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I. Executive Summary
(a) Purpose of the study.
(b) Methodology of the study.
(c) Limitation of the study.
VI Suggestions
VII Conclusion
VIII. Bibliography
IX. Annexure
X.
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EXECUTIVE SUMMARY
Summer Training is the inseparable aspect of the professional course today. This is the basic criteria
which makes it mandatory for the participants in any curriculum that he/she carries out in his/her own
thought and blends it with the official’s data on the basis of which a complete report is formulated.
With the philosophy in mind my Summer Training is based on the training and development programmes
The entire study has been based on the accomplishment of the following objectives.
Specific and proper methodology was needed to make the project report successful in this Summer
Training the methodology adopted has been concerned with techniques for collecting primary and
secondary data. This project report work of mine was centered in and around sales department where we
gathered responses from around 50 employee. primary data have been gathered on the basis of the
structural questionnaire which are designed under the guidance of the company concerned people. The
secondary information have been gathered from the company’s internal files and records.
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( C ) LIMITATIONS OF THE STUDY
There are certain limitations, which cannot be ruled out after taking all possible precaution regarding the
First of all, the scope of study is limited as it come only important provisions laid down by govt. for
The sample size was small here, the conclusion might not be right for the remaining workers.
No consolidate date available; means students depend upon the secondary data.
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TRAINING & DEVELOPMENT AN INTRODUCTION
In this changing and globalization environment organization have to upgrade their work methods, works
norms, technical and managerial skills, and employee’s motivation to face the challenges due to which
an employee training is most important in the changing environment because a need for highly
specialized workmen is felt in the global way. Organization and individual should develop and progress
simultaneously for their survival and attainment of mutual goals. So, every modern management has to
develop the organization through human resource development. Employee training is the important sub-
Training is an important activity in many organizations. we generally see that a new machine is installed
in a factory, it is operated on the trial basis before going into actual production. After an employee is
selected, placed and introduced he or she must be provided with training facilities. Training is the act of
increasing the knowledge and skill of an employee for doing a particular job. Training is a short-term
educational process and utilizing a systematic and organized procedure by which employees learn
Training improves, changes, moulds the employee’s knowledge, skill, behavior, aptitude, and attitude
towards the requirements of the job and organization. Training refers to the teaching and learning
activities carried on for the primary purpose of helping members of an organization, to acquire and apply
the knowledge, skills, abilities and attitudes needed by a particular job and organization.
TRAINING
Training is a short-term process utilizing a systematic and organized procedure by which non managerial
person acquire technical knowledge and skill for a definite purpose. It refers to instruction in technical
and mechanical operation like operation of some machines. It is designed primarily for non-managers,
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NEED FOR TRAINING:
Every Organization or established should provide training to all employees irrespective of their
qualification, skill, suitability for the job etc. Thus, no Organization can choose whether or not to train
employees.
Training is not something that is done once to new employees; it is used continuously in every well run
establishment. Further, technological changes, automation, require up-dating the skills and knowledge.
An employee’s specification may not exactly suit to the requirements of the job and the Organization
irrespective of his past experience, qualification, skills, knowledge etc. Thus, every management finds
deviations between employee’s present specifications and the job requirements and Organizational needs.
The primary goal or most of the Organizations is their viability is continuously influenced by
environmental pressure. If the Organization desires to adapt these changes, first it has to train the
employees to impart specific skills and knowledge in order to enable them to contribute to the
Every organization in order to survive and to be effective should adopt the latest technology, i.e.
mechanization, computerization and automation. Adoption of latest technological means and methods
will not be complete until they are manned by employees possessing skill to operate them. So,
Organization should train the employees to enrich them in the areas of changing technical skills and
This creates the complex problems of co-ordination and integration and integration of activities adaptable
for and adaptable to the expanding and diversifying situations. This situation calls for training in the skills
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of co-ordination, integration and adaptability to the requirements of growth, diversification and
Trends in approach towards personnel management has changed from the commodity approach to
partnership approach, crossing the human relations approach. So training in human relations is necessary
Training is also necessary when the existing employee is promoted to the higher level in the Organization
and when there is some new job or occupation due to transfer, techniques or technology.
Increase productivity.
Prevent obsolescence.
The factors discussed above are mostly external factors and they are beyond the personnel manager’s
control. These factors often determine the success of training objectives as shown.
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Factors Purposes
Improved Morale
Personnel Functions
TRAINING OBJECTIVES:
Generally, line managers ask the personnel manager to formulate the training policies. The Personnel
Manager formulates the following training objectives in seeping with the Company’s goals and
objectives:
To prepare the employee both new and old to meet the present as well as the changing requirements
To prevent obsolescence.
To impart the new entrants the basic knowledge and skill they need for an intelligent performance of
definite job.
To assist employees to function more effectively in their present positions by exposing them to the
latest concepts, information and techniques and developing the skills they will need in their particular
fields.
To build up a second line of competent officers and prepare them to occupy more responsible
positions.
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To broaden the minds of senior managers by providing them with opportunities for an interchange of
experiences within and outside with a view to correcting the narrowness of outlook that may arise from
over specialization.
To promote individual and collective morale, a sense of responsibility, co-operative attitudes and
good relationships.
TRAINING METHODS:
As a result of research in the field of training, a number of programmes are available. Some of these are
new methods, while others are improvements over the traditional methods. The training programmes
commonly used to train operative and supervisory personnel are discussed below. These programmes are
classified into on the job and off the job training programmes.
* Brainstorming
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On-The – Job Training Methods:
This type of training, also known as job instruction training, is the most commonly used method. Under
this method, the individual is placed on a regular job and taught the skills necessary to perform that job.
The trainee learns under the supervision and guidance of a qualified worker or instructor. On the job
training has the advantage of giving first-hand knowledge and experience under the actual working
conditions. On-the-job training methods include job rotation, coaching, job instruction or training through
(a) JOB ROTATION: This type of training involves the movement of the trainee from one job to
another. The trainee receives job knowledge and gains experience from his supervisor or trainer in each
of the different job assignments. Though this method of training is common in training managers for
general management positions, trainees can also be rotated from job to job in workshop jobs. This method
gives an opportunity to the trainee to understand the problems of employees on other jobs and respect
them.
(b) COACHING: The trainee is placed under a particular supervisor functions as a coach in training
the individual. The supervisor provides who feedback to the trainee on this performance and offers him
some suggestions for improvement. Often the trainee shares some of the duties and responsibilities of the
coach and relieves him of his burden. A limitation of this method of training is that the trainee
may not have the freedom or opportunity to express his own ideas.
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THE TRAINING PROCEDURE:
One of the parts of this programme was the job instruction-training course, which was concerned with
how to teach? The training procedure discussed below is essentially an adoption of the job instruction
(a) Preparing the Instructor: The instructor must know both the job to be taught and how to
teach it. The job must be divided into logical parts so that each can be taught at a proper time without the
trainee-losing plan.
Be a permanent student, in the sense that he should equip himself with the latest concepts and
knowledge.
(b) Preparing the Trainee: As in interviewing, the first step in training is to attempt to place
the trainee at ease. Most people are somewhat nervous when approaching an unfamiliar task.
(c) Getting Ready to Teach: This stage of the programme is class hour
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Repeat, but in different words.
(d) Presenting the Operation: There are various alternative ways of presenting the operation,
viz., explanation, demonstration etc. An instructor mostly uses these methods of explanation.
(e) Try out the Trainee’s Performance: As a Continuation of the presentation sequence
given above, the trainee should be asked to start the job or operative procedure.
(f) Follow-up: The final step in most training procedures is that of follow-up. When people are
PRINCIPLES OF TRAINING:
management, the effectiveness of learning also depends on motivation. The trainee will acquire a new
skill or knowledge thoroughly and quickly if he or she is highly motivated. Thus, the training must be
It has been found by various research studies that there is a relation between learning rapidly and
effectively and providing right information specifically, and as such the trainer should not give excessive
information or information that can be misinterpreted. The trainee also wants to learn a new skill without
much difficulty and without handing too much or receiving excessive information or wrong type of
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progressive information. So, the trainer has to provide only the required amount of progressive
The effectiveness of the trainee in learning new skills or acquiring new knowledge should be reinforced
by means of rewards and punishments. Punishments are also called negative reinforcements.
A trainee should actively participate in the training programmes in order to make the learning
programme an effective one. Continuous and long practice is highly essential for effective learning.
It is not clear whether it is best to teach the complete job at a stretch or dividing the job into parts and
teaching each part at a time. If the job is complex and requires a little to long to
learn, it is better to teach part of the job separately and then put the parts together into an effective
complete job.
Difference: Individual training is costly, and group training is economically viable and advantageous
to the Organization. But individuals very in intelligence and aptitude from person to person. So the trainer
has to adjust the training programme to the individual abilities and aptitude.
Areas of Training:
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6) Apprentice Training.
Company policies and procedures: This area of training is to be provided with a view to
acquainting the new employee with the Company Rules, Practices, Procedures, Tradition, Management,
This acquaintance enables the new employee to adjust himself with the changing situations. Information
confidence in the minds of new employee about the company and its products/services, as well as it
develops in him a sense of respect for the existing employees of the company and the like.
The company also provides first hand information to the employee about the skills needed by the
company, its development programmes, quality of product/services and the like. This enables the new
employees to know his share of contribution to the organization’s growth and development.
Training in Specific Skills: his area of training is to enable the employee more effective on the
job. The Trainer Ttrains the employee regarding various skills necessary to do the actual job. For
example, the clerk in the bank should be trained in the skills of making entries correctly in the edge, skills
and arithmetical calculations, quick comparison of figures, entries and the like. Similarly, the technical
officers are to be trained in the skills of project appraisal, supervision, follow-up and the like.
organizations as employees have to maintain human relations not only with other employees but also
with their customers. Employees are to be trained in the areas of self-learning, interpersonal competence
group dynamics, perception, leadership styles, motivation, grievance redressal, disciplinary procedure
and the like. This training enables the employees for better team work, which leads to improved
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Problem Solving Training: Most of the Organizational problems are common to the
employees dealing the same activity at different levels of the Organization. Further some of the problems
of different managers may have the same root cause. Hence, management may call together all
managerial personnel to discuss common problems so as to arrive at effective solutions across the table.
This not only helps in solving the problems but also serves as a forum for the exchange of ideas and
information that could be utilised. The trainer has to organise such meetings, train and encourage the
managerial and supervisory functions like planning, decision-making, organising, maintaining inter-
personal relations, directing and controlling. Hence management has to train the employee in managerial
Apprentice Training: The Apprentice Act, 1961 requires industrial units of specified industries
to provide training in basic skills and knowledge in specified trades to educated employees /apprentices
with a view to improving their employment opportunities or to enable them to start their own industry.
This type of training generally ranges between one year to four years. This training is generally used for
ADVANTAGES OF TRAINING:
The contributions of imparting training to a Company should be readily apparent. The major
values are:
Increased Productivity: An increase in skill usually results in an increment in both quality and
quantity of output. However, the increasingly technical nature of modem jobs demands systematic
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Heightened Morale: Possession of needed skills help to meet such basic human needs as security
and ego Increased Productivity: An increase in skill usually results in an increment in both quality and
quantity of output. However, the increasingly technical nature of modem jobs demands systematic
training to make possible even minimum levels of accomplishment. satisfaction. Collaborate personnel
and human relations programmes can make a contribution toward morale, but they are hollow shells if
there is no solid core of meaningful work down with knowledge, skill and pride.
Reduced Supervision: The trained employee is one who can perform with limited supervision.
Both employee and supervisor want less supervision but greater independence is not possible unless the
Reduced Accidents: More accidents are caused by deficiencies in people than by deficiencies in
equipment and working conditions. Proper training in both job skills and safety attitudes should
despite the loss of key personnel can be developed only through creation of a reservoir of employees.
Flexibility, the ability to adjust to short-run variations in the volume of work requires personnel with
multiple skills to permit their transfer to jobs where the demand is highest.
IMPORTANCE OF TRAINING:
Leads to improved profitability and/or more positive attitudes toward profits orientation.
Improves the job knowledge and skills at all levels of the Organization.
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Helps create a better corporate image.
Helps keep costs down in many areas, e.g. production, personnel, administration, etc.
Develops a sense of responsibility to the Organization for being competent and knowledgeable.
Benefits to the Individual, Which in Turn Ultimately Should Benefit the Organization:
Helps the individual in making better decisions and effective problem solving.
Provides information for improving leadership knowledge, communication skills and attitudes.
Provides the trainee an avenue for growth and a say in his/her own future.
Benefits in Personnel and Human Relations, Intra and Inter group Relations and Policy
Implementation:
Aids in orientation for new employees and those taking new jobs through transfer or promotion.
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Improves interpersonal skills.
Improves morale.
When an instructor is required for a training programme, the person should have a comprehensive
understanding of the training material, the subject matter, and the techniques necessary for the effective
presentation of the material. The roles of instructors can very widely depending upon the training
developer’s design for the instructor. Typical roles for the instructor are those of traditional lecturer,
administrator, facilitators, expert, and feedback provider. An instructor may assume all the roles in a
single programme or session or may rely solely on one for a training programme. Trainer Training,
Therefore, must include the entire array of activities from classroom demeanor to discipline. Formal
training for trainer generally takes a three-fold course training principles and practices; techniques of
classroom behavior; and observation and practice; in the classroom. Trainer must also be taught the
methods used for providing feedback. In a simple stimulus-response situation, such as in the target
shooting example where shooter must know where he hit in previous round to improve, the feedback is
simple. The trainer must suppress value judgment in giving feedback. Feedback must be objective, unless
Great care must be exercised in choosing effective instruction or trainees, for in a very real sense; the
success or the training programme is dependent on the persons who perform the training task. These are
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little doubt that trainers themselves need to be trained and a group of trained trainers could from the
nucleus around which the entire trainer effort of the company can be built.
DEVELOPMENT
In contrast a development is along term process utilizing a systematic and organized procedure by which
managerial personnel get conceptual and theoretical knowledge it is not technical knowledge or skills but
philosophical theoretical educational concept. It is considered more general than training and more
oriented to individuals needs in addition to organized needs and it is most often aimed towards
management people. Usually the intent of development is to provide knowledge and understanding
function more effectively such as problem solving decision making and relating to people
Development:
Successful candidate placed on the job need training to perform their duties effectively. Workers must be
trained to operate machines, reduce scrap and avoid accidents. It is not only the workers who need
training.
Another component of a training and development programme is development which is less skill oriented
but stresses on knowledge about business environment, management principles and technique, human
relations, specific industry analysis and the like is useful for better management of a company.
Supervisors, managers and executives also need to be developed in order to enable them to grow and
Training and development constitute an ongoing process in an Organization. In simple terms, training
and development refer to the importing of specific skills abilities and knowledge to an employee.
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NATURE AND SCOPE OF TRAINING AND DEVELOPMENT
In simple terms training and development refers to the imparting of specific skill and abilities and
…….is a attempt to improve current future employee performance by increasing an employee ability to
perform through learning usually by changing the employee attitude and increasing his or her knowledge.
The need for training and development is determined by the employee performance deficiency as follows:
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TRAINING AND DEVELOPMENT DISTINCTION
Training is a continuous systematic development among all levels of employees of that knowledge and
their skills and attitude which contribute to their welfare and their company.
Manager development concerns the mean by which person cultivate those skills which application will
improve the efficiency and effectiveness with which the anticipated result of the particular organizational
Training is an organised procedure by which learning of knowledge or skill for definite purpose.
Development is a systematic process of training and growth by which an individual gain or apply
knowledge skill etc. in short development brings about a change in personality also.
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THE TRAINING PROCESS
ORGANISATIONAL
OBJECTIVE
ASSESSMENT OF
TRAINING NEEDS
ESTABLISHMENT OF
TRAINING GOALS
DEVISING OF TRAINING
PROGRAMME
IMPLEMENTATION OF
TRAINING PROGRAMME
EVALUATION OF
RESULT
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EVALUATION OF TRAINING PROGRAMME:
The specification of values forms a basis for evaluation. The basis of evaluation and the mode of
collection of information necessary for evaluation should be determined at the planning stage. The
process of training evaluation has been defined as “any attempt to obtain information of the effects of
training performance, and to assess the value of training in the light of that information.” Evaluation leads
to controlling and correcting the training programme. Hamblin suggested five levels at which evaluation
of training can take place, via reactions, learning, job behavior, organization and ultimate value.
usefulness of coverage of the matter, depth of the course content, method of presentation, teaching
methods etc.
II. Learning: Training programme, trainer’s ability and trainee ability are evaluated on the basis
of quantity of content learned and time in which it is learned and learner’s ability to use or apply, the
content he learned.
III. Job Behaviour: This evaluation includes the manner and extent to which the trainee has
IV. Organization: This evaluation measures the use of training, learning and change in the
job behavior of the department/Organization in the form of increased productivity, quality, morale, sales
V. Ultimate Value: It is the measurement of ultimate result of the contributions of the training
programme to the Company goals like survival, growth, profitability etc., and to
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the individual goals like development of personality and social goals like maximizing
social benefit.
(a) Support throughout the evaluation process. Support items are human resources, time, finance,
(b) Existence of open communication channels among top management, participants and those
Bases of Evaluation:
Training programme can be evaluated on the basis of various factors like production factor,
general observation, human resource factor, performance, tests, cost-value relationship etc.
Production Factors: In operative training, the prime measure of worth is that of productivity.
Productivity rates covering both quantity and quality are good indicators of the values of training. In most
business situations these rates will have to be obtained before and after training. In an experimental
situation, a control group that does not receive training could be compared with the one that does in order
to ascertain the effect of training. Management will generally look first at production and wastage rates
to determine the worth of operative training. The other production factors are decrease in unit time and
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General Observations: General observation should not be overlooked as a means of training
evaluation. The immediate supervisor is often a good judge of the skill level of his subordinates. For on-
the-job training programmes, the supervisor is, in effect, the judged of his or her own efforts. If the
supervisor is treated as a part of the professional management of the Organization and is properly selected
and trained, this self-analysis and appraisal can be quite accurate and objective. The efficient supervisor
observes accurately the level of skill and knowledge acquired by the trainee during the training
programme. Me also observe how effectively the trainees apply the acquired skill and knowledge to the
Human resource Factor: Training programme can also be evaluated on the basis of employee
Performance Tests: In the immediate sense, the specific source of training can be evaluated in terms
of written and performance tests. The test is supported by a sample of what the trainee knows or can do.
Successful accomplishment of the tests would indicate successful training. But the true test is whether or
not what has been learned in training is successfully transferred and applied to the job. It is dangerous to
rely upon tests alone to demonstrate the true value of training. Performance appraisal on the job before
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Cost-Value Relationship: Cost factor in training should be taken into consideration in evaluating the
training effectiveness. Cost of various techniques of training and their value in the form of reduced
learning time, improved learning and higher performance can be taken into account. Cost of training
includes cost of employing trainers, and trainees, providing the means to learn, maintenance and running
of training centers, wastage, low level of production, opportunity cost of trainers and trainees etc. The
value of the training includes increased value of human resources of both the trainee and trainer and their
contribution to raise production, reduce wastage, breakage, minimization of time requirement etc.
a. Determining the priorities for training (for present and potential managers, age structure of the
trainees etc.).
c. Determining the work of management sacrifices (like time taken by training programme, non-
e. And one of the possible combinations of the methods of training evaluation listed below can be used
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FIRST PHASE - TRAINING ASSESMENT
First TRAINING
identify the NEEDS
weakness in selling skill by management & survey of sales representatives and
customer.
Increase sale, lowered turnover, better morale, control, improve customer relation, lower selling cost,
PROGRAMS OBJECTIVES
better use of time, and most of all setting specific objective, improve prospecting, handling objection,
WHOexisting
Recruits, SHOULDsalesBE
force, refresher course, independent representative dealers distributors, users
TRAINED
HOW
Half day,MUCH TRAINING
2-3 days, 6 months, continual
IS NEEDED
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Centralized, Decentralized field sales office, Senior sales people, On- The- Job training,
WHERE SHOULD
TRAINING BE DONE
Local sales school, Local sales seminar or clinic
CONTENT OF TRAINING
Attitude towards selling, Company knowledge, Product knowledge and application, knowledge of
competitive products, knowledge of customers, Time management, skills, legal constraints on selling
Lectures, Discussion, Demonstration, Role playing, Audio cassette, Video enhance training, On- The –
TEACHING METHOD
Job training,
USED Company assistance training, Business TV.
IN TRAINING
PROGRAMS.
Reaction,
WHATLearning, Behaviours,
OUTCOMES WOULD Result
BE EVALUATED
Questionnaire, Observational,
WHAT MEASURES WOULD
BE USEDAppraisal
Performance ROR EVALUATION
Reports, Ranking
Lectures, Discussion, Demonstration, Role playing, Audio cassette, Video enhance training, On-
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INTRODUCTION
In May 1886, Doctor John Pemberton a pharmacist from Atlanta, Georgia invented Coca
Cola. John Pemberton concocted the Coca Cola formula in a three legged brass kettle in his
backyard. The name was a suggestion given by John Pemberton's bookkeeper Frank Robinson.
It was a prohibition law, enacted in Atlanta in 1886, that persuaded physician and chemist
Dr. John Stith Pemberton to rename and rewrite the formula for his popular nerve tonic,
stimulant and headache remedy, "Pemberton's French Wine Coca," sold at that time by most, if
not all, of the city's druggists.
So when the new Coca-Cola debuted later that year - still possessing "the valuable tonic and
nerve stimulant properties of the coca plant and cola nuts," yet sweetened with sugar instead of
wine - Pemberton advertised it not only as a "delicious, exhilarating, refreshing and
invigorating" soda-fountain beverage but also as the ideal "temperance drink." It is said coke
was discovered when DeLuise, a 19th century American soda jerk accidentally hit the soda
water spigot, adding carbonated water to the syrup in the glass. The result was a "happy
accident": the invention of Coca-Cola.
Though Pemberton died just two years later - five months, in fact, after his March 24, 1888,
filing for incorporation of the first Coca-Cola Co. - the trademark he and his partners created
more than one hundred years ago can claim wider recognition today than that of any other brand
in the world the Indian history.
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John Peterson
And the Coca-Cola beverage, whose unit sales totaled a mere 3,200 servings in 1886 ("nine
drinks per day" based on the twenty-five gallons of syrup sold to drugstores by Pemberton
Chemical Co.), is today called the world's most popular soft drink--accounting for billions of
servings at restaurants in 195 countries.
Such is the commercial legacy of a onetime Confederate lieutenant colonel who earned his
medical degree at the age of nineteen, who served on the first Georgia pharmacy licensing
board, who set up a top-rated laboratory for chemical analysis and manufacturing, and who, in
his dozen-and-a-half years in Atlanta, established eighteen business ventures - including one,
the Coca-Cola Co., which now can boast 1995 sales in excess of $15 billion.
But King feels the Coca-Cola Co. of today drew an accurate conclusion when it stated: "Dr.
Pemberton never fully realized the potential of the beverage he created." Indeed, while
Pemberton gets credit for the formula behind the Coca-Cola taste, he has had capable successors
in Asa Candler, Robert Woodruff and Roberto Goizueta - men who built the product and the
company into an icon of pleasure and profit.
According to King, Pemberton actually remained more interested in expanding the market
for French Wine Coca, a product based on the formula for another extremely popular coca-
based beverage, Vin Mariani, which had been developed in Paris in 1863. So when Atlanta's
prohibition act was repealed in 1887, only a year after its passage, Pemberton resumed the
manufacture and sale of his original patent medicine, leaving his son Charles to oversee the
production of Coca-Cola.
Although Pemberton may have envisioned a future for his soft-drink creation--enticing six
Atlanta businessmen to invest in the start-up Coca-Cola enterprise--for reasons that remain a
mystery he soon began selling his interest in the formula.
"Dr. Pemberton . . . must have believed that it had little value and no potential assurance of
substantial success," said Charles Candler in a 1953 biographical sketch about his father, titled
"Asa Griggs Candler, Coca-Cola and Emory College."
Being a bookkeeper, Frank Robinson also had excellent penmanship. It was he who first
scripted "Coca Cola" into the flowing letters which has become the famous logo of today. The
soft drink was first sold to the public at the soda fountain in Jacob's Pharmacy in Atlanta on
May 8, 1886.
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About nine servings of the soft drink were sold each day. Sales for that first year added up to
a total of about $50. The funny thing was that it cost John Pemberton over $70 in expenses, so
the first year of sales were a loss. Until 1905, the soft drink, marketed as a tonic, contained
extracts of cocaine as well as the caffeine-rich kola nut.
By the late 1890s, Coca-Cola was one of America's most popular fountain drinks. With
another Atlanta pharmacist, Asa Griggs Candler, at the helm, the Coca-Cola Company
increased syrup sales by over 4000% between 1890 and 1900.
Asa Candler, who, according to King, had worked for Pemberton as early as 1872, wound
up, after a series of transactions, controlling the company within a short time of Pemberton's
death. By 1891 he owned all of the Coca-Cola business. Charles Candler relates that one of his
father's first missions was to change the original Pemberton formula in order "to improve the
taste of the product, to ensure its uniformity and its stability.
Until the 1960s, both small town and big city dwellers enjoyed carbonated beverages at the
local soda fountain or ice cream saloon. Often housed in the drug store, the soda fountain
counter served as a meeting place for people of all ages. Often combined with lunch counters,
the soda fountain declined in popularity as commercial ice cream, bottled soft drinks, and fast
food restaurants came to the fore.
On April 23, 1985, the trade secret "New Coke" formula was released. Today, products of
the Coca Cola Company are consumed at the rate of more than one billion drinks per day.
A trade secret is any information that allows you to make money because it is not generally
known. A trade secret could be a formula, computer program, process, method, device,
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technique, pricing information, customer lists or other non-public information. If the economic
value of a piece of information relies on it being kept private, it could be a trade secret.
One of the most famous examples of a trade secret is the formula for Coca-Cola. The
formula, also referred to by the code name "Merchandise 7X," is known to only a few people
within the company and kept in the vault of a bank in Atlanta, Georgia.
The Coca-Cola company started out as an insignificant one man business and over the last
one hundred and ten years it has grown into one of the largest companies in the world. The first
operator of the company was Dr. John Pemberton and the current operator is Roberto Goizueta.
Without societies help, Coca-Cola could not have become over a 50 billion dollar business.
Coca-Cola was invented by Dr. John Pemberton, an Atlanta pharmacist. He concocted the
formula in a three legged brass kettle in his backyard on May 8, 1886. He mixed a combination
of lime, cinnamon, coca leaves, and the seeds of a Brazilian shrub to make the fabulous
beverage (Things go better with Coke 14). Coca-Cola debuted in Atlanta's largest pharmacy,
Jacob's Pharmacy, as a five cent non- carbonated beverage.
Later on, the carbonated water was added to the syrup to make the beverage that we know
today as Coca-Cola. Coca-Cola was originally used as a nerve and brain tonic and a medical
elixir. Coca-Cola was named by Frank Robinson, one of Pemberton's close friends, he also
penned the famous Coca-Cola logo in unique script. Dr. John Pemberton sold a portion of the
Coca-Cola company to Asa Candler, after Pemberton's death the remainder was sold to Candler.
Pemberton was forced to sell because he was in a state of poor health and was in debt.
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Woodruff introduced the six bottle carton in 1923. He also made Coca-Cola available through
vending machine in 1929, that same year, the Coca- Cola bell glass was made available. He
started advertising on the radio in the 1930s and on the television in 1950. Currently Coca-Cola
is advertised on over five hundred TV channels around the world. In 1931, he introduced the
Coke Santa as a Christmas promotion and it caught on. Candler also introduced the twelve
ounce Coke can in 1960. The Coca-Cola contour bottle was patented in 1977. The two liter
bottle was introduced in 1978, the same year the company also introduced plastic bottles (Coca-
Cola multiple pages).
In 1985, the Coca-Cola Company made what has been known as one of the biggest marketing
blunder. The Coca-Cola company stumbled onto the new formula in efforts to produce diet
Coke. They put forth 4 million dollars of research to come up with the new formula.
The decision to change their formula and pull the old Coke off the market came about because
taste tests showed a distinct preference for the new formula. The new formula was a sweeter
variation with less tang, it was also slightly smoother (Demott 54). Robert Woodruff's death
was a large contributor to the change because he stated that he would never change Coca-Cola's
formula. Another factor that influenced the change was that Coke's market share fell 2.5 percent
in four years. Each percentage point lost or gain meant 200 million dollars. A financial analyst
said, "Coke's market share fell from 24.3 percent in 1980 to 21.8 percent in 1984" (Things go
better with Coke 14).
This was the first flavor change since the existence of the Coca- Cola company. The change
was announced April 23, 1985 at the Vivian Beaumont Theater at the Lincoln Center. Some
two hundred TV and newspaper reporters attended this very glitzy announcement. It included
a question and answer session, a history of Coca-Cola, and many other elements (Oliver 131).
33
Coca-Cola management had to decide: Do nothing or "buy the world a new Coke" (Things
go better with Coke 14). They decided to develop the new formula. Roberto Goizueta, the
president of the Coca-Cola Company stated, "The old Coke formula, with its secret flavoring
ingredient, called Merchandise 7X, will stay locked in the Trust Company of Georgia bank vault
in Atlanta, never to be used again" (Demott et. al 55). This is what many Coke officials said,
"This is the most significant soft drink development in the company's history" (Demott et. al
54). The change back to the old Coke was known as the Second Coming. Roberto Goizueta
said, "Today, we have two messages deliver to the American consumer, first, to those of you
who are drinking Coca-Cola with its great new taste, our thanks...But there is a second group
of consumers to whom we want to speak to today and our message to this group is simple: We
have heard you" (Oliver 178). On July 10, 1985, eighty-seven days after the new Coke was
introduced, the old Coke was brought back in addition to the new one. This was greatly due to
dropping market share and consumer protest. The market share fell from a high of 15 percent
to a low of 1.4 percent (Miller 38).
The 1996 Summer Olympics will be held in Atlanta, Georgia, the home of Coca-Cola. One
great earmark that the Coca-Cola company has is helping the people of Atlanta. They
accomplish this through scholarships, hotlines, donations and contributions, etc. Another large
accomplishment that the Coca-Cola has, is being the first company to make and use recycled
plastic bottles. One way to see all of the achievements of the Coca- Cola company is to visit the
World of Coke in Atlanta. It houses a collection of memorabilia, samples of the products,
exhibits, and many other exciting items (Facts, Figures, and Features Multiple pages). All of
what has been said is the basis of what Coca-Cola was built on. Without societies help, Coca-
Cola could not have become over a 50 billion dollar business. Keep on consuming the world's
favorite soft drink, Coca-Cola.
In 2006 Coca Cola are invited to introduce a new brand cola to celebrate the launch of Solar
Navigator......................
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Solar Cola - a healthier alternative
In 1891, nine years prior to the invention of the paper clip, Asa Candler was the owner of the five-
year-old Coca-Cola business. (He'd acquired it for $2,300) He'd been dabbling in a few other products,
but unloaded them to focus full-time on the drink that would make him a successful man.
He personally oversaw the mixing of every drop of syrup. The secret formula was dubbed "7X", and
was only shared with a handful of his most trusted associates.
The Coca-Cola spencerian script, usually accompanied by the word "drink", began popping up on the
sides of buildings and barns walls all over Georgia, soon after the Coca-Cola Company was formed. So
much so, that by 1908, 2.5 million square feet of America's walls were covered in reminders to "drink
Coca-Cola". By the 1960's, other means of advertising had emerged, so the company moved onto more
modern methods of promotion. To remind us all of the good old days, Tom McClain, author and
photographer of the book Coca-Cola Dreaming, has traveled all over the Southeast United States
photographing Coca-Cola paintings.He has included in his book, over 100 photos, some dating back to
1905.
Corporate Governance
35
Warren Buffett
Barry Diller
Donald Keough
Maria Elena Lagomasino
Donald McHenry
Samuel C. Dobbs
Douglas Daft
Doug Ivestor
Roberto Goizueta
Stock
The Coca-Cola Company is listed on the New York Stock Exchange and is part of the Dow Jones
Industrial Average and the S&P 500.
36
The Coca-Cola Company's headquarters building in Atlanta, GA.
37
In 1886, Coca-Cola was only sold out of soda fountains for 5 cents a glass. In those days, putting
soda-drinks in bottles wasn't an easy task since a way to get an air-tight seal on a bottle had not yet
been developed.
In 1894 a man by the name of Joseph Augustas Biedenharn, a 28 year old candy merchant from
Vicksburg , Mississippi , began selling Coca-Cola in bottles. The bottle he used is known to us as
the Hutchinson stopper-type glass bottle, utilizing an iron stopper and rubber washer.
In 1899 , Asa Griggs Candler , owner of Coca-Cola , gave two young attorneys, Benjamin F.
Thomas and Joseph B . Whitehead of Chattanooga, Tennessee , the rights to bottle Coca-Cola
across most of the United States. Because Candler wasn't confident it could be done, the two men
only had to pay one dollar for the bottling rights. Thomas and Whitehead not only succeeded, they also
started a network of bottling companies . Soon there after, a third Chattanooga lawyer by the name
of John T . Lupton would join their venture. By 1909, 379 bottling companies were in operation
across the UnitedStates.
By 1905, Coca-Cola would be sold in the second bottle type. This bottle is known to us as the crown
top, straight-sided bottle, utilizing a cap instead of a stopper. These bottles came in amber, clear and light
green colors, and were also the first to have labels on them. Millions of these bottles were used until
Coca-Cola started running into problems with their competitors who were trying to imitate Coca-Cola.
The imitators came up with names like Coke-Ola, Koka-Nola, Its-a-Cola, Klu Ko Kolo, Loco Cola, Toca-
Cola and Zero-Cola. This of course posed a serious problem for Coca-Cola.
The Contour Coca-Cola Bottle became one of the few packages to achieve trademark status by the
U.S. Patent Office. Today, it's considered the most recognized package design on the planet ... yes, even
in the dark !
Today, there are only two prototype bottles in existence. One is enshrined in a showcase by the Coca-
Cola Company at it's museum in Atlanta, Georgia. The other bottle, as well as Dean's original pencil
drawing, is in the possession of one of his sons.
The above bottle history was written by Jeff Dean at ContourBottle.com, and is used with permission.
Thanks Jeff!!
One of the most popular soda bottles to collect is Coca Cola, called "Coke" for short.
Hutchinson Coke
The very first Coke bottles were Hutchinson style bottles - these are extremely rare and date before
1900. Straight-sided (S-S) Coke bottles with crown tops date about 1900-1919; colors were clear, aqua,
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green, blue, and amber with amber bottles in good condition typically bringing the highest prices. "Coca-
Cola" embossed in script letters contained Coke and is more valuable, while the "Coca-Cola" embossed
in block letters contained a flavored drink other than Coke so is less valuable.
There are two styles of Hutchinson Coke: one with "Coca-Cola" in script and one without. The
Biedenharn hutch is the one without "Coca-Cola" in script. Also be careful of the script hutch
reproduction.
Straight-Sided Coke
Of the S-S Cokes, listed below are the basic styles which depend primarily on where the script Coca-
Cola logo is located:
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For each style listed above, you can click to see an example. Note there are also custom styles that do
not fall into one of these categories.The S-S Cokes originally had labels. To see one with its original
label,. There are reproduction labels around in new condition, so if the bottle looks old and the label looks
new, then chances are that the label was added later. To see an original and repro label side by side,.In
this photo, the repro label is on the left and the original label is on the right. According to the Petretti
book on Coke bottles, the repro labels have even/straight/uniform lines while the originals had
uneven/dotted lines.
Hobbleskirt Coke
By 1917 Cokes started being produced in the familiar hobble-skirt shape which is still used today. The
first hobbleskirts where patened Nov 16, 1915 and came in a variety of colors: clear, aqua, ice blue, and
green. To see a rare 1915 that is blue on top and green on the bottom,
The first five versions of these hobble-skirt Cokes are identified by their embossing:
Later hobble-skirt bottles (i.e. Dec 25 1923 patent and later) all have a green tint color. One exception
are those produced during 1942-45; these were blue due to the copper shortage for WWII (copper gives
the green color).
Hobbleskirt Coke
Fake Colors
There are also some amber colored hobble-skirt bottles. around, but the amber color in these bottles is
artificially produced by irradiating the bottle. There are also fake amber S-S Coke bottles: see if you can
spot the artifical amber bottle in this photo, courtesy of Tim McGuire. The photo shows the various
shades of amber that occur naturally, with the repro in the middle: a Macon GA S-S. There are no natural
amber S-S bottles from Macon GA.
Be careful of Coke bottles with a deep purple color. Here are purple examples of a S-S and 1915
Hobbleskirt. Dark purple is not a natural color for these bottles and is caused by irradiating clear bottles.
The older Coke bottles had manganese that will turn the bottle dark purple when irradiated. However,
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these purple bottles do make a nice color addition to your collection. There are some naturally occuring
bottles with a light amethyst/purple tint - leaving them out in prolonged sunlight will darken the tint (but
they will never become a dark purple). Buyer beware!
Check out these 1915ads that shows a labeled straight-sided Coke bottle and the circular arrow symbol
that appeared on some of the Tenn amber Cokes. One ad shows the baseball played Eddie Collins.
HISTORY OF BOTTELING
Coca-Cola® originated as a soda fountain beverage in 1886 selling for five cents a glass. Early
growth was impressive, but it was only when a strong bottling system developed that Coca-Cola
became the world-famous brand it is today.
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In a candy store in Vicksburg, Mississippi, brisk sales of the new fountain beverage called Coca-
Cola impressed the store's owner , Joseph A. Biedenharn. He began bottling Coca-Cola to sell
, using a common glass bottle called a Hutchinson.
Biedenharn sent a case to Asa Griggs Candler, who owned the Company. Candler thanked him but
took no action. One of his nephews already had urged that Coca-Cola be bottled, but Candler focused on
fountain sales.
Two young attorneys from Chattanooga, Tennessee believed they could build a business around
bottling Coca-Cola. In a meeting with Candler, Benjamin F. Thomas and Joseph B. Whitehead obtained
exclusive rights to bottle Coca-Cola across most of the United States -- for the sum of one dollar. A third
Chattanooga lawyer, John T. Lupton, soon joined their venture.
The three pioneer bottlers divided the country into territories and sold bottling rights to local
entrepreneurs. Their efforts were boosted by major progress in bottling technology, which improved
efficiency and product quality. By 1909, nearly 400 Coca-Cola bottling plants were operating, most of
them family-owned businesses. Some were open only during hot-weather months when demand was
high.
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1916 … Birth of the Contour Bottle
Bottlers worried that Coca-Cola's straight-sided bottle was easily confused with imitators. A group
representing the Company and bottlers asked glass manufacturers to offer ideas for a distinctive bottle.
A design from the Root Glass Company of Terre Haute, Indiana won enthusiastic approval. The Contour
Bottle became one of the few packages ever granted trademark status by the U.S. Patent Office. Today,
it's one of the most recognized icons in the world - even in the dark!
As the 1920s dawned, more than 1,000 Coca-Cola bottlers were operating in the U.S. Their ideas and
zeal fueled steady growth. Six-bottle cartons were a huge hit starting in 1923. A few years later, open-
top metal coolers became the forerunners of automated vending machines. By the end of the 1920s, bottle
sales of Coca-Cola exceeded fountain sales.
Led by Robert W. Woodruff, chief executive officer and chairman of the Board, the Company began
a major push to establish bottling operations outside the U.S. Plants were opened in France, Guatemala,
Honduras, Mexico, Belgium, Italy and South Africa. By the time World War II began, Coca-Cola was
being bottled in 44 countries.
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During the war, 64 bottling plants were set up around the world to supply the troops. This followed an
urgent request for bottling equipment and materials from General Eisenhower's base in North Africa.
Many of these war-time plants were later converted to civilian use, permanently enlarging the bottling
system and accelerating the growth of the Company's worldwide business.
For the first time, consumers had choices of Coca-Cola package size and type-the traditional 6.5
ounce Contour Bottle, or larger servings including 10-, 12- and 26-ounce versions. Cans were also
introduced, becoming generally available in 1960.
Sprite®, Fanta®, Fresca® and TAB® joined brand Coca-Cola in the 1960s. Mr. Pibb® and Mello
Yello® were added in the 1970s. The 1980s brought diet Coke® and Cherry Coke®, followed by
POWERaDE® and Fruitopia® in the 1990s. Today scores of other brands are offered to meet consumer
preferences in local markets around the world.
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As technology led to a global economy, retail customers of The Coca-Cola Company merged and
evolved into international mega-chains. Such customers required a new approach. In response, many
small and medium-size bottlers consolidated to better serve giant international customers. The Company
encouraged and invested in a number of bottler consolidations to assure that its largest bottling partners
would have capacity to lead the system in working with global retailers.
Political and economic changes opened vast markets that were closed or underdeveloped for decades.
After the fall of the Berlin Wall, the Company invested heavily to build plants in Eastern Europe. As the
century closed, more than $1.5 billion was committed to new bottling facilities in Africa.
21st Century …
The Coca-Cola bottling system grew up with roots deeply planted in local communities. This heritage
serves the Company well today as consumers seek brands that honor local identity and the distinctiveness
of local markets. As was true a century ago, strong locally based relationships between Coca-Cola
bottlers, customers and communities are the foundation on which the entire business grows.
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46
AN OVERVIEW OF TRAINING AND DEVELOPMENT PROGRAMME IN
COCA-COLA
Training & development is an active process by which capabilities of executives and employee can be
improved, to meet the organizational needs in term of their knowledge, skills and attitude required in
performing organizational tasks and functions, within a relative short period of time. Therefore, training
and development is concerned with acquisition or development of those skills techniques, attitude and
experience which enables an individual to make his most effective contribution to the combined effort of
the team of which he is a member. Thus, training and development entails the bringing up of the
knowledge skills ability of the employee not only to perform the better, the job assigned to them bur also
to keep ahead of the current requirements, so as to prepare them to take up higher responsibilities.
Several enterprises largely depend upon the effective performance of the employees. The
personnel requires certain skills and abilities to perform his duties as efficiently as possible. The progress
of enterprise depends upon technical know how and selling skill are most important for the for operating
the functional employees while management skills are significant for the senior and top level need
improvement and who are likely to improve through a process of training. Through the importance of the
specification or skills is well recognized all over the world, yet there is no consensus on the specification
Different situations call for different executive performance and require different skills and
abilities. There is no single executive’s personality which could prove effective in all situations. Hence
There are certain skills, which enables personnel to perform his job more efficiently. Eminent
authorities have discussed several types of skills required for an efficient sales executives .however, the
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most accepted classification of skills for the sales executives are given (by Robert L. Katz) under three
heads:
Increased sales
Improved performance
Heightened morale
Reduction in supervision
ORIENTATION OF TRAINING
Product familiarization
TRAINING POLICY
It is very important that management has a policy with respect to training and that this should be well
defined and clear cut. More specifically, it should in this rules and procedures that or influence the
48
standard and scope of training and development in the organization. A model training policy should
Management’s own overall responsibility right from the planning stage to successful implementation.
The organization’s approach to the training function which would include guidance for design &
Provision for annual/periodic surveys in order to insure that training is need based & development
oriented.
Identification of priority areas since resources are always scarce & programmes must be prioritized
Clear identification of target groups & confirmation that training relates to everyone without exceptions
Communication to all employees of the firm intention regarding each individual’s career development &
Expression of the organizational faith and belief that training and development are as crucial to the
organization as to the individual and that the company’s growth is linked with the growth of each
employee.
The training and development policy encompasses all levels of employees. Human resource is considered
as the most valuable resource and the company is committed to provide possible opportunities for growth
and development. Its scope lies in its being pro-active for the opportunities for facing the challenges of
changes.
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For development of employees at all levels various types of training programmes are conducted
by company which includes general awareness, personality development, yoga etc. Therefore not any
separate developments programmes are conducted by the company accept various training programmes
which include development programs. Training covers programme, which are conducted within the
organization including both internal trainers as well as outsider guest experts. In training and
development programmes the organization deputes their employees to outside institution for acquiring
higher skills.
To increase sale
Personal growth
Obsolesce prevention.
To bring about attitudinal change, gradually, from the non competitive system to survival and fighting
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To bring down the labour turn-over and absenteeism.
development of employees.
Company conducts training programmes within the organization in which the faculty may consist of
internal trainers & outside guest experts. Generally company conducts training programme through
outside faculty due to some reason. In the external training company deputes their employee outside for
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TRAINING IN COCA-COLA
SUBJECT: competency, skill, training.
PURPOSE: To outline a documented procedure for identifying knowledge and skill of employee and
OBJECTIVE: To ensure systematic assessment of knowledge and skill of every employee and fulfilling
token no./staff code for identification of the hourly rated workman and staff member respectively.
The personnel department maintains the personal data of every sales persons regarding their past
Personnel department has maintained a list of activities and minimum competency criteria
for performance.
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53
RESEARCH METHODOLOGY
Research design
Population
Sample
Method of sampling
Sample unit
Method of data collection
EARCH METHODOOGY is a way to systemically solve the research problem. It may be understood as
a science of studying how research is done. and it to study the various steps that are generally adopted by
a researcher in studying his research problem it is necessary for the researcher to design the methodology
RESEARCH PROCESS
Before embarking on the detail of research methodology and the techniques it seems appropriate to
present the brief overview of the research process. Research process consists of series of action or steps
necessary to effectively carried out the research and the desired sequencing of these steps one should
remember that the desired sequencing of these steps. One should remember that various steps
involve in a research process are not mutually exclusive nor they are separate and distinct they
do not necessarily follow each other. any specific order and researcher have to be constantly anticipating
at each steps in the research process however the following order concerning various steps provide a
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The objective of the project was to undertake a study on the training and development of the employee
working in the COCA-COLA with a view to know the improvement in the performance after the training
Research design is a conceptual structure within which research is conducted; it is basically the blue print
for a collection of data, measurement and analysis of data. “A research design is the arrangement of
conditions for collection and analysis of data in manner that aims to combine relevance to research
My research design is of descriptive type. A descriptive research includes survey fact finding and
enquiries of different kinds with a major purpose of description of affairs as it exist in present.
Data collection.
I have used primary and secondary data for which a comprehensive questionnaire was prepared and was
got filled up by the employee of the organization
Primary data
Questionnaires: A formal list of the questions answered by the employee of COCA-COLA and later
We have used structured questionnaire as a formal list of question produces more reliable results.
Secondary data
Internet
Books
Journal
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Manuals
Annual reports
SAMPLING
Sampling procedure includes finite types of universe with random sampling which comes under
probability method of sampling because under this method every item of the universe has a equal chance
SAMPLING DESIGN
A sampling design is a definite plan for obtaining a sample for a given population. It refers to the
techniques and procedure the researcher would adopt in selecting items for sample design is determined
before data is collected. The sample size should also be ascertained before starting the research
programme.
DATA COLLECTION
The task of data collection begins after research problem has been defined and research design/ plan
chalked out while deciding about the data collection to be used for studying two types of data is used.
Primary data: Are those which are collected fresh and for first time and thus happen to be original in
character
Secondary data: On the other hand are those which have already been collected by some one else and
the method of collecting primary and secondary data differs since primary data are to be originally
collected while in case in secondary data the nature of data collections works is merely that of
compilation.
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57
ANALYSIS AND INTERPRETATION OF
QUESTIONNAIRE
Questionnaire was prepared in a view to study the changes in the performance skills and abilities of the
employees of COCA-COLA after the training programme was imparted to them. For this I have taken a
Few questions are of general types consisting of employee name and their designation, age sex etc.
yes
no
Interpretation : 90% of the employees aware about the training in their organization.
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2).no.of time training is conducted?
weekly
monthly
yearly
monthly
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3).methods of training?
Off the
job
Yes
No
On the
job
Interpretation: yes70% of the respondents are employee needs on the job training and 30% are
comfortable from off the job.
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4).Training increases morale and motivation?
morale-70%
motivation -15%
Both -15%
increases of
training
15%
15% Morale
Motivation
Both
70%
,motivation15%,and both are 15% by the Improving prospecting because the training program me was
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5).satisfaction regarding training programme?
a. Yes-70%
b. No -30%
Satisfaction or dissatisfaction
yes
no
Interpretation: 70% says it is best for growth or satisfied or 30% are not satisfied from the training
it says waste of time.
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6).Employees selected for the training
All employee-10%
Existing salesperson-20%
80
70
60
50
40
70
30
20
10 20
10
0
All employees New recruits Existing salesperson
Interpretation: Basically new recruits need training as they are new in their job thus they are selected
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7).Normal duration for imparting the training
a. 2-3 days -33%
b. 1 week -65%
c. 1 month -2%
2%
33%
2-3 days
1 week
1 month
65%
Interpretation: The normal duration for imparting the training was considered to be the 1 week and
65% of the employee agree with this time period and considered that 2-3 days is too short and 1 month
is too long.
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a. Lecture based-40% b. Group discussion-30%
c. Demonstration-20% d. Other-10%
45
40
35
30
25
20 40
15 30
10 20
5 10
0
Interpretation: As training programme was designed for the sales persons the lecture was considered
to be the best basic method of training followed by the group discussion.
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9).Trainer comes from outside or company’s personnel is trainer
a. Trainer from outside-60%
b. Company’s trainer -30%
c. Both-10%
60%
Interpretation: Company’s trainer are basically responsible for giving training to the sales persons
and for some specific purpose the trainer comes from outside.
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a. Attitude towards training -30%
c. Time management-10%
Content of training
60%
Interperation: 30% of respondents thinks that the content of the training is attitude towards
training and 60% of respondents thinks that the content of the training is knowledge of
company,competitors,and customers and 10% of respondents thinks that the content of training is time
management.
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11).After completion of training were you asked to fill a feedback form
a. Yes -90%
b. No-10%
10
yes
no
c
90
Interpretation: 90% of the employees are asked to fill the feedback form as to know the effectiveness
of the training programme. It also help in improving the training programme design for future.
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12).Suitable method for the evaluating the training programme
a. Questionnaire-35%
b. Observational-35%
a. Questionnaire
30% 35%
a. Observational
a. Performance appraisal
report
35%
Interpretation: Questionnaire and observation was considered to be the suitable method for the
This was the open ended question and was asked every employee to give their views.as training
programme was based on the need of the employee needed. The method are basically designed which
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70
80% of the employees get the training in their organization.
The main factor which determines the need of training is prior performance of the
employee.
yes70% of the respondents are comfortable in discussing training needs superior
whereas 30% are not comfortable
The main objective of training is to improving salesmanship followed by the Improving
prospecting because the training programme was designed for sales persons of the
company.
60% says it is necessary to get trained each employee whereas 40% are not necessary to
get trained each employee.
Basically new recruits need training as they are new in their job thus they are selected
for the training.
The normal duration for imparting the training was considered to be the 1 week and 65%
of the employee agree with this time period and considered that 2-3 days is too short and
1 month is too long.
As training programme was designed for the sales persons the lecture was considered to
be the best basic method of training followed by the group discussion.
Company’s trainer are basically responsible for giving training to the sales persons and
for some specific purpose the trainer comes from outside.
30% of respondents thinks that the content of the training is attitude towards training and
60% of respondents thinks that the content of the training is knowledge of
company,competitors,and customers and 10% of respondents thinks that the content of
training is time management.
90% of the employees are asked to fill the feedback form as to know the effectiveness of
the training programme. It also help in improving the training programme design for
future.
Questionnaire and observation was considered to be the suitable method for the
evaluating the training programme
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SUGGESTIONS
In the era of the globalization the organization has to face new challenges in the present context
and achieve its objectives. It must be dynamic, desalinated efficient especially in the training,
development placement and promotion of its personnel. The huge investment in the industrial sectors
demand better operational efficiency, better management of capital and above all, better management &
For enhancing the effectiveness of training & development programme there are few useful suggestion
which is implemented earnestly & sincerely may hopefully add to the luster & improve the planning
Training and development programme should be based on specific needs of the organization and its
employees.
Selection of participants should be made on the basis of the needs of the employees & objectives of the
programme.
New technology and methods of training should be used to make it interesting for the employees.
The programme should be frequently revised so as to be in tune with the ever changing business and
economic environment.
Both in company & external agencies programmes should be evaluated properly for measuring their
effectiveness.
CONCLUSION
Private sector occupies a pivotal position in the Indian economy. It is considered as a pacesetter for the
rest of the economy. It has expanded enormously and contributed a lot towards the economic growth of
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country by adding a major share in the net national product generating gainful employment & growth of
every organization depends on the quality of the manpower,& its people improvement & utilization in
suitable challenging jobs. Training and development is an important aspect of proffessionalisation of our
executive cadre. There is no doubt that training and development can do lot for development of its
personnel. Training and Development can do lot for its personnel. Training and Development is an
integral part of the Human Resource Development HRD. It is an important tool for the organization. To
sharpen executive knowledge with the object of strengthening & profit maximization of the organization.
In COCA-COLA also training is very helpful towards organization and employees. The employee
attended training programme of the company the were also benefited by it in terms that their performance
increased, also almost 70% of the employees also found changes in terms of productivity i.e they gained
more professional knowledge also almost all of them can discuss their needs with their superiors. We can
therefore say , that training programs discuss their needs with their superiors. We can therefore say, that
training programs are not only beneficial for the company but also beneficial for the employees working
and personal life. Therefore training programs should be implemented in every organization for the
BIBLIOGRAPHY
Books referred
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K Aswathappa , Human Resource and management, (Tata McGraw - Hill)
Pareek U. – Training Instruments for HRD and OD (Tata McGraw Hill) , 2nd
Edition
Websites
www.ril.com
www.google.com
www.astd.org/astd
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QUESTIONNAIRE
iii) Designation_______________________
v) Date __________________
a. Yes b. No
b. company growth
c. both
3).Were you comfortable in discussing your training needs with your superiors
b. Yes b. No
a. Improving salesmanship
b. Improving prospecting
c. Both
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5).Is it necessary to get trained each employee
c. Yes b. No
a. All employee
b. New recruits
c. Existing salesperson
d. 2-3 days
e. 1 week
f. 1 month
b. Lecture based
c. Group discussion
d. Demonstration
e. Other
e. Company’s trainer
f. Both
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10).What are the content of the training
f. Time management
a. Yes
b. No
12).What may be the suitable method for the evaluating the training programme
d.
e. Observational
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