1

CHAPTER NO. 1
EXECUTIVE SUMMARY
National Aluminium Company Ltd. (Nalco) is considered to be a turning point in the
history of Indian Aluminium Industry. In a major leap forward, Nalco has not only
addressed the need for self-sufficiency in aluminium, but also given the country a
technological edge in producing this strategic metal to the best of world standards.
Nalco was incorporated in 1981 in the Public Sector, to exploit a part of the large
deposits of bauxite discovered in the East Coast. The Captive Power Plant (CPP) &
Smelter Plant are situated near Angul.
ALUMINIUM SMELTER
The 2,30,000 tpa capacity Aluminium Smelter is located at Angul in Orissa. Based on
energy efficient state-of-the-art technology of smelting and pollution control, the
Smelter Plant is in operation since early 1987.
Presently, the capacity is being expanded to 3,45,000 tpa.
The salient features:
Advanced 180 KA cell technology
Micro-processor based pot regulation system
Fume treatment plant with dry-scrubbing system for pollution control and fluoride
salt recovery
Integrated facility for manufacturing carbon anodes, bus bars, anode tems etc.
4 x 35 tone and 4 x 45 tone furnaces and 2 x 15 tph and 2 x 20 tph ingot casting

machines
4 x 45 tonne furnaces and 2 x 9.5 tph wire rod mills
2 x 45 tonne furnaces and 60/42 per drop billet casting machine
2 x 1.5 tonne induction furnace with a 4 tph alloy ingot casting machine
26,000 tpa strip casting machines

With the acquisition and subsequent merger of International Aluminium Products

Limited (IAPL) with Nalco, the 50,000 tpa export-oriented Rolled Products Unit is all
set to produce foil stock, fin stock, can stock, circles, coil stock, cable wraps, standard
sheets and coils

CAPTIVE POWER PLANT

Close to the Aluminium Smelter at Angul, a Captive Power Plant of 720 MW capacity,
comprising 6 x 120 MW clusters, has been established for firm supply of power to the
Smelter.
Presently, the capacity is being expanded to 960 MW.
The salient features:

Micro-processor based burner management system for optimum thermal efficiency

Computer controlled data acquisition system for on-line monitoring
Automatic turbine run-up system
Specially designed barrel type high pressure turbine
Electrostatic precipitators with advanced intelligent controllers
Wet disposal of ash

The water for the Plant is drawn from River Brahmani through a 7 km long double circuit
pipeline. The coal demand is met from a mine of 3.5 million tpa capacity opened up for
Nalco at Bharatpur in Talcher by Mahanadi Coalfields Limited. The Power Plant is interconnected with the State Grid.

CHAPTER NO. 1
INTRODUCTION OF TRAINING AND DEVELOPMEN

"Employee Development" was seen as too evocative of the master-slave relationship between
employer and employee for those who refer to their employees as "partners" or "associates" to be
comfortable with. "Human Resource Development" was rejected by academics, who objected to
the idea that people were "resources" an idea that they felt to be demeaning to the individual.
Eventually, the CIPD settled upon "Learning and Development", although that was itself not free
from problems, "learning" being an over general and ambiguous name. Moreover, the field is
still widely known by the other names.
Training and development (T&D) encompasses three main activities: training, education, and
development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development,
note that these ideas are often considered to be synonymous. However, to practitioners, they
encompass three separate, although interrelated, activities:

Training: This activity is both focused upon, and evaluated against, the job that an
individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in
the future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization employing
the individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate.

4
The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching, resources, and
performance. The participants are those who actually undergo the processes. The facilitators are
Human Resource Management staff. And the providers are specialists in the field. Each of these
groups has its own agenda and motivations, which sometimes conflict with the agendas and
motivations of the others.
The conflicts are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict with their
bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John
Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss
look stupid." Training an employee to get along well with authority and with people who
entertain diverse points of view is one of the best guarantees of long-term success. Talent,
knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or
customer.
TALENT DEVELOPMENT

Talent development, part of human resource development, is the process of changing an

organization, its employees, its stakeholders, and groups of people within it, using planned and
unplanned learning, in order to achieve and maintain a competitive advantage for the
organization. Roth well notes that the name may well be a term in search of a meaning, like so
much in management, and suggests that it be thought of as selective attention paid to the top 10%
of employees, either by potential or performance.
While talent development is reserved for the top management it is becoming increasingly clear
that career development is necessary for the retention of any employee, no matter what their
level in the company. Research has shown that some type of career path is necessary for job

5
satisfaction and hence job retention. Perhaps organizations need to include this area in their
overview of employee satisfaction.
The term talent development is becoming increasingly popular in several organizations, as
companies are now moving from the traditional term training and development. Talent
development encompasses a variety of components such as training, career development, career
management, and organizational development, and training and development. It is expected that
during the 21st century more companies will begin to use more integrated terms such as talent
development.
Washington Group International, in their paper "The Nuclear Renaissance, A Life Cycle
Perspective" defined two logical laws of talent development:

First law of talent development: "The beginnings of any technology-rich business are all
characterized by a shortage of large numbers of technically trained people needed to
support ultimate growth"

Second law of talent development: "The resources will come when the business becomes
attractive to the best-and brightest who adapt skills to become part of an exciting
opportunity"

Talent development refers to an organization's ability to align strategic training and career
opportunities for employees.

The efficiency of any organization depends directly on the effective persons performance in
their current jobs. To perform effectively, development of personnel is essential even under the
best suitable conditions; some sort of training is required. Development of personnel helps the
organization in long-range effectiveness. Todays organizations need to have for their survival
existence in the competitive world and effectiveness and which are increasingly making the
training and development of their members of crucial and Strategic adaptability, and they are
quality and continuous improvement, flexibility and completely next task boundaries and hence
works relationships, and ways of working and thinking about work. Todays manager skill does
not pertain to a specific job, his skills should present day manager is Global manger such
development takes place through organized Planning, specifically designed to help individual
develop their capabilities, which is known as training and people to perform the activities that

6
have well-trained and experienced people to potential job occupant can meet this requirement
training is not important. But when this is not the case, it is necessary to rise the skill levels and
increases the versatility and adaptability of employees. Inadequate job performance or a decline
in productivity or changes resulting nut of job redesign or a technological breakthrough require
some type of training and development efforts. As the job becomes more complex the importance
of employee development also increases. In a rapid changing society, employee training and
development is not only an activity that is desirable, but also an activity that an organization
must commit resources to if it is to maintain a variable knowledge of force. Industrial growth
cannot take place without trained manpower. The technological advancement is taking place at
such a rapid speed that the knowledge, the need for systematic training is now felt in almost all
organizations. Having selected the most suitable for various jobs in the organizations through the
application of scientific techniques, the next function of personnel management is to arrange for
their training. All types of jobs in the organization usually require some type of training for their
efficient performance. Employees talents are not fully productive without a systematic training
programme. Moreover, big organizations hire large number of young people every year who do
not know how to perform jobs assigned to them in work organizations and they need to be
trained by their employers. Even those who have learn technical or professional concepts while
at some college or institute must receive some initial training in the form of orientation training
regarding the policies, practices and ways of their employing organizations. The need for the
systematic training has increased because of rapid technological changes, which create new jobs
and eliminate old ones. New jobs required some sort of special skills, which may be developed in
existing work force only by giving them necessary training. If, no formal training programme
exists in the organization the employee tries to train himself by trial or by observing the others.
But in fact the absence of a systematic training programme will result in higher training costs.
The employee will take a much longer training time in learning the skills. He may not able to
learn the best operating methods.

Part- A:

7
CONCEPT OF TRAINING:
A planned process to modify attitude, knowledge or skill behavior through learning, experience
to achieve performance in an activity or range of activities. Its purpose, in the work situation, is
to develop the abilities of the Individual and to satisfy the current and future needs of the
organization
TRAINING OBJECTIVES
1. Objective of training is to prepare employees for the job meant for them.
2. While on first appointment or on promotion and impair them the required skill and
knowledge.
3. Assist the employees to function more effectively in their present positions by
exposing them to the least concepts, information, techniques and develop the skills
and that would be required.

4. The objective is to build a second line of competent officers and prepare them to
more responsible positions.
NEED FOR BASIC PURPOSE OF TRAINING:
A program of training becomes essential for the purpose of meeting the specific problems of
particular organization arising out of the introduction of new limes of production, changes in
design, the demands of competition and economy. The quality of material processed individual
adjustments, promotions, carrier developments job and personnel changes and changes in
volume of business. Collectively these purposes of organizational training programmers to
enhance overall effectiveness. The need for the training of employees would be clear from the set
objectives.

Observation made by the different authorities:

1. To increase the productivity
2. To help the company to fulfill its future personnel needs,
3. To improve organization climate
4. To improve the health and safety
5. Personal growth and heightened morale
6. Reduced supervision
7. Increased organizational stability and flexibility

PRINICIPLES OF EFFECTIVE TRAINING:

A successful training programmer should be based on the following principles:
1. The objective and scope of a training plan should be defined before its developed is
begun in order to provide a basis for common agreement and cooperative action.
2. The technique and process of training programmer should be related directly to the
needs and objective or an organization.
3. To be effective, the training must use tested principles of learning.
4. Training should be conducted in the actual job environment to the maximum
possible extended.

STEPS IN TRAINING PROGRAMMES

9
Training programmes are a costly affair, and time consuming process. Therefore, management
needs to draft very carefully. Usually in the organization training programmers the following
steps are considered necessary.

1. Discovering or identifying the training needs.

2. Getting ready for learner.
3. Preparation of learner.
4. Presentation of operation and knowledge.
5. Follow up and evaluation of the programme

TRAINING POLICY:
Every company or organization should have well-established training policy. Such a policy
represents the top managements commitment to the training of its employees, and comprises
rules and procedures governing the standard of scope of training. A training policy is considered
necessary for the following reasons:
a. Companys intention to develop its personnel, to provide guidance in the training and
implementation of programmes and to provide information concerning then to all
concerned.
b. To discover critical areas where training is to be given on a priority basis.
c. To provide suitable opportunities to the employee for his/her own betterment.

TRAINING METHODS

10
Employee training methods are multi faceted in scope and dimension, and each is suitable for
particular situation. The best technique for one situation may not be best for different groups or
tasks. Care must be used in adapting the technique or method to the learner and the job. An
effective training technique generally fulfills these objectives; provide motivation to the trainee
to improve job performance, development a willingness to change, provide for the trainees
active participation in the learning process, provide knowledge of results about attempts to
improve and permit practice while appropriate. A careful use of training methods can be a very
cost effective investment in the sense of using the appropriate method for the needs of a person
or group. Generally, methods can be divided in on-the-job training.
On-the-job training (OJT):
OJT emphasize on learning while an individual is actually engaged in work. This method can be
suitable for all types of employees. Thus people can learn by working on the jobs. There can
several ways in which OJT can be offered.
1. On Specific Job:
On Specific Job method is the most common form of training for all individuals. A person can
learn when he is put on a specific job. He can develop skills for doing the job in better way over
the period of time. However, coaching or working as understudy. Coaching involves direct
personal instructions and guidance usually with demonstration and continuous critical evaluation
and correction. Under the understudy method, the trainee works under the direction the
supervision of a person, normally as assistant. He can learn the jobs very quickly under the
guidance of his trainer.
2. Position rotation:
In position rotation method, a person is given jobs in various departments of the organization the
major objective of job rotation is to broaden background of the trainee. He learn the working of

11
various sections and department of the organization, which helps in developing an integrated
view of the organizational functioning.
3. Special Projects, Task Forces etc.:
Assignment of people on special projects, task forces, committees etc, works like position
rotation. Besides learning the jobs performed in these assignments, he also learns how to work
with different type of persons.
4. Apprenticeship:
Apprenticeship is like understudy in which the trainee is put under the supervision of person who
may be quite experienced in his field. Apprenticeship training has been quite popular in medieval
times when those intended to learn some craft or profession to work under some experts. In
todays context many organizations also take apprenticeship to fill their requirement of skilled
personnel.

5. Vestibule school:
The concept of vestibule school is that people will learn and develop skills while working in the
situation Similar to that they are part on actual jobs. Many organization established training
centre to train people for skilled work particularly production department, when the job
requirement is such that people cannot be observed directly they are all in such training centre.
Here they learn while work however, learn as against the actual production is the basic objective.
When they learn the job handling, they are absorbed by the organization in actual operation.
Off-the-job training method:
1. Lectures(class room instruction):
Lectures are regarded as one of the most simple ways of imparting knowledge to the trainees,
especially when facts, concepts, or principles, attitudes, theories and problem-solving abilities to
be taught. Lectures are formal organized talks by the training specialists, the formal superior or
other individual specific topics. The Lecture method can be used for very large groups which are
to be trained within a short time. Thus reducing the cost per trainee. It can be organized

12
rigorously so that ideas and principles relate properly. Lectures are essential when it is a question
of imparting technical or special information of complex nature. They are usually enlivened with
discussions, film show, case studies, role playing and demonstrations. Audio-visual aids enhance
their value, the lecture method is not dead as some would believe. In the hands of table
lecturers, and for certain kinds of purposes and participants, it may turn out to be interesting and
effective than any other methods, in training, the most important uses of lectures include:
1. Reducing anxiety about upcoming programmes organizational changes by explaining
their purposes.
2. Introducing a subject and presenting an overview of its scope.
3. Presenting the basic material that will provide a common background for subsequent
activities.
4. Illustrating the application of rules, principles, reviewing, clarifying summarizing.
The main advantage of the lecture system is that it is simple and efficient and through it more
material can be presented within a given time than by any other method.
However the lecture system suffers from some limitations:
1. The lectures are passive intend of active participants. The lecture method violates the
principle of learning by doing. It is a one way communication. There is no feedback
from the audience.
2. A clear and vigorous verbal presentation requires a great deal of preparation for which
management personnel often lack the time. Moreover, it is calls for substantial
speaking skill.
3. The attention span of even a well-motivated and adequately informed listener is only
from 15 minutes to 20 minutes so that in the course of an hour, the attention of
listeners drifts.
4. It is difficult to stimulate discussion following a lecture, particularly if the listener is
uninformed or instruct by the lecturer.
5. The untrained lecturer either samples or packs far too much information in the lecture,
which often becomes unpalatable to the listened.
6. The presentation of material should be geared to a common level of knowledge.

13
7. It tends to emphasise the accumulation and memorization of facts and figures and does
not lay stress on the application of knowledge.
8. Though a skilful lecture can adapt his material to the specific group, he finds it
difficult to adjust it for individual difference within a group. According to the
conclusions reached at the conference on management education and training held
from 22to 24, 1964 at Pune, the essential pre-requisites for a successful lecture method
are

Group interest must be motivated and adapted to its needs.

A lecture should be well-planned as to purpose; the main ideas and organizations

should have clear and the development interesting.

It should presented by an enthusiastic and animated speaker who has his

learners needs and interest in mind at all time;

It should not less than 30 minutes and not than an hour a lecture should be made
interesting and enlist the active participation of the learners with the aid gain of
guided discussion, the lecturer should pose leading questions, instead of giving
out knowledge and information, to which the listeners should provide answers.

2. The conference Method:

Under this method, a conference is held in accordance with an organized plan. Mutual problems
are discussed and participant pool their ideas and experience in attempting to arrive at better
methods of dealing with this problems. The members of the group come to teach each other and
to learn together. Conferences may include Buzz sessions which divide conferences in small
groups of four or five for intensive discussions. These small groups report back to the whole
group with their conclusions are questions. This methods is ideally suited for analyzing problems
and issues, and examination them from different viewpoints, It helps in developing conceptual
knowledge, reducing dogmatism and modifying attitudes.
3. Seminar or Team discussions:
The group learns through discussion of a paper on a selected subject. The paper is written by one
or more trainees. Discussion may be on a same statement made by the person in charge of the
seminar or on a document prepared by an expert. The material to be analyzed is distributed in
advanced in the form of required reading.
4. Case Discussion:
Under this method, a real business problem or situation demanding solution, is presented to the
group and members are trained to identify the problems presented, they must suggest various
alternatives for tackling them, analyze each one of test, find out their comparative suitability, and

14
decide for themselves the best solution. The trainer only guides the discussion and in the process
ensures that no relevant aspect is left or discussion, and adequate time is spent on each aspect.
This method promotes analytical thinking and problem-solving ability. It encourages openmindedness, patient listening respecting others views and integrating the knowledge obtained
from different basic disciplines, incidentally, it enables trainees to become increasingly aware of
obscurities, contradictions and uncertainties encountered in a business. This method is
extensively used in professional school of law and engagement, and in supervisory and executive
training programmer in industry.

5. Role-playing:
This method is also role-reversal socio-drama or psycho-drama. Here trainees act out a
given role as they would in a stage play. Two or more trainees are assigned roles in a given
situation, which is explained to the group, these are no written lines to be said and, naturally, no
rehearsals. The role players have to quickly respond to the situation that is ever changing and to
react to it as they would in the real one. It is a method of human interaction, which involves
realistic behavior in an imaginary or hypothetical situation. Role playing primarily involves
employee- employer relationships, hiring, firing, discussing a grievance problem, conducting a
post appraisal interview, disciplining a subordinate, or a salesman making presentation to a
customer.

6. Programmed instruction:
This involves two essential elements: a) step by step series of bits of knowledge, each building
upon what has gone before, and b) a mechanism for presenting the series and checking on the
trainees knowledge questions are asked improper sequenced and indication given promptly
whether the answers are correct. This may be carried out with a book, a manual or a teaching
machine; it is primarily used for teaching factual knowledge such as mathematics, physics.
Evaluation and monitoring of training:
Objective of training evaluation is to determine the ability of the participant in the Training
programmed to perform jobs for which they were trained, the specific nature of training
efficiencies whether the trainees required any additional on the job training, and the extent of
training not needed for the participants to meet job requirements. There are various approaches to
training evaluation. To get a balid measure of training effectiveness, the personnel manager
should accurately assess trainees job performance two to four on the after completion of
training. Writers have suggested that four basic categories of outcomes can be measured.

15

1. Reaction. Worth evaluated the trainees reaction to the programmer. Did he like the
programme? Did he think while?
2. Learning. Did the trainee learn the principles, and fact that the supervisor or the trainer
wanted them to learn?
3. Behavior. Whether the trainees behavior on the job changes because of the Training
Programme?
4. Results. What final results have been achieved? Did he learn how to
work on
machine? Did scrap page costs decrease? Was turnover reduced? are production quotas
now being?
Responsibility for Training
That training is quite a stupendous task, which cannot be done by one single department; you are
right in your thinking. In fact, total responsibility for training has to be shared among:
1. The top management who should frame on authorize the basic training policies, review an
approve and board outlines of training plans and programmes and approve training
budgets.
2. He personnel department, which should plan, establish and evaluate instructional
programmes.
3. He supervisor who should implement and supply the various development plans.
4. Employees who should provide feedback, revision and suggestions for improvement in the
programme.

Part-B

16

MANAGEMENT DEVELOPMENT- CONCEPTS:

Formal management development processes are been designed to widen the range of experience,
to give specific training in particular skills and to give specific training in particular skills and to
provide knowledge of the context in which the manager operates. The paradox in the managers
continue to think learning and development as being essentially and primarily about the work
experience they have had whereas personnel and management development advisers think about
management development in terms of planned processes of job rotation, succession planning and
courses.
DISTINCTION BETWEEN TRANING AND DEVELOPMENT:
Training is a short-term process utilizing a systematic and organized procedure by which nonmanagerial personnel learn technical knowledge and mechanical operation, skills for definite
purpose. While development is a long-term educational process training a systematic and
organized procedure by which managerial personnel learn conceptual and theoretical knowledge
for general purpose.

MANAGEMENT DEVELOPMENT- DEFINITIONS:

Management development is a systematic process of training and growth by which
managerial personnel Gain and supply skills, knowledge, attitudes and insights to manage
the work in their organization effectively and efficiently.
A conscious and systematic process to control the development of managerial resources in
the organization for the achievement of goals and strategies.
(Molender, 1986)
An attempt to improve managerial effectiveness through a planned and deliberate
learning process
(Mum ford, 1987)

The function, which form deep understanding of business goals and organizations requirements
undertaken,

17
a. To forecast need, skill mixes and profiles for many positions and levels:
b. To design and recommend the professional, carrier and personal Development
programmers necessary ensure competence;
c. To move from the concept of management to the concept of managing;

NEED FOR MANAGEMENT DEVELOPMENT:

A business organization has to develop the of all those who are in management positions or who
are fresh from management institutions and have the potential this development is necessary for
the following reasons

Society is facing a rapid of technological and social change, Management personnel to be

developed, as they

Have to tackle problems arising out of introduction of automation, intense market

competition, growth of markets enlarged labour participation in management and greater
interest being taken by public and the government in various activities of business

Business and industrial leaders are increasingly recognizing their social and public
responsibilities, which call for a much broader outlook on the part of management.

Managers are to be developed to exploit future opportunities and potential, and for
handling problems arising out of increasing size and complexity of the organization.

Management labour relations are becoming increasingly complex (to retain and to motive
employees).

To understand and adjust to changes in socio-economic forces, including changes in

public policy and concepts of social justice, industrial democracy, problems of ecology
(some and pollution), ekistics (the problem of human settlements) ergonomics (the
problem of working environment).

Management Development Concepts:

A sound programmer of management development has to be based on the development of
concepts evolved in the past, the more important of the given below:

Management development is not a one shot affaire but continues throughout an

executives whole professional career.

18

There always exists some gap between actual performance and capacity, with prove ides
considerable opportunity for improvement.

Increased understanding of others their behavior and attitude, and of oneself indefinitely
aid in managing, and contributing to personnel department.

Development requires clear-cut objectives and goals which are to be achieved or attained,
and the ways and methods of achieving these.

Development seldom takes place in a completely peaceful and relaxed atmosphere

growth involves stress and strain.

Participation is essential for growth. Spoon-feeding seldom brings significant or lasting

improvement.

Feedback from a superior to a subordinate and from a group to and individual is

necessary for the recognition of short comings and for keeping oneself in touch with the
progress that has been achieved.

An important responsibility of the personnel department is that of development.

Objectives of Management Development:

Any programme of management development must aim at achieving the following objectives:

To assure the organization of availability of requirement numbers of managers with the

required skills on meet the present and anticipated future needs of the business.

To encourage management to grow as persons and their capacity to handle greater

responsibility.

To improve the performance of managers at all levels in the jobs they hold now.

To sustain good performance of managers throughout their careers.

Management Development must relate to all managers in the organization. It must lead to growth
and self-development of the organization. Its focus should be on future requirements rather than
those of today. Management development must be dynamic and qualitative, rather than static
replacement based on mechanical rotation. A Das Gupta has given the objectives of the
development of managerial personnel for various levels of management. These are given below:
A. Top Management:

19
1. To improve thought processes and analytical in order to uncover and examine problems
and take decisions in the interests of the country and organization.
2. To broaden the outlook of the executive in regard to his role, position and responsibilities
in the organization and outside:
3. To think through problems this may confront the organization now or in the future
4. To understand economic technical and institutional forces in order to solve business
problems:
5. To acquire knowledge about the problems of human relation.
B. Middle line Management:
1. To establish a clear picture of executive function and responsibilities.
2. To bring about an awareness of the board aspects of management problems, and an
acquaintance with and appreciation of, inter-departmental relation:
3. To develop the ability to analyze problems and to take appropriate action;
4. To develop familiarity with in the managerial uses of financial accounting, psychology,
business law and business statistics;
5. To inculcate knowledge of human motivation and human relationships; and
6. To develop responsible leadership;
STRUCTURES AND SYSTEM:
Implementing management development successfully is dependent Upon an effective
management development infrastructure that:

Identities and allocates responsibility

Provides and disseminates information efficiently

Provides administrative support

Increases awareness and viability

The Diversity of the Management:

20
Management development has to be linked to the reality of managerial work. When
organizational development programmer, it is important to cater for the diversity of management
skills, attitudes and experience that resides within the organization. One example is given by the
Odiorne (1984) who advocates a portfolio approach where a mix of objectives and techniques
are arranged to match the profile of the management team in the organization.
A PORTFOLIO APPROACH TO DEVELOPMENT:
Stars: high performing, high potential managers
Aim:

Create challenge

Provide incentives and rewards

Allocate adequate resources and effort

Workhorses: high performing, limited managers

Aim:

Emphasize value and worth of experience

Motive and reassures

Utilize experience on assignments, projects, coaching

Problem employees: high potential, underperforming

Aim:

Identify weakness
Channel resources to address weaknesses
Regular performance monitoring and feedback

Deadwood: low performing, low potential managers

21

Aim:

Identify weakness, resolvable?

If not, consider release, early retirement, demotion

(Source: H.R.M, Ian Beard well Len Holden)

The diverse nature of management means that certain questions need to be answered before
development commences:

Who is to be developed?

1. It is order manager seeking new challenges or younger high fliers on a fast rack
development programme?
2. It is senior manager seeking to enhance their strategic skills, middle mangers seeking
update and broaden existing skills or junior level managers looking to acquire additional
managerial skills?
3. Is it technical specialists seeking to expand their cross-functional capabilities or
supervisors receiving training for the first time?

What is being developed?

1. Does the programme seek to develop new attitudes and values as in the case the case of a
recently privatized public utility or a private sector company that has just undergone a
take-over?
2. Does the programme aim to develop technical, financial, business or interpersonal skills
what are the priorities?
3. Does the programme seek to change existing managerial behaviors and style to reflect
and internal organizational restructuring, i.e. the introduction of new technology?

Where will the development take place?

Should development be on-the-job in the office, factory or sales territory, or off-the-job in a

residential hall, academic institution or individuals home, or a combination or both?

22

What are the most appropriate techniques to achieve the best for between
individual and organizational requirements?

What are the most cost-effective/appropriate techniques available?

How much scope is there to accommodate individual learning needs and preferences?

How is conflict resolving between individual and organizational needs?

How much choice is delegated to the individual over the choice of development
techniques?

Once these questions have been considered, the organization is in position to construct
framework development techniques that best fits its needs.
Achieving success in management development:
Charles Margerison offers indicating the ways of achieving success in Management
Development. He does not present them as a model, but it is convenient and appropriate to
consider them.
Success can be facilitated by:

Selecting high-achieving managers

Enthusiastic managerial support

Involving key people diagnosing management development needs

Designing active work-related activities

Presenting hard for outputs

Providing early leadership experience

Letting each person appraise himself

23

CHAPTER NO. 3
MODELS OF TRAINING
Training is a sub-system of the organization because the departments such as, marketing
& sales, HR, production, finance, etc depends on training for its survival. Training is a
transforming process that requires some input and in turn it produces output in the form
of knowledge, skills, and attitudes.
THE TRAINING SYSTEM
A System is a combination of things or parts that must work together to perform a
particular function. An organization is a system and training is a sub system of the
organization.
The System Approach views training as a sub system of an organization. System
Approach can be used to examine broad issues like objectives, functions, and aim. It
establishes a logical relationship
between the sequential stages in the process of training need analysis (TNA),
formulating, delivering, and evaluating.
There are 4 necessary inputs i.e. technology, man, material, time required in every system
to produce products or services. And every system must have some output from these
inputs in order to survive. The output can be tangible or intangible depending upon the
organizations requirement. A system approach to training is planned creation of training
program. This approach uses step-by-step procedures to solve the problems. Under
systematic approach, training is undertaken on planned basis. Out of this planned effort,
one such basic model of five steps is system model that is explained below.
Organization are working in open environment i.e. there are some internal and external
forces, that poses threats and opportunities, therefore, trainers need to be aware of these
forces which may impact on the content, form, and conduct of the training efforts. The
internal forces are the various demands of the organization for a better learning
environment; need to be up to date with the latest technologies.

24

THE THREE MODEL OF TRAINING ARE:1. SYSTEM MODEL

2. INSTRUCTIONAL SYSTEM DEVELOPMENT MODEL
3. TRANSITIONAL MODEL

25

SYSTEMATIC MODEL TRAINING

The system model consists of five phases and should be repeated on a regular basis to
make further improvements. The training should achieve the purpose of helping
employee to perform their work to required standards. The steps involved in System
Model of training are as follows:
1. Analyze and identify the training needs i.e. to analyze the department, job, employees
requirement, who needs training, what do they need to learn, estimating training cost, etc
The next step is to develop a performance measure on the basis of which actual
performance would be evaluated.
2. Design and provide training to meet identified needs. This step requires developing
objectives of training, identifying
3. Develop- This phase requires listing the activities in the training program that will
assist the participants to learn, selecting delivery method, examining the training material,
validating information to be imparted to make sure it accomplishes all the goals &
objectives.

26

4. Implementing is the hardest part of the system because one wrong step can lead to the
failure of whole training program.
5. Evaluating each phase so as to make sure it has achieved its aim in terms of
subsequent work performance. Making necessary amendments to any of the previous
stage in order to remedy or improve failure practices.the learning steps, sequencing and
structuring the contents.

27

INSTRUCTIONAL SYSTEM DEVELOPMENT MODEL (ISD)

Instructional System Development model or ISD training model was made to answer the
training problems. This model is widely used now-a-days in the organization because it is
concerned with the training need on the job performance. Training objectives are defined
on the basis of job responsibilities and job description and on the basis of the defined
objectives individual progress is measured. This model also helps in determining and
developing the favorable strategies, sequencing the content, and delivering media for the
types of training objectives to be achieved.
The Instructional System Development model comprises of five stages:
1. ANALYSIS This phase consist of training need assessment, job analysis, and
target audience analysis.
2. PLANNING This phase consist of setting goal of the learning outcome,
instructional objectives that measures behavior of a participant after the training,
types of training material, media selection, methods of evaluating the trainee,
trainer and the training program, strategies to impart knowledge i.e. selection of
content, sequencing of content, etc.
3. DEVELOPMENT This phase translates design decisions into training material.
It consists of developing course material for the trainer including handouts,

28

workbooks, visual aids, demonstration props, etc, course material for the trainee
including handouts of summary.
4. EXECUTION This phase focuses on logistical arrangements, such as arranging
speakers, equipments, benches, podium, food facilities, cooling, lighting, parking,
and other training accessories.
5. EVALUATION The purpose of this phase is to make sure that the training
program has achieved its aim in terms of subsequent work performance. This
phase consists of identifying strengths and weaknesses and making necessary
amendments to any of the previous stage in order to remedy or improve failure
practices.
The ISD model is a continuous process that lasts throughout the training program. It also
highlights that feedback is an important phase throughout the entire training program. In
this model, the output of one phase is an input to the next phase.

29

TRANSITIONAL MODEL

Transitional model focuses on the organization as a whole. The outer loop describes the
vision, mission and values of the organization on the basis of which training model i.e.
inner loop is executed.
Vision focuses on the milestones that the organization would like to achieve after the
defined point of time. A vision statement tells that where the organization sees itself few
years down the line. A vision may include setting a role mode, or bringing some internal
transformation, or may be promising to meet some other deadlines.
Mission explain the reason of organizational existence. It identifies the position in the
community. The reason of developing a mission statement is to motivate, inspire, and
inform the employees regarding the organization. The mission statement tells about the
identity that how the organization would like to be viewed by the customers, employees,
and all other stakeholders.
Values is the translation of vision and mission into communicable ideals. It reflects the
deeply held values of the organization and is independent of current industry
environment. For example, values may include social responsibility, excellent customer
service, etc.

30

The mission, vision, and values precede the objective in the inner loop. This model
considers the organization as a whole. The objective is formulated keeping these three
things in mind and then the training model is further implemented.

31

CHAPTER NO. 4
INTRODUCTION
(NALCO)

OF

NATIONAL

ALUMINIUM

COMPANY

LIMITED

COMPANY PROFILE:Incorporated in 1981, as a public sector enterprise of the Government of India National
Aluminium Company Limited (Nalco) is Asia's largest integrated aluminium complex,
encompassing bauxite mining, alumina refining, aluminium smelting and casting, power
generation, rail and port operations. Commissioned during 1985-87, Nalco has emerged
to be a star performer in production, export of alumina and aluminium, and more
significantly, in propelling a self-sustained growth.
Our Vision
To be reputed global Company in the Metals and Energy Sectors.

32

Our Mission

To continuously develop human resources, create safe working conditions, improve

productivity and quality and reduce cost and waste.

To be a good corporate citizen, protecting and enhancing the environment as well as

discharging social responsibility in order to ensure sustainable growth.

To intensify R&D for technology development.

33

MANAGEMENT OF NALCO

SHRI ANSUMAN DAS

CHAIRMAN-CUM-MANAGING DIRECTOR & DIRECTOR (COMMERCIAL)
Sri Das completed his B. Sc. Engineering (Mechanical) in the year 1976 and has done his
M.B.A. from the University of Hull, U.K. with a British Council Scholarship under the
Colombo Plan.
As a student of REC (presently NIT), Sri Das was quite popular amongst fellow students
& teachers and was actively involved in various extra-curricular activities. He was the
Cultural Secretary of REC, Rourkela and also a Member of University Students Council.
He started his careerr in Hindustan Aeronautics Limited (HAL). As a Management
Trainee in HAL he had undergone a post-graduation course in Aeronautical Production in
IIT, Chennai and was posted in HAL, Sunabeda. He was primarily working in the areas
of Tool Engineering and Manufacture of Aero Engines.
In 1982, he joined M/s. National Aluminium Company Ltd. (NALCO) in its formative
days. He has served in several capacities in NALCO such as Technical Services
Department, Technical Officer to CMD, Marketing and Materials functions. As a
Technical Officer to CMD, he has rich experience of project implementation in Mines,
Refinery, Smelter and Captive Power Plants.
Subsequently, Sri Das joined the marketing set up and was heading its Eastern Region for
some time. There-after, he rose to the level of General Manager (Marketing) and was
instrumental in formation of various marketing policies and strategies both for domestic
and overseas sales. He was instrumental in launching almost all the value added products
of NALCO both in metals and chemicals business. NALCO has achieved several mile
stones and accolades through the efforts put in by Sri Das and his team.

34

Subsequently, he headed the Materials Department as its Executive Director for a brief
while before taking over as Director (Commercial) NALCO in October, 2009. On Aug
30, 2012 he took over the additional charge as its Chairman and Managing Director.
Sri Das has widely travelled across the globe and is well known both nationally and
internationally in the Aluminium business.
His family comprises of his wife Manasi, son Archit and daughter Ananya. While Manasi
is a home-maker, Archit is a Mechanical Engineer, currently working with M/s. TATA
Consultancy Services and Ananya is a B. Tech. in Computer Science, presently working
with M/s. Tech Mahindra.

MS. GAURI KUMAR, IAS (PART-TIME OFFICIAL DIRECTOR)

SHRI. ARUN KUMAR, IAS (PART-TIME OFFICIAL DIRECTOR)

35

SHRI B.L. BAGRA ( DIRECTOR FINANCE)

SHRI N.R. MOHANTY (DIRECTOR PROJECT & TECHNICAL)

SHRI S.S. MOHAPATRA (PRODUCTION)

36

AWARDS & RECOGNITIONS

Environmental and Safety Awards
Nalco's commitment to providing customers with solutions that are environmentally
sustainable while operating safely has been acknowledged with a number of awards.
United States Presidential Green Chemistry Challenge Award
The Presidential Green Chemistry Challenge Award, given by the U.S. Environmental
Protection Agency, recognizes and promotes the development of innovative green
chemical technologies that prevent pollution and have broad industrial applications. An
independent panel of experts named by the American Chemical Society selects the
winners. Our 3D TRASAR Technology for Cooling Water won a 2008 award in the
area of greener reaction conditions.
Cooling systems for comfort in commercial buildings and cooling industrial processes
require added chemicals to control microbial growth, mineral deposits and corrosion.
Nalco developed 3D TRASAR technology to monitor the condition of cooling water
continuously and add appropriate chemicals only when needed. The technique saves
water and energy, optimizes the use of water-treatment chemicals, reduces air and
wastewater emissions, and extends equipment life.
In 1999 Nalco was recognized with a Green Chemistry Challenge Award for our
Ultimer polymers. Traditional oil-based emulsion polymers, commonly used for water
treatment and as a process aid in many industries, introduce oil and surfactant into the
environment. Our Ultimer polymers are manufactured in water-based salt solutions,
eliminating the release of five million pounds of oil into the environment annually. In
addition, the manufacturing process utilizes a waste by-product (ammonium sulfate) from
another industrial process.

37

Safety Recognition

In 2011 Nalco was named one of Americas Safest Companies by EHS Today magazine.
The magazine recognized 12 companies for providing a safe working environment for
their employees and serving as examples of companies that have achieved world-class
safety status.
To be considered one of Americas Safest Companies, those selected must demonstrate:
support from management and employee involvement; innovative solutions to safety
challenges; injury and illness rates lower than the average for their industry;
comprehensive training programs; evidence that prevention of incidents is the
cornerstone of the safety process; good communication about the value of safety; and a
way to substantiate the benefits of the safety process.
Nalcos European operations received the 2011 International Fleet Safety Award from
Fleet Europe magazine. The annual award is given to a company that has successfully
implemented a safety project for its fleet that focuses on original tools and programs to
improve the safety of its drivers, while taking into account optimizing Total Cost of
Operations.
Our Garyville Plant in the United States has twice (in 2008 and 2011) won a SAFE
(Serious About Fostering Excellence) Award for safety, environmental and community
performance from the Louisiana Chemical Association. The SAFE program evaluates a
plants performance in employee safety, contractor safety, environmental efforts and
good neighbor activities with local communities. Winners are selected from almost 100
facilities statewide.
Our Fawley Plant in the United Kingdom has won 11 consecutive Gold Awards from the
Royal Society for the Prevention of Accidents (RoSPA). RoSPA Gold Award winners
have achieved a very high level of performance, demonstrating well developed
occupational health and safety management systems and culture, outstanding control of

38

risk and very low levels of error, harm and loss. For 10 years the plant has received the
Chemical Industries Association Diamond Award for occupational safety and health.
The U.S. Occupational Safety and Health Administration have given a Voluntary
Protection Program Star Award to our Sugar Land Plant in the United States for
outstanding workplace safety and health management.
Pollution Prevention Awards
The Louisiana Department of Environmental Quality (DEQ) recognized our Garyville
plants environmental and pollution prevention efforts with two consecutive
Environmental Leadership Program (ELP) Awards in 2010 and 2011.
The 2011 award was for a program to that reduced steam and use, saving approximately
4.8 billion BTUs of energy and more than 250 metric tons of related greenhouse gas
emissions annually. Other changes allowed 900,000 pounds of a major raw material to be
reclaimed annually and cut used waste oil disposal by 225,000 pounds. Changes in the
plants wastewater system reduced the amount of nitrate compounds being released into
the Mississippi River. Excess nitrogen in the river water causes hypoxia (oxygen depleted
zones) in the Gulf of Mexico, harming sea life and impacting commercial fishing.
Illinois annually recognizes select companies for successful waste reduction activities.
Illinois Governor's Pollution Prevention Awards are given to businesses and organizations
that have helped the environment and the economy of the state by successfully reducing
the generation of gaseous, liquid, and solid waste. Nalco has been honored nine times
with this award, five times our Clearing Plant in Bedford Park has been recognized for
manufacturing improvements that reduced energy and water use, as well as wastewater
production.
In addition to our ULTIMER polymers, other Nalco green technologies have won Illinois
Pollution Prevention Awards, including:

Our STABREX microbiological program, which mimics the naturally

occurring stabilized bromine that white blood cells use to treat infection. It is less
toxic to aquatic wildlife, safer for our customers' employees and generates less
byproduct than un-stabilized halogen treatments.

The PORTA-FEED Advanced Chemical Handling System, a family of reusable

containers, have eliminated the need to use and dispose of more than 4 million 55gallon drums.

39

The Pennsylvania Governor's Awards for Environmental Excellence honors businesses

and organizations that tackle environmental problems and help build new businesses,
enhance the bottom line and engage residents in a renewed commitment to investing in
their communities. Our plant in Ellwood City was recognized for its waste minimization
and water use reduction efforts in 2007 and 2009.

40

PRODUCTS OF NATIONAL ALUMINIUM COMPANY LIMITED (NALCO)

Aluminium Metal
Ingots
Sows
Billets
Alloy wire rods
Cast strips
Alumina & Hydrate
Calcined Alumina
Alumina Hydrate
Zeolite-A
Special Products
Specialty
Hydrate/Alumina
(Alumina Chemicals)
Rolled Product
Aluminium Rolled Products

ALUMINIUM METEL

41

1. INGOTS

An ingot is a material, usually metal, that is cast into a shape suitable for further processing.
Non-metallic and semiconductor materials prepared in bulk form may also be referred to as
ingots, particularly when cast by mold based methods.[

Uses
Ingots require a second procedure of shaping, such as cold/hot working, cutting or milling to
produce a useful final product. Additionally ingots (of less common materials) can be used as
currency, or as a currency reserve as with gold bars.

Types
Metal, either pure or alloy, heated past its melting point and cast into a bar or block using a mold
chill method. Polycrystalline and single crystal ingots are made from semiconductor materials by
pulling from a molten melt. Uses include the formation of photovoltaic cells from silicon ingots
by cutting the ingot into flats, known as wafers

Single crystal

42
Single crystal ingots (called boules) of materials are grown (crystal growth) using methods such
as the Czochralski process or Bridgeman technique.
The boules may be either semiconductorsfor the electronic industry, or non-conducting
inorganic compounds for industrial and jewelry use, e.g., synthetic ruby, sapphire etc.
Single crystal ingots of metal are produced in similar fashion to that used to produce high purity
semiconductor ingots, i.e. by vacuum induction refining. Single crystal ingots of engineering
metals are of interest due to their very high strength due to lack of grain boundaries. The method
of production is via single crystal dendrite and not via simple casting. Possible uses include
turbine blades.
Copper alloys
In the United States, the brass and bronze ingot making industry started in the early 19th century.
The US brass industry grew to be the number one producer by the 1850s. During colonial times
the brass and bronze industries were almost non-existent because the British demanded all
copper ore be sent to Britain for processing. Copper based alloy ingots weighed approximately
20 pounds (9.1 kg).

2. ALUMINIUM SOWS

Almost all aluminum products are produced from molten metal, T-bar, and sow. T-bar and sow
are simply the solid form of molten metal. T-bar and sow can be remelted to produce extrusions

43
or cast into ingots or billets, which are then pressed or rolled to form sheet, plate, foil, wire, rod,
and bar. Ingots, billets, and extrusions also can be cast or drawn directly from molten metal.
Molten metal is produced directly from alumina. Alumina from the refinery is moved to the
reduction plant or smelterlong buildings with row after row of reduction cells, or pots, where
the pure, white powder is transformed into glistening, molten metal.
Although there are many types of cells, they operate on the same principle. The pots are actually
steel boxes of various sizes, generally about 20 feet long, 6 feet wide, and about 3 feet deep, and
lined with carbon. The alumina is dissolved in a molten salt called cryolite and aluminum
fluoride in the steel pot, and a carbon electrode (anode) is lowered into the solution.
Direct electrical current, of between 50,000 and 150,000 amperes, then flows from the anode
through the now molten mixture to the carbon cathode lining of the pot. Since each pot requires
only about 5 volts, it is customary to connect a hundred or more pots in a series, in rooms 700
feet long or more. Several buildings are often connected in the electrical current to form a single
potline.
The electric current reduces the alumina molecules into aluminum and oxygen. The oxygen is
deposited on the carbon anode, where it combines with the carbon to form carbon-dioxide. The
aluminum, which is heavier than the cryolite, settles to the bottom of the pot.
The molten aluminum is siphoned into crucibles about once a day, more alumina is added to the
pot, and the process continues day and night.

3. ALUMINIUM BILLETS

44

A billet is a length of metal that has a round or square cross-section, with an area less than
36 sq in (230 cm2). Billets are created directly via continuous casting or extrusion or indirectly
via rolling an ingot. Billets are further processed via profile rolling and drawing. Final products
include bar stock and wire.
Centrifugal casting is also used to produce short circular tubes as billets, usually to achieve a
precise metallurgical structure. They are commonly used as cylinder sleeves where the inner and
outer diameters are ground and machined to length. Because their size is not modified
significantly, they are not always classified as semi-finished casting products.

ALUMINIUM ALLOY WIRE RODS

45

Wire rod is a rolled alloy or nonalloy steel product, produced from a semi (e.g. bloom) and
having a round, rectangular or other cross-section. Particularly fine cross-sections may be
achieved by subsequent cold forming (drawing). Wire rod is wound into coils and transported in
this form. .

Quality / Duration of storage

The value of steel products is in particular reduced by the effects of corrosion and mechanical
damage.
One particularly frequent cause of damage is rust due to seawater, rain, condensation water in the
means of transport, cargo sweat or condensation inside the packaging. Unsuitable means of
transport, ships with poor hatch covers or without ventilation facilities, damaged containers,
uncovered railroad freight cars and trucks, incorrect storage in the open, use of unsuitable
tarpaulins, exposed loading in wet weather conditions, and variations in temperature and climatic
conditions during long voyages may result in rust damage.

In the case of hot-rolled steel, it is usual to store it in the open and to transport it without
protection, such that no protection is provided against rain etc.. Such sheet therefore generally
exhibits a layer of surface rust (rust film). Since the rust is removed from the steel (by pickling)
prior to further processing, the quality of the steel is not impaired. Protection should be provided
from seawater or chemical residues because corrosion must remain within reasonable bounds,
since pickling cannot remove uneven local corrosion or pitting corrosion.

46

High-grade wires (e.g. prestretched wire or prestressed concrete wire) should be protected from
all kinds of corrosion by selecting the correct packaging, warehousing and means of transport.
The degree of rusting of steel consignments should be recorded in the shipping documents before
acceptance of the consignment, possibly using the following definitions:

Wet before shipment

Partly rust stained to rusty
Gear marked
Contaminated by foreign substance
Contaminated by saltwater
Chafed in places
Packing torn exposing contents

The AMERICAN RUST STANDARD GUIDES are mainly used to describe the condition of
hot-rolled steel.
Intended use
Wire rod is used for many different products. Depending upon how it is cold formed and heat
treated, wire is used, for example, to produce not only wire ropes, barbed wire, wire mesh and
nails, but also springs, welded wire mesh and reinforcement wire.

ALUMINA & HYDRATE

1. Calcined Alumina

47

Calcined alumina is an alpha-alumina produced to consistently achieve the chemical purity and
crystal structure necessary to meet individual ceramic application needs. Almatis offers a large
product range of calcined aluminas classified by soda content, particle size, and degree of
calcination.
Calcined Alumina Applications
Calcined aluminas are utilized in the production of a wide range of industrial and products:

Technical & engineered ceramics, such as:

o Thread and wire guides
o Faucet valves
o Wear resistant engine and pump parts
o Sealing rings and bearings
o Armor
Electronic ceramics:
o Metallized thick and thin film substrates
o High Alumina (+99%) ceramic insulators
o Electrical housings
o Resistor rods and tubes
o Electrical insulation parts

High voltage insulators

Spark plugs

48

Catalyst supports
Filter Ceramics
Chinaware
Sanitary ware
Wear resistant ceramics, including grinding media
Ceramic tiles, frits and glazes

Benefits of Almatis Calcined Aluminas

Processing properties such as:

Typical high fired densities of typical 3.90 g/cm in finished ceramics parts
Consistent pressing and slip casting behavior
Very good green machining properties
Low sintering temperatures and decreased polishing times reduce customer processing
costs
Tightly controlled shrinkage
3

Final ceramic product properties such as:

Defined uniform microstructure

Very good corrosion resistance
Excellent mechanical wear resistance and strength
High dielectric strength
Good thermal shock resistance

Why Almatis Calcined Aluminas are Premium

Ensured supply with largest global capacity
Excellent lot-to-lot consistency for producing highly reliable ceramic products
All products produced to tight product specifications for optimized processing to
guarantee excellent physical, electrical and thermal properties of the advanced ceramics
components:
o chemistry
o particle size distribution
o specific surface area/BET
o primary crystal size
o green density
o firing shrinkage
o fired density
Contaminant-free ground products ensure high performance of ceramic products
Global technical support offering consulting, troubleshooting and application assessment
to optimize ceramic performance
Products are globally available through expansive worldwide manufacturing, sales and
supply

Calcined Alumina Products

49

Low Soda Calcined Alumina - Na2O 0.10%

Features: dense ceramic metrics, consistent shrinkage, high electrical resistance and high
thermal conductivity.
Product
CT 1200
CL 2500
CL 3000
CL 4400
CL 5000
CT 19
A10
A14

2. ALUMINA HYDRATE

Description
Surface area from 0.9 - 1.1m2/g
Crystal size 1.5-2.3
Surface area from 0.85 - 1.00 m2/g
Crystal size 1.5-2.3
Surface area from 0.55 - 0.70 m2/g
Crystal size 2.0-2.7
Surface area from 0.25 - 0.40 m2/g
Crystal size 2.6-5.1
Surface area from 0.20 - 0.35 m2/g
Crystal size 3.1-5.1
Surface area between 0.20 - 0.45 m 2/g; also
available fine ground (45m)
Typical surface area of 0.20 m2/g
Crystal size 4.5-5.3
Typical surface area of 0.55 m2/g
Crystal size 2.4-3.2

50

Alumina Hydrate
Formula: Al2O3.3H2O

Oxide
Al2O3
LOI

Analysis
65.39%
34.61

Oxide Weight
Formula Weight

Formula
1.00
102.00
155.99

Enter the formula and formula weight

directly into the Insight MDT dialog (since it
records
materials
as
formulas).
Enter the analysis into an Insight recipe and
enter the LOI using Override Calculated LOI
(in the Calc menu). It will calculate the
formula.

51

DENS - Density (Specific Gravity)

XREF - Index of Refraction

HMOH - Hardness (Moh)
DNLP - Density, loose packed (lbs/cu fut)
MLPT - Melting Point (MP)
SAMG - Surface Area (m2/gm)
BDGC - Bulk Density g/cc (Packed)

2.42

1.57
2.5-3.5
1.0-1.4
3000C D
0.1-0.15
1.4-1.7

Hydrated alumina contains significant water in its crystal structure. There are differing water
contents depended on the type of alumina hydrate, but the main refined article of commerce in
the market is known as alpha aluminum trihydroxide (with an LOI of 34%). If you are unsure
about the alumina hydrate you have in stock you can do a simple LOI test.
Hydrated aluminas are fine granular white powders that have good flow properties. As with any
form of alumina, this material has a very high melting temperature. It can be useful in glazes as a
source of aluminum oxide, however the powder must be very fine. The hydrated version of
alumina stays in suspension better in glaze slurries and has better adhesive qualities. Also using
hydrated alumina in glazes and glass can promote the fining operation of coalescing and
removing finely dispersed gas bubbles. Small additions of fine alumina hydrate added to a glaze
can also enhance the color of Cr-Al pinks. Larger additions of fine material can impart matteness
if the glaze is able to take it into solution (sourcing alumina from kaolin and frits may be more
practical).

52

3. ZEOLITE-A

Zeolites are microporous, aluminosilicate minerals commonly used as commercial

adsorbents.[1] The term zeolite was originally coined in 1756 by Swedish mineralogist
Axel Fredrik Cronstedt, who observed that upon rapidly heating the material stilbite, it
produced large amounts of steam from water that had been adsorbed by the material.
Based on this, he called the material zeolite, from the Greek (z), meaning "to boil"
and (lthos), meaning "stone".[2]
As of October 2011, 201 unique zeolite frameworks have been identified, and over 40
naturally occurring zeolite frameworks are known.[3][4]
Zeolites are widely used in industry for water purification, as catalysts, for the
preparation of advanced materials and in nuclear reprocessing. They are used to extract
nitrogen from air to increase oxygen content for both industrial and medical purposes.
Their biggest use is in the production of laundry detergents. They are also used in
medicine and in agriculture.
Properties
A form of thomsonite (one of the rarest zeolites) from India

53

Zeolites have a porous structure that can accommodate a wide variety of cations, such as
Na+, K+, Ca2+, Mg2+ and others. These positive ions are rather loosely held and can readily
be exchanged for others in a contact solution. Some of the more common mineral zeolites
are analcime, chabazite, clinoptilolite, heulandite, natrolite, phillipsite, and stilbite. An
example mineral formula is: Na2Al2Si3O102H2O, the formula for natrolite.
Natural zeolites form where volcanic rocks and ash layers react with alkaline
groundwater. Zeolites also crystallize in post-depositional environments over periods
ranging from thousands to millions of years in shallow marine basins. Naturally
occurring zeolites are rarely pure and are contaminated to varying degrees by other
minerals, metals, quartz, or other zeolites. For this reason, naturally occurring zeolites are
excluded from many important commercial applications where uniformity and purity are
essential.
Zeolites are the aluminosilicate members of the family of microporous solids known as
"molecular sieves." The term molecular sieve refers to a particular property of these
materials, i.e., the ability to selectively sort molecules based primarily on a size exclusion
process. This is due to a very regular pore structure of molecular dimensions. The
maximum size of the molecular or ionic species that can enter the pores of a zeolite is
controlled by the dimensions of the channels. These are conventionally defined by the
ring size of the aperture, where, for example, the term "8-ring" refers to a closed loop that
is built from 8 tetrahedrally coordinated silicon (or aluminum) atoms and 8 oxygen
atoms. These rings are not always perfectly symmetrical due to a variety of effects,
including strain induced by the bonding between units that are needed to produce the
overall structure, or coordination of some of the oxygen atoms of the rings to cations
within the structure. Therefore, the pores in many zeolites are not cylindrical.
Sources
Conventional open pit mining techniques are used to mine natural zeolites. The
overburden is removed to allow access to the ore. The ore may be blasted or stripped for
processing by using tractors equipped with ripper blades and front-end loaders. In
processing, the ore is crushed, dried, and milled. The milled ore may be air-classified as
to particle size and shipped in bags or bulk. The crushed product may be screened to
remove fine material when a granular product is required, and some pelletized products
are produced from fine material.
Currently, the worlds annual production of natural zeolite is about 3 million tonnes. The
major producers in 2010 were China (2 million tonnes), South Korea (210,000 t), Japan
(150,000 t), Jordan (140,000 t), Turkey (100,000 t) Slovakia (85,000 t) and United States
(59,000 t).[5] The ready availability of zeolite-rich rock at low cost and the shortage of
competing minerals and rocks are probably the most important factors for its large-scale
use. According to the United States Geological Survey, it is likely that a significant

54

percentage of the material sold as zeolites in some countries is ground or sawn volcanic
tuff that contains only a small amount of zeolites. Some examples of such usage are
dimension stone (as an altered volcanic tuff), lightweight aggregate, pozzolanic cement,
and soil conditioners.[6]
There are several types of synthetic zeolites that form by a process of slow crystallization
of a silica-alumina gel in the presence of alkalis and organic templates. One of the
important processes used to carry out zeolite synthesis is sol-gel processing. The product
properties depend on reaction mixture composition, pH of the system, operating
temperature, pre-reaction 'seeding' time, reaction time as well as the templates used. In
sol-gel process, other elements (metals, metal oxides) can be easily incorporated. The
silicalite sol formed by the hydrothermal method is very stable. Also the ease of scaling
up this process makes it a favorite route for zeolite synthesis.
Synthetic zeolites hold some key advantages over their natural analogs. The synthetics
can, of course, be manufactured in a uniform, phase-pure state. It is also possible to
manufacture desirable zeolite structures which do not appear in nature. Zeolite A is a
well-known example. Since the principal raw materials used to manufacture zeolites are
silica and alumina, which are among the most abundant mineral components on earth, the
potential to supply zeolites is virtually unlimited. Finally, zeolite manufacturing processes
engineered by man require significantly less time than the 50 to 50,000 years prescribed
by nature. Disadvantages include the inability to create crystals with dimensions of a
comparable size to their natural counterparts.
Uses
Commercial and domestic
Zeolites are widely used as ion-exchange beds in domestic and commercial water
purification, softening, and other applications. In chemistry, zeolites are used to separate
molecules (only molecules of certain sizes and shapes can pass through), and as traps for
molecules so they can be analyzed.
Zeolites have the potential of providing precise and specific separation of gases including
the removal of H2O, CO2 and SO2 from low-grade natural gas streams. Other separations
include noble gases, N2, O2, freon and formaldehyde. However, at present, the true
potential to improve the handling of such gases in this manner remains unknown.
On-Board Oxygen Generating Systems (OBOGS) use zeolites to remove nitrogen from
compressed air in order to supply oxygen for aircrews at high altitudes.

55

4. SPECIAL PRODUCTS
Specialty Hydrate/Alumina (Alumina Chemicals)
ALUMINA CHEMICALS
In addition to the metallurgical grade of alumina and hydrate, NALCO manufactures a
wide range of specialty aluminas and hydrates (Chemical Grade Aluminas or Alumina
Chemicals), with controlled crystal size, purity and alpha content (incase of aluminas), to
meet the requirements of refractory, ceramic and other chemical industries
The Special Grade Alumina Manufacturing Division is located within Alumina Refinery
of NALCO at Damanjodi, Dist- Koraput, Orissa(India), having state-of-the-art
technology. The technical know-how is from the USA and is engineered to produce world
class quality products. There are two units. The Pilot Plant (600 tpy capacity) is under
production and developing different grades of customised products. The Main Plant
(26400 tpy capacity) is under advance stage of implementation.
Specialty Hydrates(ATH):
Specialty Hydrates are widely used as a filler material in plastic, rubber, paper, PVC,
paint etc and also in manufacturing several alumina chemicals.
These are produced in different grades such as: NSPH-5, NSPH-10, NSPH-20, NSPH-25
and NSPH-30 etc. NSPH-10 is the dry, coarse hydrate. NSPH-5, 20, 25 and 30 are dry
and ground hydrates of different particle sizes for different applications. NSPH-20, 25
and 30 are also available with surface coating.The detail of properties are tabulated in
specification sheet/data sheet for each Spl. hydrate product.
Specialty Aluminas:
Unground aluminas, super ground aluminas and reactive aluminas of varying particle
size, alpha phase content and soda content are produced as tailor made products, to meet
the specific requirements of customers. The detail of properties are tabulated in
specification sheet/data sheet for each Spl. alumina product. The major applications of
non - metallurgical grades of alumina are in refractory and ceramics, which require
higher hardness, resistance to ware and abrasion, good thermal shock resistance, chemical
inertness, high mechanical strength at higher temperatures and good electrical properties.
Specialty aluminas are also used in the manufacturing of fused alumina, abrasives, tiles,

56

glass, glazes, catalyst, spark plug, insulators, porcelain, grinding media, furnace parts,
kiln furnitures, shapes and castables etc.
These are produced in different grades such as: (NSPL-20, NSPL-30, NSPL-40, NSPL50, NSPL-60,) (NSPL-100, NSPL-101, NSPL-102, NSPL-103, NSPL-104, NSPL-120,
NSPL-121, NSPL-122,) (NSPL-200, NSPL-201, NSPL-202, NSPL-203, NSPL-204,
NSPL-205) etc. Advanced analytical techniques, equipments with trained manpower are
pressed to get quality products with consistency. Nalco Spl. Products Marketing with its
Research & Development background can assist and extend the necessary technical
services in selection of proper grade of Specialty Hydrate and Alumina for gainful
applications and also developing tailor made products with competitive pricing.
Weight/Packing
1.Products are generally packed in polylined HDPE bags with polyline liner containing
25/50 kg of products.
2.Some of the high value product s can also be supplied in paper bags.
3. Bulk quantity products can also be supplied in 1 ton jumbo bags.
For other details like samples, price etc. please contact :
Marketing Department (Spl. Products Marketing ), Nalco, Nalco Bhawan, Nayapalli,
Bhubaneswar - 751061, Orissa, India. Tel.:0674 2300533 , Fax: 0674 2300580.

57

5. Rolled Products Unit

Introduction:
Nalco has set up a 50,000 MT per annum Rolled Products Unit, integrated with the
Smelter Plant at Angul, for production of aluminium cold rolled sheets and coils from
continuous caster route, based on the advanced technology of FATA Hunter, Italy.

58

ENVIRONMENT SAFETY
Environment Management

Nalco, since its inception, has taken adequate steps for pollution controland effective
Environment Management. Nalco's technology associate Aluminum Pechiney (AP),
France, with their experience of stringent pollution control standards in Europe, have
ensured eco-friendly process technology.
With the growing environmental awareness in India and framing of stringent and
statutory regulations, Nalco achieved all statutory clearances before starting its
production.
Strict adherence to approved EMP and constant monitoring have helped Nalco to
achieve considerable success in the field of Environment Management.
The Company received Indira Priyadarshini Vrikshamitra (IPVM) Award from
MOEF Govt. of India for the year 1994 for its contribution in the field of
afforestation and wasteland development. The 960 MW Captive Thermal Power
Plant of the Company also received the prestigious Indira Gandhi Paryavaran
Puraskar(IGPP) for the year 2000 from MOEF Govt. of India for its outstanding
contributions in the field of environment management. Besides these, the Company
and its Units have received various National, State and Institutional awards for
excellence in pollution control, Safety & Environment Management.

59

Pollution Control efforts At Plant Level :

Mines
Periphery barrier of 15m width
having green cover around mines
Garland drains and drainage control
within the mines
Dust suppression at source and
sprinkling of water
Total overburden excavated with top
soil used for reclamation and
rehabilitation of mined out areas with
vegetation cover.

Smelter
Hooding of pots and adsorption of
fluorine gas by dry scrubbing with

Alumina Refinery
Highly efficient ESPs at
Calciners and steam Generation
Plant
Multistage washing of red mud
and its storage in specially
designed pond
Use of dust collectors at handling
and transport areas of bauxite,
coal, lime and alumina
Recycling of waste water

Captive Power Plant

Electro-static precipitators with
advanced intelligent controllers

60

alumina in Fume Treatment Plant

Defluoridation to reduce fluorine
level of contaminated surface water
Specially designed preservation
system for spent potlines

and effective stack emission

control
Efficient burner management to
reduce emission of carbon
monoxide
Ash pond with zero discharge
and recycling of waste water

Common Measures :

Green cover at all plants and townships; wasteland development with massive
afforestation and social forestry; during last 15 years over 6 million trees
planted covering above 3000 hectares
Treatment and recycling of process waste water and sewage
Regular monitoring of air, water and noise pollution
Regular safety and fire audits, mock drills etc.
Occupational health surveys and periodical medical check up of all employees.

Special Efforts

Detailed studies for EIA and EMP at all units and expansion projects, along with
regular periodical assessment
Studies on effect of blasting on ground water table at bauxite Mines
Studies on water quality and water flow to assess the impact of mining on the
perennial springs below
Eco-genetic recourses survey at Panchpatmali Mines
Vegetation survey around Damanjodi
Biological monitoring of fluoride around smelter to assess the impact on
vegetation and bovine population
Epidemiological survey to investigate the fluoride impact on human beings around
Smelter
Scientific green belt development around all the units
Socio-economic development and attitudinal survey at Damanjodi

61

Industrial hygiene survey in all units

Risk analysis and Disaster Management Plan

Waste Utilization
Red Mud
Fiber-reinforced polymer composition (door and window panels, tiles and
sheets etc.) successfully developed
Soil conditioners/fertilizers synthesized in lab scale
Ferrite cement developed in lab scale

Ou

F
Fly Ash
Extraction of beta alumina carried out in lab scale
Fly ash brick/blocks, granite tiles and ceramic products have been developed
Expansion of ash pond dykes using huge quantity of fly ash
Experimental use of fly ash in plantation and agricultural field, demonstrating
better yield
Exploring the possibility of back filling of abandoned coal mines by fly ash
Biotechnological application of microbes for fly ash amelioration and their
utilization in agriculture and wasteland development

62

Gem Granite Environment Award for -1997-98 by FIMI, New Delhi for Mines

Shri Sita Ram Rungta Memorial Social Awareness Award-1997-98 by FIMI, New
Delhi

Pollution Control Excellence Award - 1998 by Orissa State Pollution Control

Board for Mines

Special Commendation under Golden Peacock Environment Management Award

1998 Scheme by World Environment Foundation

State Award for Best Occupational Health Centre to S&P Complex`-1998

Best Safety Performance Award to CPP by CII (ER)- 1999-2000

2nd Best Practice in Environment, Safety & Health in industries of Orissa award
by CII-ER to CPP -2006-07.

Best Environment Management Award to CPP for 2006-07.

Best Performance in Accident Prevention, Safety management & communication

System to CPP for 2006-07.

Pollution Control Excellent Award 2008 to Panchpatmali Bauxite Mines from

State Pollution Control Board, Bhubaneswar.

2nd Best Practice in Environment Management instituted by Confederation of

Indian Industry (CII) to Alumina Refinery for 2008-09.

Pollution Control Excellence Award 2009 by OSPCB to Alumina Refinery.

CHAPTER NO. 5
DATA ANALYSIS AND INTERPRETATION

63

Data analysis
This was an attempt to classify tabulate analyse and interpret the data collected using the
questionnaires analyze and interpretation was done by tools like percentage analysis, chisquare test depicting the data through tables for quick and clean understanding of the
data.
Table No.5.1:- TRAINING NECESSITY FOR THE EMPLOYEES.

Dimensions

Respondents

Percentage %

Yes

44

88

No

06

12

Total

50

100

(Source-Questionnaire and oral interview)

INFERENCE:
The above table shows that 88% of the employees stated that the training is
necessary and 12% of the employees are stated that they dont need training for their
jobs.

64

TABLE NO 5.2:- THE WILLINGNESS OF THE EMPLOYEES TOWARDS THE

TRAINING PROGRAMS.

Dimensions

Respondents

Percentage %

Yes

45

90

No

05

10

Total

50

100

(Source-Questionnaire and oral interview)

INFERENCE:
The above table shows that 90 percent of the employees in the organization had taken
training. 10 percent of the employees are seniors and training personnel.

65

TABLE NO 5.3:- THE NUMBER OF TRAINING PROGRAMS ATTENDED BY THE

EMPLOYEES.

Dimensions

Respondents

Percentage %

One

08

16

Two

17

34

Three

12

24

Four & More

13

26

Total

50

100

(Source-Questionnaire and oral interview)

INFERENCE:
The above table shows that most of the employees in the organization are interested to
attend two training programs only.

66

TABLE NO 5.4:- THE SATISFACTION LEVEL OF THE TRAINING PROGRAMS.

Dimensions

Respondents

Percentage

Great Extent

20

40

Some Extent

15

30

Little Extent

15

30

Total

50

100

(Source-Questionnaire and oral interview)

INFERENCE:
The above table shows that most of the employees are satisfied up to great extent to the
number of training programs attended in the organization.

67

TABLE NO 5.5:- THE EMPLOYEES EXPECTED BENEFITS FROM TRAINING AND

DEVELOPMENT
Benefits
Aware
of

High
Company

20
Policies
Aware of Work / job
25
Improve
in
skills,
26
knowledge, & attitude
Motivation
20
To face new technology
22
Idea generation
22
Problem solving
29
Aware of
other depts
10
work

Medium

Low

Rank

18

02

10

04

II

12

02

20
18
14
08

02
-

I
I
III
IV

15

08

(Source-Questionnaire and oral interview)

INFERENCE:
The above table shows that, most of the employees expect good benefits from the
Training & Development like aware of Company policies, improve in skills, knowledge
& attitude, motivation and to face new technology etc.

TABLE NO 5.6:- THE METHOD OF TRAINING RECEIVED BY THE EMPLOYEES

68

Dimensions

Respondents

Percentage

On the Job

16

32

Off the Job

20

40

Both

12

24

Non Respondents

02

Total

50

100

(Source-Questionnaire and oral interview)

INFERENCE:
The above table tells us that 40% of the employees received off the job training 12%
received both the methods of training and 32% received on the job training.

69

TABLE NO 5.7:- THE TRAINING RECEIVED BY THE EMPLOYEES

Dimensions

Respondents

Percentage

Inside the company

44

88

02

04

Both

04

08

Total

50

100

Outside
company

the

(Source-Questionnaire and oral interview)

INFERENCE:
The above table shows that most of the employees received training inside and fewer
employees are trained in out side of the Organization.

70

TABLE NO 5.8:- FROM WHOM THE TRAINING HAS RECEIVED

Dimensions

Respondents

Percentage

Superiors

20

40

Consultants

20

40

Institutions

02

04

Others

04

08

Non Respondents

04

08

Total

50

100

(Source-Questionnaire and oral interview)

INFERENCE:
The above table enables us that most of the employees received training from superiors
and Consultants.

71

TABLE NO 5.9:- THE TYPE OF TRAINING RECEIVED BY THE EMPLOYEES

Dimensions

Respondents

Rank

Induction

16

IV

Updating

20

II

32

26

II

Competence
Development
All the above

(Source-Questionnaire and oral interview)

INFERENCE:
The above table shows that most of the employees ranked to the Competence
Development. Out of 50 samples 26 employees received all the trainings.

72

TABLE NO 5.10:- THE DEVELOPED AREA AFTER TRAINING

Dimensions

Respondents

Rank

24

Motivated

02

IV

Social Behavior

12

II

Face new technology

06

III

Non Respondents

08

Skills,

Knowledge

Attitude

&

(Source-Questionnaire and oral interview)

INFERENCE:
The above table enable us most of the employees developed skills and knowledge.
Twelve employees developed in the area of social behavior.

73

TABLE NO 5.11:- THE DURATION TO CONDUCT TRAINING PROGRAMS

Dimensions

Respondents

Percentage

Monthly

28

56

Quarterly

16

32

Half Yearly

04

08

Yearly

Non Respondents

02

04

(Source-Questionnaire and oral interview)

INFERENCE:
The above table shows that, 56% employees say monthly and 32% of the employees are
says that the training programs are conducting quarterly in the organization.

74

TABLE NO 5.12:- REASONS FOR NOT ATTENDING TRAINING PROGRAMS

Dimensions

Respondents

Percentage

Resistance to change

10

55.5

Timings not favorable

08

44.4

Personal Problems

Total

18

99.9

Training is not related to

job
Training

facilities

good

not

(Source-Questionnaire and oral interview)

INFERENCE:
The above table shows that the employees had not attended training due to training is not
related to their job and training timings are not favorable.

75

TABLE NO 5.13:- THE TRAINING RELATED TO WEAK AREAS

Dimensions

Respondents

Percentage

Yes

24

48

No

24

48

Non Respondents

02

04

Total

50

100

(Source-Questionnaire and oral interview)

INFERENCE:
The above table shows that 48% employees says that training is related to only weak
areas and another 48% says that training is not related to weak areas.

76

TABLE NO 5.14:- THE NUMBER OF RESPONDENTS REQUIRES ONE MORE TRAINING

Dimensions

Respondents

Percentage

Yes

26

52

No

08

16

Non Respondents

16

32

Total

50

100

(Source-Questionnaire and oral interview)

INFERENCE:
The above table shows that 52% of the employees are asking one more training to
improve their performance and 32% are ideal about t&d program in the organization.

77

TABLE NO 5.15:- THE PROBLEMS EXPECT WITH TRAINING

Dimensions

Respondents

Percentage

Not understand the work

Not know about company policies

18

36

Much time taken

16

32

Not able to do perfect work

08

16

Not Responded

18

36

Total

50

100

(Source-Questionnaire and oral interview)

INFERENCE:
The above the table shows that 36% says that may not be aware of company policies,
32% says that much time taken to complete the work. 18% of the employees has not
respondent to this question.

78

CHAPTER NO. 6
FINDINGS

All the employees know that the organization is conduction training programs
regularly and all of them had taken training.
96% of employees had satisfied with the training and 92% employees stated that
the training helps the career.
88% employees felt that the training is necessary for their job.
After training half of the employees have developed in the area of skills and
knowledge and limited members have developed in the area of social behavior.
After training 20% employees felt happy and 56% employees satisfied at medium
level.

79

CHAPTER NO. 7
SUGGESTION
The company has to implement modern training methods to help in boosting
the self morale of the employee at work place.
Training Evaluation has to be conducted.
Employees have to expose to the new environment than they will enhance the
knowledge.
Specific Training Programs has to be given to the selected personal who are
related.
Most of the employees feel that Training is related to weak areas, so the
management has to get awareness among the employees regarding Training &
Development.
Nearly 60.5 employees felt that they had not received any payment as
remuneration while they were in training. So, the management has to clarify
their doubt regarding payment while in training.
The satisfaction level of the employees is satisfactory. So, new changes in
training have to bring to improve the satisfaction level of employees.
CHAPTER NO. 8
BIBILIOGRAPHY

80

BOOKS REFERRED:
Effective Human Resource Training & Development Strategy
- Dr.B.RATHAN REDDY
Himalaya Publishing House, 1st Edition 2005
Management & Organizational Behavior
- P.SUBBA RAO
Himalaya Publishing House, 2000 Edition
Personal / Human Resource Management
- DAVID A.DECENZO
Prentice Hall of India, 3rd Edition
- STEPHEN ROBBINS
Journals Referred
A.Narasimha Rao, Indian Journal of Commerce,
Vol.54, Employees Perception on Training & Development,
A study on Visaka Steel Plant, 2005.
Referrals websites
www.projects99.com
www.citehr.com
www.nalco.com

CHAPTER NO. 9
QUESTIONNAIRE
A STUDY ON TRAINING & DEVELOPMENT IN NALCO ANGU

81

Name:
Designation:
Sex:
Are there any Training programs conduced in your organization?
Yes

No

If Yes, have you taken training?

Yes

NO

IS the training is necessary training ?

Yes

no

What benefits you expected from the training & development ?

SL.
1.

Benefits
Aware of

High

2.
3.

policies
Aware of work/job
Improve in skills

4.
5.

,knowledge & attitude

Motivation
To
face
new

6.
7.
8.

Technology
idea generation
problem solving
Aware of other depts

company

work

How many programs were attended by you?

Medium

Low

82

a) One

b) Two

c) Three

d) Four & More

To what extent have you satisfied with the respective training?

a) Great extent

b) Some extent

c) little extent

What method of training have you received?

a) On the job

b) Off the job

c) Both

Where you have received the training?

a) Inside the Company
b) Outside the Company
c) Both
From whom the training is received
a) Superiors

b) Institutions

c) Consultants d) Others

What method of training you received

a) Induction

b) Competence Development

c) Updating Knowledge

d) Preparing for future assignments

e) All the above

After the Training in which area you developed?
a) Skills, knowledge

b) Social behavior

83

c) To face new technology

d) Motivated

Does the training program satisfy your needs?

a) Yes

b) No

To what extent the training program helps to your career?

a) Great extent

b) Some extent

c) Little extent

Whether your organization is conducting Training programs regularly?

If Yes how far?
a) Monthly
b) Quarterly
c) Half yearly
d) Yearly
Whether the Training programs were intimate to you?
Yes

No

If Yes, how many days before they intimated to you?

a) A week before
c) One month before

b) 15 days before
d) Two months before

Have you attended Training programs regularly?

84

Yes

No

If No, why
a) Resistance to change
b) Training is not related to the job
c) Training facilities are not good
d) Personal problems
e) Timings not favorable
Whether the management forced you to take training?
Yes

No

If No, why?
a) Want to improve skills & knowledge
b) Want to improve Social Behavior
c) Want to know about new technology
Whether the training is related to only weak areas?
Yes

No

If No, why?
a) Motivation
b) To face new technology
c) To develop skills, knowledge & attitude

85

d) Aware of Company policies

e) All the above
Once after training have you improved?
Yes

No

If Yes, why?
a) High

b) Medium

c) Low

If No, why?
a) Work is difficult
b) More time taken to complete the work
c) Not understandable
d) Training is different from work
Do you require one more training?
Yes

No

Have you received payment while in training?

Yes

No

Without training, what problems you expect?

a) Not understand the work

b) Not known about Company Policies

c) Much time taken

d) Not able to do the perfect work

86

What chances are there to rectify those problems?

a) By approaching Superiors

b) Through Consultants

c) Outside Institutions

d) Through Professionals

THANK YOU FOR YOUR VALUEBALE SUPORT!!!