Jaipuria Institute of Management, Indore

A
Project Report
On

To Study the Perception of Different Stakeholders About

the Effectiveness of Training & Skill Development Program
Organized by FP&M SETA.
By

Sumit Narwani
JIMI 2015A/39

A Report submitted in Partial Fulfilment of the Requirements of the Jaipuria

Institute of Management.

Submitted
Submitted by:
Dr. Sachin Mittal
Sumit Narwani

to:

(PGDM 2015- 17)

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DECLEARATION
I hereby declare that the work entitled Manufacturing industries Sector
Overview submitted to "Dr. Sachin Mittal" is a record of an original work
done by us under the guidance of " Lizzie Mabobtza " this project work is
submitted in the partial fulfillment of the requirement for award of post
graduate diploma in management. The result embodied in this project has
not been submitted to any other institute for the award of any diploma.

Place:

indore

Signature:

Date: 27/08/2016
Narwani

Sumit
PGDM-2015-2017

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ACKNOWLEDGMENT
I am highly grateful to Dr. Sachin Mittal & Dr. Nitin Merh Jaipuria Institute
of Management (Indore) for providing this opportunity to carry out the Major
Project at FP&M SETA.
I would like to expresses my gratitude to other faculty members of Jaipuria
Institute of Management, Indore for providing academic inputs, guidance &
encouragement throughout this period.
And I would also like to thank my mother Kavita Narwani without whom it
would not have been possible thanks a lot mom for supporting me &
encouraging me thanks a lot mom for all you are & all you do for me.
The author would like to express a deep sense of gratitude and thank to
Lizzie Mabotza, Marketing research coordinator of Company, without whose
permission, wise counsel and able guidance, it would have not been possible
to carry out my project in this manner.
Finally, I express my indebtedness to all who have directly or indirectly
contributed to the successful completion of my major project.

Name of
Candidate
Sumit Narwani

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ATTENDANCE CERTIFICATE
This is to certify that Mr. Sumit Narwani has completed his Summer
Internship on project on To study the perception the perception of different
stakeholders about the effectiveness of training & skill develpment program
organized by FP&M SETA from _________ to __________. During this period his
attendance has been satisfactory.

(Signature of Company Mentor with Seal)

Name of Industry Mentor:
Designation:
Date:
Place: .

Table of content
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Chapter 1
introduction.pg6
Company
descriptionpg6
About the
workpg7
Chapter 2 result
Analysis.pg11
Chapter 3 different
subsector..pg21
Footwear
industry.p
g21
Printing
industry.
pg23
Pulp & paper
industry.pg25
Chapter 4
learnings..p
g28
Suggestions
pg29

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CHAPTER 1

Introduction

Company description
The Fiber Processing and Manufacturing (FP&M) SETA was established by the
Minister of Higher Education and Training on 1 April 2011 .The main work of
the company is been mentioned below.
to provide skills development services to the clothing, footwear, forestry,
furniture, general goods, leather, packaging, print media, printing,
publishing, pulp and paper, textiles and wood products sectors;
To implement the objectives of the National Skills Development Strategy
(NSDS III); and
To ensure that people obtain the critical or scarce skills that are needed to
build the capacity of the sector to become economically sustainable and
globally competitive.
The vision is to be credible and effective skills development partner
ensuring the delivery of service excellence that will produces a highly-skilled
world-classwork force through various skills development interventions.
Its mission statement, the FP&M SETA will establish a credible institutional
mechanism that facilitates an efficient and effective skills development
process, through a range of quality services and partnerships, to contribute
to the achievement of sector competitiveness, transformation and economic
growth
The FP&M SETA delivers the following essential services to the FP&M sector.

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Development and implementation of a comprehensive sector skills

plan.
Management of skills development levies.
Disbursements of mandatory & discretionary grants.
Quality assurance of skills development provision

About the work

Job Title:

Research Intern

Reports To:

Research Coordinator

Subordinates:

None

Main purpose of the job

To provide general administrative support to the research division and
maintain at efficient document management control system.
Main responsibilities
1. Administrative duties
The research administration duties cover all administration necessary in
relation to existing research projects; they will include but will not be
limited to the following

Provide administrative support regarding research projects

Maintain up to date filling system
Assist with research staff travel arrangements and coordination of
stakeholder workshop logistics
Maintain and update relevant databases
Provide advisory support on to the administrative systems underpinning
the research function
Support the office and carry out administrative and secretarial duties

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Liaise with administrative and support staff on a day to day basis

Provide information in response to routine enquiries relating to research
interns matters
Recording of research meetings
2. Research duties

The research administration duties cover all administration necessary in

relation to existing research projects; they will include but will not be limited
to the following

Research on labor productivity, 13 employment trends of the 13 subsectors

Research on current contribution of 13 subsectors towards economic
growth
Literature review on importance of labor market information
Subsector competitiveness on a global landscape
Research and keeping abreast of subsector overview market trends
Ensuring proper recording of research project documents for future
reference

THE SETA RESERVES THE RIGHT TO AMEND THE JOB PROFILE AT ALL TIMES

3. Qualifications ,experience, competencies and skills

Postgraduate diploma or degree in Research and equivalent qualifications

Recognized certificate in research administration will be added advantage
Literacy in Microsoft office computer packages
Research skills
Interpersonal skills
Organizing and planning skills
Good written and verbal communication skill
Ability to work under pressure and
Work in team oriented environment
4. Behavioral traits
Brand leadership
positive influence capabilities
Independence
Precision
Cognitive application of coherent principles

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Confidentiality

The Research intern will subscribe to the core values of FP&M SETA as
outlined:
I.
II.
III.

IV.
V.

Honesty and integrity

By honoring our mandate and doing what is right
Accountability
Clarifying and accepting responsibility and delivering on our comment
Respect
Drive delivery with respect towards all our stakeholders embracing
openness, trust, teamwork, diversity and relationships that are mutually
beneficial
Service excellence
Strive for the best service and delivering it with pride
Sustainable socio economic transformational and interventions
Driving interventions that are meaningful and will impact positively on
our communities

Research Methodology
The purpose of this research is to know the stakeholders opinion on the role
and services provided by FP&M SETA, their effectiveness in the skills
development context. In the course of 5 years of time in service industries is
there any growth occurred , do the stakeholders have trust on this
organization, are the stakeholders satisfied with the services provided by
FP&M SETA , which are the different areas where FP&M SETA needs to focus
more.
We have decided to use primary data in order to ensure the authenticity of
the data so that the result and the conclusion can be come into
consideration. To make the entire research more quantitative we have
brought down the method of questionnaire (online) survey.
The sample size is of 259 stakeholders of FP&M SETA.
Below mentioned is the view of entire research methodology
Type of Data- Primary Data,
Type of Research- Exploratory & Descriptive,
Method of Data collection- Online method (Survey Monkey),
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 Statistical tools- MS EXCEL,

Data classification & tabulation- Graphs and charts to make other
understand.

Data collection tools

Online survey method (survey monkey)
Survey Monkey is an online survey method development. Survey Monkey
provides free, customizable surveys, as well as a suite of paid back-end
programs that include data analysis, sample selection, bias elimination, and
data representation tools. In addition to providing free and paid plans for
individual users, Survey Monkey offers more large-scale enterprise options
for companies interested in data analysis, brand management, and
consumer-focused marketing.
Survey Monkey provides data collection, data analysis, brand management,
and consumer marketing.

Objective of the Study

To
To
To
To
To

study the effectiveness of various support services provided by FP&M SETA

study the effectiveness of communication and customer relation
study the effectiveness of quality assurance and support services
study the effectiveness of research and various grants
work on various manufacturing sectors and do secondary research

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Chapter 2 Result Analysis

About the descriptive statistics of stakeholders
Q1 Select company size
Small (1-49 employees)
Medium (50-149 employees)
Large (More than 150 employees)

Respondent per company size

The number of survey respondents that were actually answered was 259.
The maximum response was received by small micro enterprises (1-49) at
133(51.04) and then they were received from large (150+) at 81 (31.3%)
and then lowest responses were received from medium sized (50-149)
companies at 45 (17.4%)

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The respondent received from companies provided a fair representation of

views across the spectrum thus providing a balance in terms of the survey
findings

organisation size
Small ( 1-49
employees)
Medium (50-149
employees)

31%
51%

Large (More than 150

employees)

17%

Q2 what type of company/organization do you represent?

Close Corporation
Community Based Organization (CBO)
Non-Governmental Organization (NGO)
PTY Ltd
Sole Proprietor
Labor Union
Partnership
Section 21 Company
Other (specify): ..

Types of company

Answered question-259
Question skipped -0

The survey shows that all the 259 questions were answered; no questions
were skipped during this survey
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The highest number of responses is received from PTY LTD at 135 (52.1%),
followed close corporation at 56 (21.6%), then OTHER at 40.
The lowest response was from labor union
Based Organization (CBO)

i.e. 1. And 2 from Community

The response counts and the graph for the different organization
are mentioned below
56
2
17
135
8
1
5
13
22
40

Close Corporation
Community Based Organization (CBO)
Non-Governmental Organization (NGO)
PTY Ltd
Sole Proprietor
Labor Union
Partnership
Section 21 Company
Other (specify)
Other (please specify)
answered question

259

Chart Title
52.1%
21.6%
0.8%

6.6%

3.1%

0.4%

1.9%

5.0%

8.5%

Q3 In which province is your firm's head office located?

Eastern Cape
Free State

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Gauteng
KwaZulu Natal
Limpopo
Mpumalanga
Northern Cape
North West
Western Cape

Provinces in which the firms office is located

Answered question-259
Question skipped -0

The survey shows that all the 259 questions were answered; no questions
were skipped during this survey
The survey response states that the highest number of offices are located in
Gauteng at 99(38.2%), followed KwaZulu Natal at 60 (23.2%), and Western
Cape 51(19.7%).
The lowest response was from Northern Cape

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i.e. 3.

In which provinceis your firm's head office located?

38.2%
23.2%
3.9% 3.5%

19.7%
3.9%

3.5%

1.2%

3.1%

Q4 which sub-sector best describes the core business of your organization?

Clothing
Footwear
Forestry
General Goods
Leather
Packaging
Print Media
Printing
Publishing
Pulp and Paper
Textile
Wood and Wood Products

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 Respondent per sub sector

The FP&M SETA represents 13 sub sectors the stake holder perception
survey received the highest responses from other sub-sector with 62
responses followed by clothing at 51 and the third highest is printing at
33. The lowest response is from leather with 3 responses followed by
pulp and paper with 6 responses

Which sub-sector best describes the core business of your organisation?

0.0%

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5.0%

10.0%

15.0%

Page 16

20.0%

25.0%

Analysis of perception of different stakeholder

Q1 Are you satisfied with the communication & customer
relationship?
Communication & customer relationship

Answered question-199
Skipped question-60

The survey shows that 199 questions were answered; and 60 questions were
skipped during this survey.
The survey result shows that the stake holder are not satisfied with queries
processing (2.25/5.0 ratings), and they are finding accessing and update on
website (2.04/5.0ratings) as below average & even the firms are not
participating in regional and national workshop hosted by FP&M SETA as they
rated their participation in these events very low (1.99/5.0 ratings).

The FP&M SETA website is easily accessible, informative and regularly updated

Your firm regularly attends and participates in the regional/national workshops hosted by the FP&M SETA

2.04

1.99

The FP&M SETA staff communicates effectively on skills development issues to your firm

2.23

The FP&M SETA staff effectively and efficiently procesess queries from your firm

2.25

Q2 How is the quality assurance support provided by the company?

Quality assurance support

Answered question-194
Skipped question-65

The survey shows that 194 questions were answered; and 65 questions were
skipped during this survey.
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The stake holders finds FP&M SETA as above average firm in terms of
monitoring , assisting & training in identified areas of development (2.6/5.0
ratings) & stakeholder feels FP&M SETA is above average firm in issuing
learning program certificate (2.65/5.0 ratings).

The FP&M SETA Quality Assurance function effectively and timeously issues learning programme certificates to learners upon completion of programmes.

The FP&M SETA Quality Assurance function regularly effectively manages the learning programme moderation and verification process, which adds to the credibility of the qualifications.

The FP&M SETA Quality Assurance function regularly monitors the provision of training and assists organisations and training providers to address identified areas of development.

2.65

2.54

2.60

2.45 2.50 2.55 2.60 2.65 2.70

Q3 is the staff response time proper?

Staff response time

Answered question-197
Skipped question-62

The survey shows that 197 questions were answered; and 62 questions were
skipped during this survey.
The survey result shows the majority of shareholders feel the staff response
time in queries is fast (32%) very fast (17.3%) and only 9.1% feels the
response time to be very slow.

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40.0%

32.0%

34.0%

30.0%
20.0% 17.3%
7.6%

10.0%
0.0%

Very fast

Fast

Average

9.1%

Slow very slow

Q4 Are you satisfied with the Monitoring and Evaluation Process?

Monitoring and evaluation

Answered question-169
Skipped question-90

The survey shows that 169 questions were answered; and 90 questions were
skipped during this survey.
FP&M SETA is below average on monitoring and evaluation section according
to the survey reports, as the site visit by FP&M SETA to their organization has
been rated below average (2.19/5.0 rating) & monitoring and evaluation visit
is also below average ( 2.39/5.0 rating).
Monitoring projects effectively has been rated as average (2.52/5.0

rating) by the stake holder.

Monitoring and Evaluation(complete this section if your firm has a training project funded or accredited by the FP&M SETA)
The monitoring and evaluation visit was meaningful and impacted positively on the implementation of your project ( if positive responsefor above question)
FP&M SETA Sector Skil s Advisors (SSAs) are knowledgeable and competent
The FP&M SETA Sector Skil s Advisors (SSAs) monitor projects effectively and efficiently
The FP&M SETA has conducted a site visit to your organisationto monitor an evaluate implementation ofprojectsfunded or accredited by the FP&M SETA
2.002.102.202.302.402.502.60

Q5 are you satisfied with the work done in different sectors by FP&M SETA?

FP&M SETA and the sector

Answered question -197

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Skipped question-62

The survey shows that 197 questions were answered; and 62 questions were
skipped during this survey
The stake holder response states that they are not satisfied with FP&M seta
in the growth of the sector specific projects and initiatives is rated below
average (2.27/5.0 rating) & on question of skills priorities of FP&M SETA on
reflecting the skills need of their industries also rated below average
(2.32/5.0 rating).

The FP&M SETA contributes to the growth of the sector specific projects and initiatives

The skills priorities of the FP&M SETA reflect the skills needs of my industry

2.24

2.32

2.20 2.25
2.30 2.35

Q6) are you satisfied by the research methods which is been used
by FP&M SETA?
Research & knowledge management

Answered question-198
Skipped question-61

The survey shows that 198 questions were answered; and 61 questions were
skipped during this survey.
The research & knowledge management section asked the stakeholder about
their willingness to share information and participate in FP&M SETA the
response are weighted below average (2.32/5.0 rating), and on the question
on whether their organization is willing to be contacted to share information
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and participate in skills planning research, majority of response shows not

interested with weighted much below average (1.83/5 rating).

The FP&M SETA invites and involves your firm inresearchrelating to skills development initiativesr and the sector skills plan

The FP&M SETA communicate research outputs and information including its Sector Skills Plan and the Scarce and Critical Skills List effectively to your firm

My organisation is willing to be contacted to share information and participate in skills planning research.

Your firm can effectively access the Sector Skills Plan (SSP) and Scarce and Critical Skills list on the FP&M SETA website

2.32

2.26

1.83

2.12

0.000.50
1.001.50
2.002.50

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Chapter 3

Different Subsector

Footwear Industry
Introduction
This document serves as a guideline on key aspects of information that
should be contained in all internal high level reports on the FP&M SETAs
footwear -subsectors. It is important that the FP&M SETA keeps informed
about its sub-sectors. This is particularly important for decision making on
where the SETAs interventions should be targeted.

Overview
The South African footwear industry has managed to generate through the
sale of all types of mens, womens, and childrens footwear products
The footwear industry earned total revenue of $1,723.7m in 2014, while the
compound annual growth rate (CAGR) was 6.9% from the time period of
2010 to 2014
According to the reports the future predictions of the footwear market is not
that good, because the compound annual growth rate has been forecasted
as 3.9% for the five-year period 2014 2019. (Market research May 26,
2015)
The South African foot industry has 120 manufacturers which are working
under Southern African Footwear and Leather Industries Association and
National Bargaining Council
Kwa-Zulu Natal is the main key player because of it production capacity
which is around 60% followed by the Western Cape, Eastern Cape and
Mpumalanga. (FOS investments)

Main players of South African foot wear Industry are

SOUTH AFRICAN FOOTWEAR AND LEATHER EXPORT COUNCIL (SAFLEC)
SAFLEC is a non-profit organization which was established in 2000. SAFLEC
has been officially appointed by the government of South Africa to promote
the footwear industry in international markets

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SOUTHERN AFRICAN FOOTWEAR & LEATHER INDUSTRIES ASSOCIATION

(SAFLIA)
SAFLIA was formed to enable the footwear manufacturers and suppliers to
work closer together for the benefit of the footwear value chain, it is
formally registered with the Department of Labor as a national employer
organization in terms of the Labor Relations Act

Trends

South African footwear industry has classified the industry as a

designated sector the Department of Trade and Industry (DTI) has
invested greatly in the past few years, a lot of manufactures have
financially benefited from these investments
The level of production has increased to 60 million pairs in 2014; we can
say this because in 1986 the level of production was 25 million pairs (Jirka
Vymetal, 2015)
The trend of South African footwear industry is constantly changing we
can say this because the government has taken major steps to improve
the quality and work of the footwear industry by sending a team of people
to India so that they can learn new techniques and skills, the team will be
going to the Footwear Design Development Institute (FDDI) of the Indian
Ministry of Commerce. (The department of trade and industry, 2015)
The Minister of Trade and Industry, Dr. Rob Davies says the initiative is
excellent and shows government commitment to develop the cluster.

Skill development program

A lot of initiatives are taken by the South African government to train their
employees to polish their skills and to improve their designing techniques
The Department of Trade and Industry has signed an agreement with the
Footwear Design Development Institute (FDDI) of the Indian Ministry of
Commerce
The FDDI team of experts will train South Africans in footwear design and
manufacturing skills, curriculum development for courses, research
program and procurement amongst others, as well as train South African
lecturers and student.
The Minister of Trade and industry, Dr. Rob Davies said there is an
agreement signed with FDDI worth R3.6 billion (The Department of Trade
and Industry, 2015)
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Challenges
The various challenges faced by South African footwear industry are
mentioned below

High import duty is been levied on raw materials of footwear industry

Small scale industries are going through various financial crises ,
The margin has also decreased because of rising costs of inputs and labor
There is a downfall in manufacturing due to unskilled labor
Less support from government as they are not implementing new
schemes in the sector (sports trader, 2015)

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PRINTING INDUSTRY
Introduction
This document serves as a guideline on key aspects of information that
should be contained in all internal high level reports on the FP&M SETAs
publishing-subsectors. It is important that the FP&M SETA keeps informed
about its sub-sectors. This is particularly important for decision making on
where the SETAs interventions should be targeted.

Overview
The South African printing industry is basically related with printing of
newspapers books and magazines but it also deals in other works such as
printing of brochures pamphlets and advertising labels, research proves that
printed material gives highest return on investment.
In all the South African printing industry employees more than 45000 people
in 1228 printing and 268 packaging industry. (Bdlive, 2015)

Main players of South African printing industry are

PIFSA(The Printing Industries Federation of South Africa)

PIFSA is governed and regulated by government of South Africa it deals in

printing and publishing of newspapers, magazines, stationary etc. it also
gives training and has different management courses in print & packaging

Media24

Media 24 is the leading publisher of South Africa which deals in digital media
and services, newspapers, magazines, ecommerce, book publishing, print
and distribution. It is part of Naspers, a multinational group of media and
ecommerce platforms.

Caxton group

Caxton group was founded in 1980 by Terry Moolman and Noel Coburn, this
group deals with various fields of publishing and printing like newspapers,
magazines, commercial print, book printing, stationery, packaging and
labels

Trends
As we all know that there has been a huge growth in science & technology, a
lot of change has been observed in printing industry in last decade, use of
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3D printers has rapidly increased the new 3D printers are easier to use and
are much more user friendly, 3d printers allows companies to try various new
designs in printing magazines, brochures, pamphlets and business cards. 3D
printers has allowed high level of customization for publishing sectors, 3D
printing has traditionally found a role in rapid product development,
especially to test and evaluate product designs
3D printers has almost replaced traditional printers as they are cost effective
and they are helping organizations to produce standard work, 3D printing not
only ensures the best packaging of product but has also helped organizations
as an effective marketing tool.(bdlive,2015)

Printing industry training and development programs

Government has really taken measure steps in inculcating training and

development programs in the employees so that their skill and ability to
work can be improved.
In terms of personal development, there are various apprenticeship
schemes for on-the-job training and tertiary institutions offer academic
courses specifically catering for the print and packaging industry, such as
the Business Management Program and the Management Development
Program offered by Wits.
The Printing Industries Federation of South Africa also offers Printing &
Packaging Technical Trade Theory block courses. At the Johannesburg,
Cape Town and KwaZulu-Natal Chambers of PRINTING SA, other courses
are available in
Soft Skills Training, including leadership; disciplinary hearings; labor law;
account management; statutory training, etc.(PIFSA, 2014)

Challenges faced by printing industry

The adoption of digital platforms is not the only challenge facing the sector.

Skills shortages
As we all know that there has been a huge transformation in the print
sector in past decade so the technology which is been used in 3D printers
are not been operated properly by the employees as they are not properly
trained and they dont have knowledge that how the printing machines
can be operated.
High capital costs

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3D printers are very expensive because of which the technology is not

been utilized by everyone, and also all the organizations are not able to
bear the maintenance cost as well.
Increasing imports of printed goods.
The imports on printed goods have been increased by the government
which has resulted in the reduction of profit margin for the organizations.
(Bdlive, 2015)

PULP AND PAPER INDUSTY

Introduction
This sector profile provides a brief overview of the paper and pulp industry. It
covers the key trends and challenges, the drivers of change and the key role
players in the paper and pulp sector. A profile of FP&M SETA learners in the
paper and pulp sector is provided
1. Overview
Pulp and paper industry has been playing a major role in the South African
economy since 1970; digitization is bringing significant changes to the paper
industry. The below graph describes the overview of pulp & paper industry

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Main players of South African pulp & paper Industry are

Sappi

Sappi was established in 1936, its headquarter is in Johannesburg, it has a

production capacity of 675,000 tons of paper and 770,000 tons of pulp per
year. Sappi basically deals with the production of business papers, office
paper, packaging and speciality paper etc.

PAMSA

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The Paper Manufacturers Association of South Africa (PAMSA) was

established in 1992 and its headquarter is in Johannesburg, PAMSA basically
deals in renewing and recycling of paper products around the world.

Mondi South Africa

Mondi group was established in 1967, its headquarter is in Johannesburg.

Mondi SA includes forestry, pulp, uncoated fine paper (UFP) and
containerboard operations.

Nampak

Nampak is Africas largest packaging company it was established in 1968.

Nampaks paper products include cartons and labels, corrugated paper boxes
and trays and paper sacks and trays as well as toilet tissue.

2. TRENDS
Digitization is bringing significant changes to the paper industry. Reflecting
these changing markets, Store Enso, the second largest manufacturer of
pulp, paper, and board, is investing in ultramodern technology. With a
complete turnkey solution from Siemens for electrification and automation,
the company is securing its future in the production of pulp and board at its
Skoghall, Sweden, facility.
Materials manufactured from wood and "green" materials represent some of
the large growth areas. Stora Enso identified the sign of the times at an early
stage. As early as 2006, it decided to align its business models. An example
of this is the "Wood 2012" project at the Skoghall location, with a total
investment volume of 90 million ($102 million). This project is designed to
increase quality and efficiency and reduce operating costs.

3. Challenges
The various challenges faced by South African Pulp & Paper industry are

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The industry is not being able to plant as many trees as quickly as they
should to increase the supply.
Issues of water license for planting the trees in some parts of South Africa.
Increase in transportation cost has reduce the profit margin
By recycling paper, the carbon originally stored by trees in their wood fibers
remains locked up and out of the atmosphere for longer, thus reducing
greenhouse-gas emissions.

3. Training and development programs

PAMSA funds two lecturers at the Durban University of Technology and
one at the University of KwaZulu-Natal to provide specialist technical
education to the industry. A further six lecturers have been seconded to
Johannesburg and KwaZulu-Natal to cover subject matter relating to pulp
and paper for learner ships and the National Qualification Framework for
outcome-based education specifically for the industry. PAMSA is
coordinating the development of an industry-wide strategy to ensure that
there is an adequately trained pipeline of talent.At national level, degrees
in forestry are offered by several universities while UNISA and the Durban
University of Technology (DUT) offer a National Diploma in Pulp and
Paper Technology.

Chapter 4

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Learnings

Page 30

Understanding the corporate culture

Fundamental tools of research
Culture of the country
Survival in extreme climatic conditions
Improved proficient in MS Office
Punctuality
Secondary research
Service promotion during festivals ( Green youth )
Adoptability and flexibility with different people
Operational efficiency through data analysis
Micro and macro environment of 5 manufacturing sub-sectors

Suggestions
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 Researcher has knowledge and experience in conducting research and

theoretical knowledge about the change which they are willing to see and
they are expecting it to change. Researcher can examine the nature and
causes of problems, make sense of research results, learn about the
dynamics of organizational change and the change that stake holder are
expecting to see from the organization and then make choices .
Interactive feedback sessions of research results or telephonic way to
know offer opportunities to understand the reasons underlying failure and
stimulate interaction processes so we can know that where are we lacking
and what are the expectations of the stake holders.
I being the research intern was asked to share my views that how can the
organization can the improve its research capacity

There were different voices active, constructing realities and creating

options to act and make problem solving possible. In my experience,
the researcher cannot stay detached from the organization and the
people in it, because, in order to understand the research results,
interaction, discussion and dialogue are necessary between
stakeholders, workers and the organization.
The organization should provide a unique ID to the stake holders
where the organization can send the update and the information can
be delivered properly between organization and stakeholder, and that
particular ID should be used to even log in and fill the survey form
It is important that these elements are made clear during the first
(intake) meeting between the researcher and representatives or the
stake holders. Top management must understand the underlying
assumptions of the method and accept these assumptions. They must
be prepared to share results and not use them as an assessment
procedure for the functioning of leaders of specific departments in an
organization.
The total number of stake holders who were asked to fill the survey
form are 5000 and the number of respondents are 259 so if we see
the report which is been made is made according to 259 response
which is nearly 5% we cannot rely on this data to make the report
because the responses are very less organization should work on
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increasing the survey respondents so that they can get the right
information and then they can understand that what are the
demanding of
The researcher should tell the learners and stake holders that how this
survey form is beneficial for them as well as for organization and the
organization should ask the stake holders that how many are still in
the programs and how many are the drop outs.
Keep the goal of your survey in mind when creating your questions.
Because in some of the questions the stakeholders have skipped the
questions.
Show a progress bar. Respondents want to know how much longer the
survey will take.
Make sure that researcher is working with an updated, contact list.
Otherwise, invalid email or mailing addresses will make it difficult to
deliver your survey, and prevent some people from participating
Research shows that people are more likely to complete a survey if
they believe that a company will act on the results. Whenever
possible, publish your survey results and your companys plans to act
on the results.

References
Footwear industry
directors-report/. (2015). Retrieved august 5, 2015, from http://saflia.co.za/:
http://saflia.co.za/directors-report/
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editmedia.jsp?id=3234. (2015, february 1). Retrieved august 5, 2016, from

www.thedti.gov.za: https://www.thedti.gov.za/editmedia.jsp?id=3234
market line. (2015, may 26). market-linev3883. Retrieved august 5, 2016, from
www.marketresearch.com: http://www.marketresearch.com/MarketLinev3883/Footwear-South-Africa-9464382/
page_id=19. (n.d.). Retrieved august 5, 2016, from FOSinvestments.co.za:
http://fosinvestments.co.za/?page_id=19
sports trader. (2015, november). /Pages/Issue
%20articles/2015November/parttwoinourmanufacturingseriesontheroadtorec
overy.php. Retrieved august 2016, from http://www.sportstrader.co.za/:
http://www.sportstrader.co.za/Pages/Issue
%20articles/2015November/parttwoinourmanufacturingseriesontheroadtorec
overy.php

Printing industry
/index.php/training. (n.d.). Retrieved august 15, 2016, from http://www.pifsa.org/:
http://www.pifsa.org/index.php/training
THABISO MOCHIKO. (2015, August 03). SA printing industry still looks good on
paper. Retrieved august 15, 2016, from http://www.bdlive.co.za/:
http://www.bdlive.co.za/business/media/2015/08/03/sa-printing-industry-stilllooks-good-on-paper

Pulp and paper

http://www.thepaperstory.co.za/wpcontent/uploads/2011/09/PAMSA-2014-stats-reportfinal_Aug2015.pdf

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