the foundation for authority, responsibility, and control. he type of structure that develops will be one that provides the hat"s one reason larger organi5ation with the ability to operate effectively. maximi5e speciali5ation and improve efficiency. O"g niD (i#n +i,e $5$+e Argani5ations, like humans, tend to progress through stages known as a life cycle. 'ike humans, most organi5ations go through the following four stages= birth, youth, midlife, and maturity. (ach stage has characteristics that have implications for the structure of the firm.

organi5ations are often mechanisticNmechanistic systems are usually designed to

Bi"(4: In the birth state, a firm is Cust beginning. An organi5ation in the birth stage does not yet have a formal structure. In a young organi5ation, there is not much delegation of authority. he founder usually Ocalls the shots.P Y#'(4: In this phase, the organi5ation is trying to grow. wishes of the founder to the wishes of the customer. he emphasis in he organi5ation

this stage is on becoming larger. he company shifts its attention from the

becomes more organic in structure during this phase. It is during this phase that the formal structure is designed, and some delegation of authority occurs.

Mi*+i,e: his phase occurs when the organi5ation has achieved a high level of success. An organi5ation in midlife is larger, with a more complex and increasingly formal structure. Iore levels appear in the chain of command, and the founder may have difficulty remaining in control. As the organi5ation becomes older, it may also become more mechanistic in structure. M ('"i(5: Ance a firm has reached the maturity phase, it tends to become less innovative, less interested in expanding, and more interested in maintaining itself in a stable, secure environment. he emphasis is on improving efficiency and profitability. However, in an attempt to improve efficiency and profitability, the firm often tends to become less innovative. .tale products result in sales declines and reduced profitability. Argani5ations in this stage are slowly dying. However, maturity is not an inevitable stage. Lirms experiencing the decline of maturity may institute the changes necessary to revitali5e.

Although an organi5ation may proceed se&uentially through all four stages, it does not have to. An organi5ation may skip a phase, or it may cycle back to an earlier phase. An organi5ation may even try to change its position in the life cycle by changing its structure. As the life-cycle concept implies, a relationship exists between an organi5ation"s si5e and age. As organi5ations age, they tend to get larger% thus, the structural changes a firm experiences as it gets larger and the changes it experiences as it progresses through the life cycle are parallel. herefore, the older the organi5ation and the larger the organi5ation, the greater it2s need for more structure, more speciali5ation of tasks, and more rules. As a result, the older and larger the

organi5ation becomes, the greater the likelihood that it will move from an organic structure to a mechanistic structure. S(" (eg5 How an organi5ation is going to position itself in the market in terms of its product is considered its strategy. A company may decide to be always the first on the market with the newest and best product ?differentiation strategy@, or it may decide that it will produce a product already on the market more efficiently and more cost effectively ?cost-leadership strategy@. (ach of these strategies re&uires a structure that helps the organi5ation reach its obCectives. In other words, the structure must fit the strategy. <ompanies that want to be the first on the market with the newest and best product probably are organic, because organic structures permit organi5ations to respond &uickly to changes. <ompanies that elect to produce the same products more efficiently and effectively will probably be mechanistic. En!i"#nAen( he environment is the world in which the organi5ation operates, and includes conditions that influence the organi5ation such as economic, social-cultural, legalpolitical, technological, and natural environment conditions. (nvironments are often described as either stable or dynamic.

In a %( )+e en!i"#nAen(E the customers" desires are well understood and probably will remain consistent for a relatively long time. (xamples of

organi5ations that face relatively stable environments include designing of various garments of staple items such as skirts, tops, frocks, dhowathas etc.

In a *5n Ai$ en!i"#nAen(E the customers" desires are continuously changingNthe opposite of a stable environment. his condition is often thought of as turbulent. In addition, the technology that a company uses while in this environment may need to be continuously improved and updated. An example of an industry functioning in a dynamic environment is electronics. echnology changes create competitive pressures for all electronics industries, because as technology changes, so do the desires of consumers.

In general, organi5ations that operate in stable external environments find mechanistic structures to be advantageous. his system provides a level of efficiency that enhances the long-term performances of organi5ations that enCoy relatively stable operating environments. In contrast, organi5ations that operate in volatile and fre&uently changing environments are more likely to find that an organic structure provides the greatest benefits. his structure allows the organi5ation to respond to environment change more proactively. Te$4n#+#g5 Advances in technology are the most fre&uent cause of change in organi5ations since they generally result in greater efficiency and lower costs for the firm. echnology is the way tasks are accomplished using tools, e&uipment, techni&ues, and human know-how. In the early *10+s, 3oan )oodward found that the right combination of structure and technology were critical to organi5ational success. .he conducted a study of technology and structure in more than *++ (nglish textile firms, which she classified into three categories of core-textile technology=

SA ++<) ($4 p"#*'$(i#n is used to textile a variety of custom, made-toorder goods. (ach item is made somewhat differently to meet a customer"s specifications. A print shop is an example of a business that uses small-batch production. M %% p"#*'$(i#n is used to create a large number of uniform goods in an assembly-line system. )orkers are highly dependent on one another, as the product passes from stage to stage until completion. (&uipment may be sophisticated, and workers often follow detailed instructions while performing simplified Cobs. A company that bottles soda pop is an example of an organi5ation that utili5es mass production. Argani5ations using $#n(in'#'%<p"#$e%% p"#*'$(i#n create goods by continuously feeding raw materials, such as li&uid, solids, and gases, through a highly automated system. .uch systems are e&uipment intensive, but can often be operated by a relatively small labor force. <lassic examples are automated chemical plants and oil refineries.

)oodward discovered that small-batch and continuous processes had more flexible structures, and the best mass-production operations were more rigid structures. Ance again, organi5ational design depends on the type of business. production operations work best in mechanistic structures. ORGANIZATION STRUCTURE FACTORS: CONTE>T AND DESIGN .tructure is thus an integral component of the organi5ation. ;ystrom and .tarbuck ?*1D*@ have defined structure as the arrangement and interrelationship of component parts and positions in an organi5ation. It provides guidelines on= he small-

batch and continuous processes work well in organic structures and mass

Givision of work into activities% 'inkage between different functions% Hierarchy% Authority structure% Authority relationships% and <oordination with the environment. Argani5ational structure may differ within the same organi5ation according to the particular re&uirements. .tructure in an organi5ation has three components ?9obbins, *1D1@= Q <omplexity, referring to the degree to which activities within the organi5ation are differentiated. his differentiation has three dimensions= - Hori5ontal differentiation refers to the degree of differentiation between units based on the orientation of members, the nature of tasks they perform and their education and training, -Rertical differentiation is characteri5ed by the number of hierarchical levels in the organi5ation, and - .patial differentiation is the degree to which the location of the organi5ation"s offices, facilities and personnel are geographically distributed% Q Lormali5ation refers to the extent to which Cobs within the organi5ation are speciali5ed. organi5ations% he degree of formali5ation can vary widely between and within

Q <entrali5ation refers to the degree to which decision making is concentrated at one point in the organi5ation. De%igning #"g niD (i#n + %("'$('"e% .ome important considerations in designing an effective organi5ational structure are= Q Clarity he structure of the organi5ation should be such that there is no confusion about people"s goals, tasks, style of functioning, reporting relationship and sources of information. Q Understanding= he structure of an organi5ation should provide people with a

clear picture of how their work fits into the organi5ation. Q De-centralization he design of an organi5ation should compel discussions and decisions at the lowest possible level. Q Stability and adaptability while the organi5ational structure should be adaptable to environmental changes, it should remain steady during unfavorable conditions. P"in$ip+e% #, #"g niD (i#n %("'$('"e Iodern organi5ational structures have evolved from several organi5ational theories, which have identified certain principles as basic to any organi5ation. Spe$i +iD (i#n .peciali5ation facilitates division of work into units for efficient performance. According to the classical approach, work can be performed much better if it is divided into components and people are encouraged to speciali5e by

components. )ork can be speciali5ed both hori5ontally and vertically ?Anderson, *1DD@. Rertical speciali5ation in a research organi5ation refers to different kinds of work at different levels, such as proCect leader, scientist, researcher, field staff, etc. Hori5ontally, work is divided into departments like genetics, plant pathology, administration, accounts, etc. .peciali5ation enables application of speciali5ed knowledge which betters the &uality of work and improves organi5ational efficiency. At the same time, it can also influence fundamental work attitudes, relationships and communication. his may make coordination difficult and obstruct the functioning of the organi5ation. here are four main causal factors which could unfavorably affect attitudes and work styles. hese are differences in= Qgoal orientation% Q time orientation% Q inter-personal orientation% and Q the formality of structure ?'awrence and 'orsch, *107@.

C##"*in (i#n <oordination refers to integrating the obCectives and activities of speciali5ed departments to reali5e broad strategic obCectives of the organi5ation. It includes two basic decisions pertaining to= ?i@ )hich units or groups should be placed together% and ?ii@ he patterns of relationships, information networks and communication

?Anderson, *1DD@.

In agricultural research institutions, where most of the research is multidisciplinary but involves speciali5ation, coordination of different activities is important to achieve strategic obCectives. (fficient coordination can also help in resolving conflicts and disputes between scientists in a research organi5ation. Hierarchy facilitates vertical coordination of various departments and their activities. Argani5ational theorists have over the years developed several principles relating to the hierarchy of authority for coordinating various activities. .ome of the important principles are discussed below. 8nity of <ommand= (very person in an organi5ation should be responsible to one superior and receive orders from that person only. Layol ?*141@ considered this to be the most important principle for efficient working and increased productivity in an organi5ation. he .calar :rinciple= Gecision making authority and the chain of command in an organi5ation should flow in a straight line from the highest level to the lowest. he principle evolves from the principle of unity of command. However, this may not always be possible, particularly in large organi5ations or in research institutions. herefore Layol ?*141@ felt that members in such organi5ations could also communicate directly at the same level of hierarchy, with prior intimation to their superiors. he 9esponsibility and Authority :rinciple= Lor successfully performing certain tasks, responsibility must be accompanied by proper authority. hose responsible for performance of tasks should also have the appropriate level of influence on decision making.

.pan of <ontrol= his refers to the number of speciali5ed activities or individuals supervised by one person. Geciding the span of control is important for coordinating different types of activities effectively. According to Barkdull ?*106@, some of the important situational factors which affect the span of control of a manager are= Q .imilarity of functions% Q proximity of the functions to each other and to the supervisor% Q complexity of functions% Q direction and control needed by subordinates% Q coordination re&uired within a unit and between units% Q extent of planning re&uired% and Q organi5ational help available for making decisions. Dep "(Aen( +iD (i#n Gepartmentali5ation is a process of hori5ontal clustering of different types of functions and activities on any one level of the hierarchy. It is closely related to the classical bureaucratic principle of speciali5ation ?'uthans, *1D0@. Gepartmentali5ation is conventionally based on purpose, product, process, function, personal things and place ?Fullick and 8rwick, *167@. Lunctional Gepartmentali5ation is the basic form of departmentali5ation. It refers to the grouping of activities or Cobs involving common functions. In a research organi5ation the groupings could be research, production, agricultural engineering, extension, rural marketing and administration. :roduct Gepartmentali5ation refers to the grouping of Cobs and activities that are associated with a specific product. As organi5ations increase in si5e and diversify,

functional departmentali5ation may not be very effective. he organi5ation has to be further divided into separate units to limit the span of control of a manager to a manageable level ?'uthans, *1D0@. In an agricultural research institution, functional departments can be further differentiated by products and purpose or type of research. In contrast to functional departmentali5ation, product-based departmentali5ation has the advantage of= Q 'ess conflict between maCor sub-units% Q (asier communication between sub-units% Q 'ess complex coordination mechanisms% Q :roviding a training ground for top management% Q Iore customer orientation% and Q Freater concern for long-term issues. In contrast, functional departmentali5ation has the strength of= Q (asier communication with sub-units% Q Application of higher technical knowledge for solving problems% Q Freater group and professional identification% Q 'ess duplication of staff activities% Q Higher product &uality% and Q Increased organi5ational efficiency ?Lilley, *17D@. Gepartmentali5ation by 8sers is grouping of both activities and positions to make them compatible with the special needs of some specific groups of users.

Gepartmentali5ation by erritory or Feography involves grouping of activities and positions at a given location to take advantage of local participation in decision making. he territorial units are under the control of a manager who is responsible for operations of the organi5ation at that location. In agricultural research institutions, regional research stations are set up to take advantage of specific agroecological environments. .uch departmentali5ation usually offers economic advantage. Gepartmentali5ation by :rocess or (&uipment refers to Cobs and activities which re&uire a specific type of technology, machine or production process. Ather common bases for departmentali5ation can be time of duty, number of employees, market, distribution channel or services. De<$en(" +iD (i#n n* Cen(" +iD (i#n Ge-centrali5ation refers to decision making at lower levels in the hierarchy of authority. In contrast, decision making in a centrali5ed type of organi5ational structure is at higher levels. he degree of centrali5ation and de-centrali5ation depends on the number of levels of hierarchy, degree of coordination, speciali5ation and span of control. According to 'uthens ?*1D0@, centrali5ation and de-centrali5ation could be according to=

ORGANIZATIONAL STRUCTURE DURING T?E TWENTIET? CENTURY

8nderstanding the historical context from which some of today"s organi5ational structures have developed helps to explain why some structures is the way they are. Lor instance, why are the old, but still operational textile mills such as 8... textile mills and Bethlehem textile structured using vertical hierarchies! )hy are newer textile garments mini-mills such as <haparral garments structured more hori5ontally, capitali5ing on the innovativeness of their employees! :art of the reason, as this section discusses, is that organi5ational structure has a certain idea borrowed from designing and stitching that something in motion tends to continue on that same path. <hanging an organi5ation"s structure

is a daunting managerial task, and the immensity of such a proCect is at least partly responsible for why organi5ational structures change infre&uently. At the beginning of the twentieth century the 8nited .tates business sector was thriving. Industry was shifting from Cob-shop textile industry in to mass production, and thinkers like Lrederick aylor in the 8nited .tates and Henri Layol in Lrance studied the new systems and developed principles to determine how to structure organi5ations for the greatest efficiency and productivity, which in their view was very much like a machine. (ven before this, Ferman sociologist and engineer Iax )eber had concluded that when societies embrace capitalism, bureaucracy is the inevitable result. Set, because his writings were not translated into (nglish until *141, )eber"s work had little influence on American management practice until the middle of the twentieth century. Ianagement thought during this period was influenced by )eber"s ideas of bureaucracy, where power is ascribed to positions rather than to the individuals holding those positions. It also was influenced by aylor"s scientific management, or the Tone best wayT to accomplish a task using scientifically-determined studies of time and motion. Also influential were Layol"s ideas of invoking unity within the chain-of-command, authority, discipline, task speciali5ation, and other aspects of organi5ational power and Cob separation. his created the context for verticallystructured organi5ations characteri5ed by distinct Cob classifications and top-down authority structures, or what became known as the traditional or classical organi5ational structure. 3ob speciali5ation, a hierarchical reporting structure through a tightly-knit chainof-command, and the subordination of individual interests to the super ordinate goals of the organi5ation combined to result in organi5ations arranged by

functional departments with order and discipline maintained by rules, regulations, and standard operating procedures. his classical view, or bureaucratic structure, of organi5ations was the dominant pattern as small organi5ations grew increasingly larger during the economic boom that occurred from the *1++s until the Freat Gepression of the *16+s. Henry Lord"s plants were typical of this growth, as the emerging Lord Iotor <ompany grew into the largest 8... automaker by the *1/+s. he Freat Gepression temporarily stifled 8... economic growth, but organi5ations that survived emerged with their vertically-oriented, bureaucratic structures intact as public attention shifted. he Tone best wayT to do a Cob gradually disappeared as the dominant logic. It was replaced by concerns that traditional organi5ational structures might prevent, rather than help, promote creativity and innovationist of which were necessary as the century wore on and pressures to compete globally mounted. TRADITIONAL ORGANIZATIONAL STRUCTURE

)hile the previous section explained the emergence of the traditional organi5ational structure, this section provides additional detail regarding how this affected the practice of management. he structure of every organi5ation is uni&ue in some respects, but all organi5ational structures develop or are consciously designed to enable the organi5ation to accomplish its work. ypically, the structure of an organi5ation evolves as the organi5ation grows and changes over time. 9esearchers generally identify four basic decisions that managers have to make as they develop an organi5ational structure, although they may not be explicitly aware of these decisions. Lirst, the organi5ation"s work must be divided into specific Cobs. his is referred to as the division of labor. .econd, unless the organi5ation is very small, the Cobs must be grouped in some way, which is called departmentali5ation. hird, the number of people and Cobs that are to be grouped together must be decided. his is related to the number of people that are to be managed by one person, or the span of controlled number of employees reporting to a single manager. Lourth, the way decision-making authority is to be distributed must be determined. In making each of these design decisions, a range of choices are possible. At one end of the spectrum, Cobs are highly speciali5ed with employees performing a narrow range of activities% while at the other end of the spectrum employees perform a variety of tasks. In traditional bureaucratic structures, there is a tendency to increase task speciali5ation as the organi5ation grows larger. In grouping Cobs into departments, the manager must decide the basis on which to group them. he most common basis, at least until the last few decades, was by function. Lor example, all accounting Cobs in the organi5ation can be grouped into an accounting department% all engineers can be grouped into an engineering department, and so on. he si5e of the groupings also can range from small to large depending on the

number of people the managers supervise.

he degree to which authority is

distributed throughout the organi5ation can vary as well, but traditionally structured organi5ations typically vest final decision-making authority by those highest in the vertically structured hierarchy. (ven as pressures to include employees in decision-making increased during the *1-+s and *10+s, final decisions usually were made by top management. he traditional model of organi5ational structure is thus characteri5ed by high Cob speciali5ation, functional departments, narrow spans of control, and centrali5ed authority. .uch a structure has been referred to as traditional, classical, bureaucratic, formal, mechanistic, or command and control. A structure formed by choices at the opposite end of the spectrum for each design decision is called unstructured, informal, or organic. he traditional model of organi5ational structure is easily represented in a graphical form by an organi5ational chart. It is a hierarchical or pyramidal structure with a president or other executive at the top, a small number of vice presidents or senior managers under the president, and several layers of management below this, with the maCority of employees at the bottom of the pyramid. he number of management layers depends largely on the si5e of the organi5ation. he Cobs in the traditional organi5ational structure usually are grouped by function into departments such as accounting, sales, and human resources. IMPORTANCE OF ORGANISATION En%'"e% #p(iA'A '(i+iD (i#n #, 4'A n "e%#'"$e% (very enterprise appoints employees for the conduct of various business activities and operations. hey are given the work according to their &ualifications and experience. Argani5ation ensures that every individual. Is placed on the Cob for which he is best suited.

F $i+i( (e% $##"*in (i#n It acts as a means of bringing coordination and integration among the activities of individuals and departments of the enterprise. It establishes clear-cut relationships between operating departments and brings proper balance in their activities. F $i+i( (e% *i!i%i#n #, &#": Gifferent departments are created for division of work, speciali5ation and orderly working of the enterprise. .imilarly, delegation relieves top level managers from routine duties.

En%'"e% g"#&(4E eFp n%i#n n* *i!e"%i,i$ (i#n .ound Argani5ation structure facilitates expansionEdiversification of an enterprise. Argani5ation structure has in-built capacity to absorb additional activities and also effective control on them. A business enterprise brings diversification in its activities within the framework of its Argani5ation. S(iA'+ (e% $"e (i!i(5 Argani5ation provides training and self-development facilities to managers and subordinates through delegation and departmentation. It also encourages initiative and creative thinking on the part of managers and others. F $i+i( (e% *Aini%(" (i#n (ffective administration of business will not be possible without the support of sound organi5ation structure. Gelegation, departmentation and decentrali5ation are the tools for effective administration.

De(e"Aine% #p(iA'A '%e #, (e$4n#+#g5 .ound Argani5ation structure provides opportunities to make optimum use of technology. It facilitates proper maintenance of e&uipment and also meets high cost of installation. De(e"Aine% in*i!i*' + "e%p#n%i)i+i(5 9esponsibility is an obligation to perform an assigned work. In a sound Argani5ation, the manager finds it easy to pinpoint individual responsibility when the work is spoilt.

SIGNIFICANT FACTORS FOR SUCCESS Fiven the relationship between garments industry success and managerial performance, how do garments industry choices contribute to developing superior competitive capabilities! )hat is the success factors driving .uperstar capabilities and what might the )eaklings be doing wrong! An analysis was performed to determine how each of the seven garments industry strategy success factors, best differentiates garments industry .uperstars from )eaklings. Because garments industry success factors have the potential for being industry dependent, our analysis controlled for an industry effect. hree success factors were found to build garments industry capabilities= resource improvements, &uality management programs, and advanced process technology. wo potential success factors, restructuring and information systems, were inversely associated with garment industry strength. hese two manufacturing strategy choices were not being emphasi5ed by .uperstars but were choices of

garments industry )eaklings. ;otably, neither materials flow programs nor capacity upgrade activities predicted garments industry capabilities in this sample. his, in part, can be attributed to the considerable time lag re&uired to implement and determine the benefits of changing production processes and capacity. otal Lactor 9esource Improvements= Ane of the greatest predictors of .uperstar capability was making total factor resource improvements in garments industry. <are and nurturing of the entire garments industry environment is the strongest overall predictor of manufacturing strength. his infrastructural dimension is concerned with aligning and maintaining the socio technical factors of production, including maintaining and developing human and physical assets. PERFORMANCE APPRAISAL SYSTEM Pe",#"A n$e P+ nning= :erformance planning is the first crucial component of any performance management process which forms the basis of performance appraisals. Pe",#"A n$e App" i% + n* Re!ie&ing= he appraisals are normally performed twice in a year in an organi5ation in the form of mid reviews and annual reviews which is held in the end of the financial year. In this process Fee*) $: #n (4e Pe",#"A n$e ,#++#&e* )5 pe"%#n + $#'n%e+ing pe",#"A n$e , $i+i( (i#n= Leedback and counseling is given a lot of importance in the performance management process Re& "*ing g##* pe",#"A n$e= his is a very vital component as it will determine the work motivation of an employee. n*

Pe",#"A n$e IAp"#!eAen( P+ n%= In this stage, fresh set of goals are established for an employee and new deadline is provided for accomplishing those obCectives.

P#(en(i + App" i% += :otential appraisal forms a basis for both lateral and vertical movement of employees. By implementing competency mapping and various assessment techni&ues, potential appraisal is performed. :otential appraisal provides crucial inputs for succession planning and Cob rotation. FUTURE PLANS FOR GROWT? OF T?E ORGANIZATION he test and measurement industry has witnessed large ac&uisitions recently, and one company that have progressed at a rapid pace in ac&uiring other companies in kutti baba garments pvt ltd. he key reason for kutti baba garments pvt ltd success has been the companies it decided to ac&uire. $utti baba garments pvt ltd is market leaders in their respective domains. $utti baba garments are one of the leading suppliers of test and measurement products and services. he company has more than *+ years of experience, catering to a wide range of industries globally, including kids wear, skirts, tops, frocks, Ceans. his has enabled kutti baba garments to become a market leader in the test and measurement industry. he company"s success in the market has not only been due to the ac&uisition of these large companies, but also by helping them grow via ac&uiring smaller companies that complement their offering and position them well for future growth. Ac&uisitions are key to strengthen one"s competitive position in good market conditions. hey are even more crucial during challenging economic times to

position companies well for the economic recovery. he economic downturn that started in late /++D seems to be coming to an end. As such, only a few months are left for companies to make such important moves. VIEW OF MANAGER OF VARIOUS LEVELS he term O'evels of IanagementP refers to a line of demarcation between various managerial positions in an organi5ation. he number of levels in management increases when the si5e of the business and work force increases and vice versa. he level of management determines a chain of command, the amount of authority , status enCoyed by any managerial position. he levels of management can be classified in three broad categories= *. op level E Administrative level /. Iiddle level E (xecutory 6. 'ow level E .upervisory E Aperative E Lirst-line managers Ianagers at all these levels perform different functions. he role of managers at all the three levels is discussed below.

ADVANTAGES AND DRAWBACKS OF ORGANIZATIONAL STRUCTURE Uni,ie* M ":e(ing Me%% ge A company can present a unified front to customers, vendors and investors when a common marketing message is used throughout the organi5ation. A unified marketing message can help the entire company better understand its marketing goals, and then work together to achieve them. )hen multiple departments are

involved in a single endeavor, a unified marketing message can be essential to proCect success. S'$$e%%i#n A strong organi5ational structure is better able to prepare &ualified employees for management. )hen the company operates under a strong structure, a comprehensive management training plan is easier to create and execute to help maintain a strong managerial core. Gepartments can work together on a developmental plan to help encourage the training of managerial candidates within any department.

F#$'% #n S(" (eg5 8sing a strong organi5ational structure allows a company to better focus on a single set of goals instead of each group working towards its own agenda, according to Lamily Business (xperts. his is the result of the flow of communication an organi5ational structure offers, as well as the establishment of responsibility and respect for the company hierarchy that comes from strong structure. It helps the company to use resources wisely in the pursuit of company goals as opposed to doubling efforts or experimenting with options perhaps not in the company"s best interests. T" ining A good organi5ational structure makes employee training easier to administer, and it also allows it to remain flexible based on the changes within the organi5ation. )hen organi5ational structure regulates the flow of information, then changes

within that information are easier to monitor and better adaptable for a companywide training program. De$i%i#n M :ing An organi5ational structure can make decision making a more efficient process, according to 'amar 8niversity. )hen a defined hierarchy is in place, the company is better e&uipped to make important decisions and adCust practices to meet the demands of competition.

RECOMMENDATION TO IMPROVE ORGANIZATION STRUCTURE .ome modification needs to Argani5ation culture Argani5ation need to increase :roductivity and service echnology. <reating new demand for new type of product and services. Argani5ation needs to explore new opportunities and exercise MODIFICATIONS IF ANY TO T?E ORGANIZATIONAL STRUCTURE Instructions ;urture shared goals <larify the Argani5ational hierarchy (mpower employees Iake top management answerable to mistake within the organi5ation.

Gevelop working structure and subcommittees. <larify any uncertainty in the minds of employees.

ADVANTAGES @ DISADVANTAGES OF ORGANIZATIONAL STRUCTURE he decision on organi5ational structure should only be made once the advantages and disadvantages of each have been reviewed. <onsultation with an accountant and attorney will also be helpful in getting your business off on the right foot. he main types of organi5ational structure are sole proprietorship, partnerships, corporations and limited liability companies. According to the .mall Business Association, most businesses start out as sole proprietorships. However, knowing the pros and cons of each business structure will help prepare for possible expansion and growth. FACTORS AFFECTING ORGANIZATION DESIGN

FACTORS AFFECTING ORGANIZATIONAL STRUCTURE Argani5ational structure is the framework companies use to outline their authority and communication processes. he framework usually includes policies, rules and responsibilities for each individual in the organi5ation. .everal factors affect the organi5ational structure of a company. hese factors can be internal or external. .mall business owners must be responsible for creating their companies organi5ational structure framework. Business owners may use a management consultant or review information from the .mall Business Administration before setting up their organi5ational structure. SiDe

.i5e is many times the driving factor for a company2s organi5ational structure. .maller or home-based businesses do not usually have a vast structure because the business owner is usually responsible for all tasks. 'arger business organi5ations usually re&uire a more intense framework for their organi5ational structure. <ompanies with more employees usually re&uire more managers for supervising these individuals. Highly speciali5ed business operations can also re&uire a more formal organi5ational structure. Li,e C5$+e he company2s life cycle also plays an important part in the development of an organi5ational structure. Business owners attempting to grow and expand their company2s operations usually develop an organi5ational structure to outline their company2s business mission and goals. Businesses reaching peak performance usually become more mechanical in their organi5ational structure. his occurs as the chain of command increases from the business owner down to frontline employees. Iature companies usually focus on developing an organi5ational structure to improve efficiency and profitability. hese improvements may be the result of more competitors entering the economic marketplace. S(" (eg5 Business strategies can also be a factor in a company2s organi5ational structure development. High-growth companies usually have smaller organi5ational structures so they can react to changes in the business environment &uicker than other companies. Business owners may also be reluctant to give up managerial control in business operations. .mall businesses still looking to define their business strategy often delay creating an organi5ational structure. Business owners

are usually more interested in setting business strategies rather than developing and implementing an internal business structure. B'%ine%% En!i"#nAen( he external business environment can also play an important part in a company2s organi5ational structure. Gynamic environments with constantly changing consumer desires or behavior is often more turbulent than stable environments. <ompanies attempting to meet consumer demand can struggle when creating an organi5ational structure in a dynamic environment. Iore time and capital can also be spent in dynamic environments attending to create and organi5ational structure. his additional capital is usually a negative expense for many small businesses FACTORS T?AT INFLUENCE ORGANIZATIONAL STRUCTURE AND DESIGN :hysical - disability, user re&uirements, anthropometrics and ergonomics, the site, he environment

Linancial 'egal re&uirements Building 9egulations approval :lanning applications

SIGNIFICANT FACTORS FOR SUCCESS

Fiven the relationship between garments industry success and managerial performance, how do garments industry choices contribute to developing superior competitive capabilities! )hat is the success factors driving .uperstar capabilities and what might the )eaklings be doing wrong! An analysis was performed to determine how each of the seven garments industry strategy success factors, best differentiates garments industry .uperstars from )eaklings. Because garments industry success factors have the potential for being industry dependent, our analysis controlled for an industry effect.

hree success factors were found to build manufacturing capabilities= resource improvements, &uality management programs, and advanced process technology. strength. wo potential success factors, restructuring and information systems, were inversely associated with garments industry hese two garments industry strategy choices were not being emphasi5ed by .uperstars but were choices of garments industry )eaklings. ;otably, neither materials flow programs nor capacity upgrade activities predicted garments industry capabilities in this sample. his, in part, can be attributed to the considerable time lag re&uired to implement and determine the benefits of changing production processes and capacity.

otal Lactor 9esource Improvements= Ane of the greatest predictors of .uperstar capability was making total factor resource improvements in manufacturing. <are and nurturing of the entire garments industry environment is the strongest overall predictor of manufacturing strength. his infrastructural dimension is concerned with aligning and maintaining

the socio technical factors of production, including maintaining and developing human and physical assets. PERFORMANCE APPRASIAL SYSTEM A performance appraisal ?:A@ or performance evaluation is a systematic and periodic process that assesses an individual employee2s Cob performance and productivity in relation to certain pre-established criteria and organi5ational obCectives. Ather aspects of individual employees are considered as well, such as organi5ational citi5enship behavior, accomplishments, potential for future improvement, strengths and weaknesses, etc. o collect :A data, there are three main methods= obCective production, personnel, and Cudgmental evaluation. 3udgmental evaluations are the most commonly used with a large variety of evaluation methods. A :A is typically conducted annually. he interview could function as Oproviding feedback to employees, counseling and developing employees, and conveying and discussing compensation, Cob status, or disciplinary decisionsP. :A is often included in performance management systems. :erformance management systems are employed Oto manage and alignT all of an organi5ation"s resources in order to achieve highest possible performance. OHow performance is managed in an organi5ation determines to a large extent the success or failure of the organi5ation. herefore, improving :A for everyone should be among the highest priorities of contemporaryP organi5ations. .ome applications of :A are performance improvement, promotions, termination, test validation, and more. )hile there are many potential benefits of :A, there are also some potential drawbacks. Lor example, :A can help facilitate managementemployee communication% however, :A may result in legal issues if not executed appropriately as many employees tend to be unsatisfied with the :A process. :As

created in and determined as useful in the 8nited .tates are not necessarily able to be transferable cross-culturally. ORGANIZATIONAL TRAINING Argani5ational raining includes training to support the organi5ation2s strategic

business obCectives and to meet the tactical training needs that are common across proCects and support groups. .pecific training needs identified by individual proCects and support groups are handled at the proCect and support group level and are outside the scope of Argani5ational raining. :roCect and support groups are responsible for identifying and addressing their specific training needs. An organi5ational training program involves the following= Identifying the training needed by the organi5ation Abtaining and providing training to address those needs (stablishing and maintaining training capability (stablishing and maintaining training records Assessing training effectiveness TRAINING MEASURES raining measures are a way to evaluate the goals and the obCectives of a firm based on the variety of programs. he evaluation tools that will be used here can differ from one another depending on the obCectives set by the company. he first step that is done in the training measures is to determine why there is an evaluation for the team. his way, they can distinguish the importance of different goals at the

same time. In accordance to this, there are several things which can be a product of the goals that are established by the company. he training program measures have its impact on the team but it can also vary from person to person. A manager should be able to verify whether there is indeed a need for the training program. his is because there are some instances wherein the employees may be better off without the training. Sou will also have to consider the real investment return of the endeavor so that when you compare the outcome that has occurred, you can say that it is successful. If you are a manager of the team, you will have to make sure that the training program that the other employees are undergoing is efficient. Sou can check this by conducting a research based on the efficiency standpoint of the program. his can be learned by assessing the services that the trainees have provided. Also, this can be used to verify that the recent graduates are using what they have learned during their training while they are working for your company. Af course, you will have to test the output of the training program. Sou can do this by examining whether the number of the trainees has increased during a certain period of time. ;ow that you know the different training measures, you can now apply this for your company. raining measures and experience is a popular method that is sued by different companies in order to screen the applicants sufficiently and properly. he main obCective of this techni&ue is to choose a good background on the applicant based on the criteria of the different Cob re&uirements. Aside from that, there are companies that may consider the educational background of the applicant as well as his or her life experiences that may be related to the Cob.

SWOT ANALYSIS OF T?E ORGANIZATION .)A analysis is a tool for auditing an organi5ation and its environment. It is the first stage of planning and helps marketers to focus on key issues. .)A stands for strengths, weaknesses, opportunities, and threats. .trengths and weaknesses are internal factors. Apportunities and threats are external factors. S("eng(4 Kuality products .killed and committed team Autsourcing 'ow set up costs (nd users sales control and direction Better product life and durability We :ne%% <ustomer list not listed .ome gaps in range for certain sector )e would be a small player Gelivery staff needs training Ianagement cover insufficient

Opp#"('ni(ie% <ould develop new products <ompetitors have poor products :rofit margin could be good (nd users response to new ideas <ould seek better suppliers de T4"e (% 'egislation could impact (nvironmental effects would favor large competitors Iarket demand very seasonal (xisting core business distribution risk

SUGGESTIONS8 RECOMMENDATION

he decision making process is bureaucratic and far from expedient. he flow of communication and synchroni5ation between functional departments is complicated.

he speed of resolving problem is slow and inefficient. Frouping based on functions results in a lack of broader view from employees resulting in narrowed vision of overall organi5ational obCective.

:urpose of Argani5ational .tructure= he team defined five areas that a Lorum organi5ational structure should address, including=

:olicy and strategic direction. Angoing management of Lorum work efforts. Lorum work efforts. Insight from and feedback from focused stakeholder groups. Ability of stakeholder groups to monitor the various processesEactivities of the Lorum on a timely basis and participate as desired

CONCLUSION B )5 $+#(4e% are much more complex than other clothes. Baby clothes should be made to fit the way a baby is built and moves. Available in fun colors and styles the baby clothes looks really cute. here must be a perfect blend of comfort and style in baby clothes. )e have suppliers with different kinds of baby clothes that will definitely win your heart. hey have baby clothes available in beautiful designs and styles. hey offer beautiful designed baby clothes with great fabric used. here Gifferent types of baby clothes like baby suits, baby skirts tops and many other items are available that is sure to impress anybody. )e think also that they should keep investing on their garments brand O$8 I

BABAP by investing on design clothing and open more shops. .ince &uality is already associated to their production, if succeeded, they could become a fashion label or a maCor apparel brand in their markets. )e identified specified training design and evaluation features and then used metaanalytic procedures to empirically assess their relationships to the effectiveness of training in organi5ations. Aur results suggest that the training method used, the skill or task characteristic trained, and the choice of training evaluation criteria are related to the observed effectiveness of training programs. )e hope that both researchers and practitioners will find the information presented here to be of some value in making informed choices and decisions in the design, implementation, and evaluation of organi5ational training programs.

BIBLIOGRAP?Y

)ikipedia= www.wikipedia.com (s&uel Froup= www.es&uel.group

(s&uel Froup= Integrating Business .trategy and <orporate .ocial 9esponsibility Icfarlan,$irb, Ianty Harvard Business .chool

We)%i(e%

&&&.&i:epe*i .$#A &&&.$i(e4".$#A &&&.(eF(i+ein*'%("5.$#A

&&&.:'((i) ) .in

&&&.%+i*e%4 "e.in