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ORGANIZATIONAL UNDERSTANDING

Submitted by GAURAV LOOMBA (25015)

Organisational Traineeship Segment PRM-25

MATOSHREE RAMPYARI BAI DHARMIK PRATHISHTHAN, NASHIK 6 JUNE-30 JULY, 2005

Submitted to Faculty Guide Prof. Prabal K. Sen

INSTITUTE OF RURAL MANAGEMENT, ANAND

ACKNOWLEDGEMENT I wish to express my deep and sincere gratitude to the Institute of Rural Management, Anand and SARDA GROUP for bestowing upon me this unique opportunity to learn as part of our organization traineeship segment from 6th June 2005 to 30th July 2005. It would be an honor to express my appreciations to Shri Shrirangji Sarda, chairman of SARDA GROUP for providing me the necessary facilities for carrying on this study. I am thankful for the guidance and support rendered to me by Mr. Hemant Laxman Shingne Assistant General Manager of Human Resource Department and Mr. Anand Shetty manager Shrilekha Nagari Sahakari Bank and all the employees of the bank for sparing their invaluable time and imparting their knowledge. I would also like to thank Mrs.Gayatri Gayakwad Training officer of the H.R.D department for her guidance and help. This project would not have been possible without the guidance and blessings of my faculty guide Prof. Prabal Kumar Sen and I would like to express my gratitude for his laudable help and continued support throughout the project. Last but not the least I am thankful to all the members of the staff and the department heads in Sarda Groups for giving me a patient hearing. Their enthusiasm motivated me to put in my best.

Gaurav Loomba (25015) IRMA

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Executive Summary Title

: Organizational Understanding

Organization

: Matoshree Rampyaribai Dharmik Pratishthan, Nashik.

Reporting officer

: Mr. H.L. Shingne (AGM, Human Resource Department)

Faculty Guide

: Prof. Prabal Kumar Sen

Students Name

: Gaurav Loomba

Scope of study

: I have not confined my study to understanding the organisation to the

physical boundary of the Matoshree Rampyaribai Trust but have also included Shrilekha Nagari Sahakari Bank, which is directly linked with formation of self-help groups of the women. Apart from that I have also tried understanding the basic functioning of different departments operating in head office of Camel House Objectives: 

To have a rational understanding of what an organisation is all about.



To know its activities, its strength and weaknesses.



To understand how an organization comes into existence, how it grows, adapts and absorbs changes and sustains itself.



To understand the interface between the organisation and its external environment.



To understand the perspectives and ethos of individuals as it exists in the organisation.



To understand the dynamics that comes into play at various levels in the organisation.

Methodology: Appreciative enquiry, semi structured interviews with stakeholders, unstructured interviews, observation, informal discussion and secondary data sources consisting of various documents available in the organisation.. Main findings/ Learning’s Genesis: In the year 1981, Shri Kisanlalji Bastiramji Sarda established a public charitable trust by the name of “MATOSHREE RAMPYARIBAI SARDA DHARMIK PRATISHTHAN” after the name of his mother. Mission: The MRPB Trust has been long working into several religious and other welfare activities but know it wanted that it should promote itself to improve the status of women in the society “Empowerment has been defined a process of change by which individuals or

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communities with little or no power, gain power and ability to make choices that affect there lives”. For this it had taken the help of its sister concern Shrilekha Nagari Sahakari Bank, which has for more than twenty years into the process of saving and credit. Strategies: The strategies adopted by the Shrilekha Bank involve recruiting of the new staff, identifying those slum areas where the women are into some activity or want to begin some business so as to become self-reliant. Then introducing them to the Bachat Gat Scheme and asking them to form a group of minimum 10 ladies who want loan for income generating purpose. The main emphasis is laid that the loan is used for productive purpose only and for that continuous feedback is taken Present Scenario: The present status of the Bachat Gat Scheme is that we have been actively involved from the beginning of May and have been able to increase the number of member from 70 last year to 2391 in a period of just three months. The total number of SHG’s formed by 11 July 2005 are 230.We are also actively involved in designing a training module so as to make women aware about there rights and also give them awareness about different income generating activities.

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TABLE OF CONTENTS CHAPTER ONE 1. INTRODUCTION 1.1 HISTORY OF SARDA GROUP 1.2 MATOSHREE RAMPYARI BAI, TRUST 1.3 RULES AND REGULATIONS 1.4 OBJECTIVE OF TRUST 1.5 VISION 1.5.1 SHARED VALUES 1.6 FINANCIAL DETAIL 1.6.1 INCOME EXPENDITURE ACCOUNT 1.6.2 BALANCE SHEET

10 10 11 11 14 15 16 16 16 17

CHAPTER TWO 2. SHRILEKHA NAGARI SAHAKARI BANK 18 2.1 BOARD OF DIECTORS, STAFF MEMBERS AND ADDRESS 18 2.2 SHRILEKHA HIREARCHY OF STAFF 19 2.3 FUNCTIONS OF BANK 20 2.4 TYPES OF DEPOSIT 20 2.5 TYPES OF LOAN 21 2.5.1FLOWCHART (MAKING BACHAT GAT LOAN MEMBERS) 25 2.6 SHARE CAPITAL 26 2.7 INVESTMENTS 26 2.8 PROFIT DISTRIBUTION 26 2.9 OTHER ACTIVITIES 27 2.9.1 ANNUAL GENERAL MEETING 28 CHAPTER THREE 3. CORPORATE OVERVIEW 3.1 HUMAN RESOURCE DEVELOPMENT DEPARTMENT 3.2 ADMINISTRATION DEPARTMENT 3.3 TAXATION DEPARTMENT 3.4 FINANCE DEPARTMENT 3.5 INFORMATION TECHNOLOGY DEPARTMENT 3.6 PRODUCTION DEPARTMENT 3.7 MARKETING DEPARTMENT 3.8 COMMERCIAL DEPARTMENT CHAPTER 4 4. PERSONNEL POLICIES, RULES NORMS, FACILITIES AND BENEFITS 5

32 32 32 33 33 34 34 35 36

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4.1 PROBATION AND CONFIRMATION

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4.2 SALARY INCREMENTS 4.3 PERFORMANCE APPRAISAL 4.4 DAY-TO-DAY INSTRUCTIONS 4.4.1WORKING HOURS 4.4.2 IDENTITY CARDS 4.4.3 LEAVE RULES 4.4.4 HOLIDAYS 4.4.5 ATTENDANCE RULES 4.4.6 SOME DO’S AND DONT’S 4.5 BENEFITS AND FACILITIES 4.5.1 LOAN FACILITY 4.5.2 PENSION SCHEME 4.6 NON-STATUTORY EMPLOYEE BENEFITS 4.6.1 LOAN FACILITIES 4.6.2 BACHELOR’S QUARTERS 4.6.3 EDUCATIONAL AID 4.6.4 HOLIDAY HOME 4.6.5 YEARLY MEDICAL CHECK UP 4.7 HEALTH FACILITY 4.7.1 HEALTH CLUB 4.7.2 SWIMMING CLUB 4.8 GIFTS AND AWARDS ON SPECIAL OCCASIONS 4.9 OTHER FACILITIES

38 39 39 39 40 40 40

CHAPTER FIVE 5. SYSTEMS 5.1 FILING SYSTEM 5.2 COMMUNICATION SYSTEM 5.2.1 MEETINGS 5.2.2 COMMUNICATION AND LETTERS 5.3 OPERATIONAL REVIEW SYSTEM

40 41 41 41 42 43 43 43 43 44 44 44 44 44 44 45 47 47 48 48 49 51

CHAPTER 6 53 6. INDUCTION TRAINING PROGRAMME 53 6.1 OBJECTIVES OF INDUCTION TRAINING PROGRAM 53 6.2 MINI INDUCTION PROGRAMME 56 6.3 GRADE-WISE INDUCTION TRAINING PROGRAM 57 6.3.1 INDUCTION TRAINING PROGRAM GRADE - ‘B &C' 58 6.3.2 INDUCTION TRAINING PROGRAM GRADE – 'D & ABOVE' 58 6.4 EXIT INTERVIEW PANEL 60 ANNEXURE

65

CAREER PATH-1

66

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CAREER PATH-2 CAREER PATH-3 PERFORMANCE APPRAISAL FORM EXIT INTERVIEW REPORT TRAINING EXERCISES / GAMES STAFF TURNOVER REPORT DEPARTMENT LIST BALANCE SHEET OF SHRILEKHA REFERENCES

66 67 69 70 71 74 76 77 78

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LIST OF TABLES Table 1.1 Income and Expenditure Account

16

Table 1.2 Balance Sheet

17

Table 2.1 Deposits for the Year 2005

21

Table 2.2 Fixed Deposits

21

Table 2.3 Distribution of Initial Amount

23

Table 2.4 Loan Disbursement and Repayment Mode

23

Table 2.5 No. of Members Formed

25

Table 2.6 Loans and Advances

25

Table 2.7 Share Capital

26

Table 2.8 Total Investments

26

Table 2.9 Total Investments

26

Table 2.10 Cash Flow

27

Table 4.1 Salary Increments

38

Table 4.2 Performance Mark List

39

Table 4.3 Working Hours

40

Table 4.4 Leave Rules

40

Table 4.5 Holidays

40

Table 4.6 Benefits to Employees

42

Table 4.7 Educational Aid

43

Table 4.8 Benefits and Awards

45

Table 5.1 Filing System

48

Table 6.1 Induction Training Program

54

Table 6.2 Field Training

55

Table 6.3 Induction Training

56

Table 6.4 Mini Induction Training Program

57

Table 6.5 Grade wise Induction Training Program

58

Table 6.6 Induction Training Program Grade

58

Table 6.7 Induction Training Program

59

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LIST OF FIGURES Figure 2.1 Organizational Hierarchy of Srilekha Bank

19

Figure 3.1 Organizational Structure of Sarda Group

29

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CHAPTER 1 1.INTRODUCTION 1.1 History of the Organization In the year 1922 a young entrepreneur Mr. BASTIRAMJI SARDA started with merely three workers rolling out Bidis. The same small shed has now transformed into 250 factories which employ 16000 workers all over the country. The UNIT BIDI is now available at over twenty districts with a 50% market share in each. The brand is now worth rupees forty-five crore. In 1962 Mr. KISANLALJI SARDA, the second generation took over and immediately started segmenting the market. Mr. Kisanlalji Sarda in a true sense converted the family business into a professional one. Now the third generation MR.SHRIRANGJI SARDA, an M.B.A from William E school of business, University of Rochester is all set to shift the focus from mere selling to branding and marketing. SARDA GROUP AT A GLANCE •

We handle one crore bidis per day and logistics is our strength.

•

We manage 14 packaging centers, 250 manufacturing locations, seven sales depots.

•

Sarda's have now got into brand building, positioning, and quality control, ERP.

•

We have tied-up with Tata InfoTech for ERP, TRITON for advertising needs, SAMSIKA marketing consultants for marketing advice.

•

It is a well-diversified group and a portfolio consists of Bidi, Floriculture, Red Tooth Powder and Hospitality.

•

We export 18 different flavored and non flavored brands of bidis like Vishnu, Kailas, Hare Rama, Hare Krishna, Yogi herb, Indian, Bullet, Mahesh, Camel, Nitaka etc. to U.S.A., Switzerland, Australia, West Indies, Belgium and Gulf countries

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1.2 MATOSHREE RAMPYARIBAI SARDA DHARMIK PRATISHTHAN In the year 1981, Shri Kisanlalji Bastiramji Sarda established a public charitable trust by the name of “MATOSHREE RAMPYARIBAI SARDA DHARMIK PRATISHTHAN”on the name of his mother. Its trustees are: 1. Mr.Kishanlal Bastiram Sarda 2. Mrs. Krishnadevi Kishanlal Sarda 3. Mr Shrirang Kishanlal Sarda 1. Mrs. Suchitra Shrirang Sarda ADDRESS 1. Shri Kshanlalji Bastiram Sarda Kavita, Tilakwadi Nasik 2. Smt. Rampyaribai Bastiram ji Sarda “Nandini”, Nashik-Pune road, Nashik. 3. Shri Kiranbai Kisanlalji Sarda Kavita, Tilakwadi, Nashik To increase the faith on god and its rituals, friendship, for welfare activities, temples, dharamshalas people’s welfare activities, for prayer, for rituals, for meditations places, library of holy books. For all these works to be tied together so as to keep a close watch on them and collect funding for it. To maintain accounts especially for the formation of temples and other daily rituals, thus lead to the formation of “MATOSHREE RAMPYARIBAI SARDA TRUST”

1.3 RULES AND REGULATIONS 1.The name of the trust and its address will be “MATOSHREE RAMPYARIBAI SARDA TRUST” New Congress House, M.G Road, Nashik-1.

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2. The year ending will be 31st, march. 3 The funding to the trust will be accepted by the trust under the act of Mumbai Social Trust Act, 1950. The members of the trustee will take all decisions regarding the funding. 4. Funding provided to the trust in the form of shares, debentures or cash will be in the name of joint trustees. 2.In schedule bank and national banks they can open a current account, saving account and put money in it. All these activities will be controlled by the trustee’s .The trustee can keep some amount in his hand for two three days activities. 3.The trust has full right to sell, mortgage or buy any property. This right is given to the trustees and if any loss is incurred in these activities, trustees will not be answerable to these 4.Local taxes, electricity bills, water bills and other expenses incurred such as insurance for protection against fire, riots etc, repairing, coloring etc all rights are reserved with the trustees 5. Under mumbai social trust act some more provisions have been provided to the trustees I. Fixed assets, land, buildings and other assets, which need to be used, can be purchased through agreement, taken on rent, by management. II. The land purchased by the trustees can be used for leveling the ground, formation of temples, dharamshalas and doing new construction or making changes in the earlier structure. III. If trustees feel there assets can be sold, agreement dissolved and the land right can be given to anybody they desire. IV. If any staff member such as an agent, manager, rent collector, temple caretaker, poojari, etc required, that can be recruited for that purpose. V. According to the agreement, whatever activity, agreements, documents, purchase agreements, mortgage activities whatever changes need to be made will be prepared by the trustee. VI. Contractors, engineers, architects, advocates, solicitor, agents they can be recruited and provided compensation by the trustees. 6.Regarding the properties whatever changes to be made in the agreement can be made in the agreement as per the need of the trustee’s .in this every trustee has the right to raise the point if he has any disagreement and can use his rights for this purpose.

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7.Funding needs to be accepted with some aim in the mind. If its in cash or kind they can accept it following certain rules. 8.During crisis trustees can mortgage or sell any of the property. 9. Income / expenditure has to be made under public trust act 1950 and a complete detailed accounts need to be shown on 31st march. All the expenses need to be audited by the chartered accountant 10.For funding activities and other day to day expenses whatever expenditure incurred from there pocket they can take from the funds of the trust. 11.If any other trust shares the same ideology or programmes then they can both share the funded amount. This right is empowered by the trustee. 12.Mr. Kishanlaji sarda is Head-1 of the trust and till the time he does not resign, he will remain the head. 13. All meetings, detailed discussion etc their record keeping has to be done. For that head can appoint some one as the record keeper 14.Whenever there is a meeting and if head has not arrived within those fifteen minutes , the members can appoint someone else as the head and start the meeting 15.Whenever any issue is raised the voting makes all decisions. If there is a tie the head will take the final decision. Financial issues need to have a favorable voting. 16.If any trustee expires, live for more than two years in any foreign land, voluntary retirement is taken, gets upset physically or mentally cannot remain a trustee. Under such cases the vacant seat will be filled by voting 17.The office of the trust can be wherever they feel like, but the documents regarding income/expenditure need to be kept within the office. 18.The decisions made in the meeting will be in the written form undersigned by the head. These documents can be referred to if any problems incur in the future for legal and other official matters. 19.The funding amount has to be used for the purpose defined and if to be used for purpose other than this then rules need to be amended.

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1.4 OBJECTIVE OF TRUST The trust has been into establishment, running and maintaining of different services. The objective of the trust therefore includes the following activities: •

To promote Hindu religion.

•

To increase the influence of saint sayings and making them accessible to common man so that they can change there lifestyles and get more focused towards “Bhakti”

•

For the formation of Temples, Dharamshaalas, Samaaj Mandirs and other welfare activities. To see there day to day expenditures, to allocate funding for it and to open it for use of people.

•

It was also formed with a mission to organize programmes, so that people come out of the old orthodox traditions. The new ideological mindset required promoting more religious activities and through them bringing change in the society.

•

It was also formed for the publication of holy books and to buy and sell those books. Also give books free of cost and form a library.

•

Also to make arrangements for Satsangs, Kirtans, Pravachans and other religious meetings.

•

Arrangement of food and stay for all the saints.

•

Educational, cultural, health and other social welfare programmes for the society.

•

For brilliant students providing scholarships and incurring other medical expenditures.

•

To remove poverty from people of all religion of Nasik and for that purpose forming new programmes, if the programmes seem important then promoting them on large scale.

1.5 VISION Shri Shrirang Sarda ji wanted to fulfill the dreams of his father of raising the people of Nashik above the poverty line and for that purpose they decided to use the micro credit program about whose success they have heard a lot. Matoshree Ram Pyaribai Dharmik Prathisthan decided to launch this product through their sister concern Shrilekha Nagari Sahakari Adhikosh, which has a large experience of providing commercial loans.

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The main driving force for introducing micro finance programme oriented towards women was: “Empowerment has been defined a process of change by which individuals or communities with little or no power, gain power and ability to make choices that affect their lives” Thus empowerment is about change, choice and power, but its scope and relevance will be determined by the context i.e. the socio-cultural conditions that affect women’s options. The women’s access to credit and saving can give rise to series of interlinked and reinforcing ”virtuous upward spiral” of economic empowerment, improved awareness and self-confidence and social and political empowerment.getiing cash into hands of women helps to increase women’s self esteem. It translates into control of her financial resources, which in turn builds her economic empowerment (Earning opportunities, financial manage

WHAT WOMEN SAY IS IMPORTANT A better quality of life will come only if: • Employment and incomes are stable • Children are educated • Social evils –such as alcoholism -are eradicated Indicators of change for women through micro finance Objective

ment) her voice and status within the family and ultimately within the community. Increasing women’s income also directly improves family welfare as women are seen to channel more of their income to meeting needs of their household.

• •

Ability to save and access loans Opportunity to under takes an economic activity • Mobility-opportunity to visit nearby towns • Increased financial awareness • A role in community activities Subjective

From ideology to everyday reality… …………………. What women clients say……...…………………..

• •

Increased self confidence Ability to command respect within the household and have a say in household decision-making

1.5.1 SHARED VALUES Integrity: To maintain highest ethical standards, trustworthy, honest, financially and morally accountable, efficient and effective use of all resources. Excellence: Be experts and leaders in all that we do with emphasis on professionalism.

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Visionary: Do the work with conviction, high motivation, working together towards a common goal and mission. Inclusive: Broadly reflective and representative of all people and communities in the area of operation. Sensitive: Respectful of the unique qualities of others, open and responsive, treating all with dignity and equality, appreciativeness. 1.6 FINANCIAL DETAILS 1.6.1 INCOME AND EXPENDITURE ACCOUNT (Year Ending 31st MARCH, 2005) EXPENDITURE To Expenditure in respect of Properties Salaries To audit fees To expenditures on objects of the trust a) Religious b) Educational c) Relief of poverty d) other charitable objects To surplus carried over the balance sheet

Total Rs.............

INCOME Rs. 7724 1260 1147157.82

By interest (accrued) Maharahtra kriishna Income tax refund Fixed deposit Saving account By donations in cash or kind

35101.03 By income from other sources By transfer from Reserve

1191242.85

Total Rs............

Table 1.1 Income and Expenditure Account (Source :Annual report )

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Rs. 684002.00 10390.00 501.00 1308.00

Rs.

696201.00 493220.35 1021.50 800.00

1191242.85

1.6.2 BALANCE SHEET (Year Ending 31st MARCH, 2005) FUNDS AND LIABILITIES Trust funds or corpus Balance as per balance 7729962.00 Sheet Adjustment during the -1266449.00 6463513.0 Year –DONATIONS Liabilities For rentsand other Deposits Income & expenditure Account Balance as per last 3526952.26 balance sheet less:appropriation if any Add:surplus as per 35101.03 Income Less:deficit expenditure account

PROPERTY AND ASSETS Immovable properties :-(at cost) Balance as per last 6895510.55 last balance sheet addition during the year 50881.00 6946391.5

Investments-Mhrshtrs 57907.98 Krushna Valley bond Note:the market value of investment is Rs1800 BONDS OF Rs 1000/Each

3562053.29

-

Furniture & fixtures: Balance as per last 430868.95 Balance sheet DEADSTOCK Additions during the Yr 16120.00 Loans(secured/ unsecured )good/doubtful loan scholarship SILVER POTS Advances: To employees 13929.00 To deposit(schdl-B) 62075.00 To others T.D.S 130410.00

1800000.00

446988.95

168985.00

206414.00

Cash and bank balance In saving acc. With Uni western bank ltd. 4314.95 United western bank 292.00 United western bank (FD) 500000.00 Cash In Hand 10087.82 514694 .77

Total Rs........... 10083474.2 Total Rs........... Table 1.2 Balance Sheet (Source :Annual Report )

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10083474.2

CHAPTER –2 2.SHRILEKHA NAGARI SAHAKARI ADHIKOSH LTD, NASHIK 2.1BOARD OF DIRECTORS 1 SHRIRANG. K.SARDA. 2 CHANDMAL.M.PICHA 3 BHAUSAHAB.L.R.JAGTAP 4 VASANT RAO.D.PATIL 5 RAMAN LAL.L.KHAHIYA 6 JAGDISH.K.LADHA 7 SUREKHA.K.SHRISAGAR 8 USHA.R.CHANDALICA 9 RAJENDRA.B.MANDE 10 NANDINI.T.BHANGTE

CHAIRMAN VICE-CHAIRMAN DIRECTOR DIRECTOR DIRECTOR DIRECTOR DIRECTOR DIRECTOR .DIRECTOR DIRECTOR

STAFF MEMBERS 1. ANAND SHETTY 2. DEEPAK SHEJWAL 3. NANDKUMAR. S.KUSHARE 4. JYOTISH.K.BORSE 5. VINITA.N.BALKAR 6. MANOJ.K.KEDARE 7. BALUTUKARAM GADE 8. VINOD 9. PRAKASH 10. NANA PARSHRAM

MANAGER OFFICER CASHIER ACCOUNTANT ACCOUNTANT ACCOUNTANT COLLECTOR PEON PEON PEON

OFFICIAL ADDRESS: 18-22 MANORMA ARCADE, 2ND FLOOR VAKILWADI, NASHIK PHONE NO. 2313224

BRANCHES: 1. VRISHALLI ELECTRICAL CANADA CORNER, NASHIK 2. PAWAN NAGAR-7 KAMATHWADE SHIVAR, NASHIK

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2.2 Organisational Hierarchy of the Srilekha Nagari Sahakari Branch CHAIRMAN MANAGER

OFFICER

CASHIER HEAD OFFICE

PEON HEAD OFFICE

GRADE SNSL

E 1

CASHIER CANADA CORNER

PEON HEAD OFFICE

D 1

DEFAULT COLLECTION ASSISTANT

ASSISTANT HEAD OFFICE

PEON PAVAN NAGAR

B 9

Figure 2.1 Organizational Hierarchy of Srilekha Bank

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ASSISTANT PAVAN NAGAR

PEON CANADA CORNER

A 4

TOTAL 15

2.3 FUNCTIONS OF THE BANK It was formed on 31st march,1984. Its foundation was laid by Shri Kishanlal ji Sarda..It was formed under the Cooperative Society Act,1961.Its almost 21 year of its formation.our bankers are: •

Sinner vayapari sahakari bank,Nashik

•

Nasik zilla madhyawati sahakari bank,Agra road bank,Nashik

•

Allahabad bank

•

Vakilwadi bank

•

The nashik people’s co-operative bank , antwadi shakha , Nashik

•

Vishwas co-operative bank limited , R K Shakha ,Nashik

The major functions of the bank involve: •

Deposit collection

•

Loan distribution

2.4 Types of deposits are: •

Fixed deposit

•

Cumulative fixed deposit

•

Recurringdeposit

•

Dam dupad(doubling in 5 years)

Deposit gurantee corporation is responsible for insuring the deposits Deposits for the year 2005 are : Deposits Bachat Gat Saving

Rs 7,435.00

Bachtat gat RD

2,811.00

Salary Saving

2,32,732.87

Saving

84,48,763.30

Recurring

2,75,673.81

Cum.RD

14,20,414.34

Fixed Deposit

78,25,796.00

20

Cumulative FD

2,04,34,582.00

Matured fix Deposit

1,15,219.20

Dam Duppat Matured Dam duppat

1,74,61,078.57

New CFD

1,95,869.09

Anand Vardhini

1,33,38,620.00

Cash Certificate

4,990.00

TOTAL

100.00

6,97,84,085.18 Table 2.1 Deposits for the Year 2005 (Source : Annual Reports of Bank) FIXED DEPOSIT Saving

RATE (Percentage) 5 percent

Fixed deposit: •

30-90 days

7 percent

•

91-180 days

8 percent

•

181-36 months

•

36 months and above

9 percent 8 percent

106 Months Double amount Table 2.2 Fixed Deposits ( Source : Annual Reports of Bank) The shareholders strong trust on the bank has led to a tremendous increse in the deposits of the bank .the current deposits has increased by Rs. 73,17,809 at the rate of 11.7 percent.the total deposits for this year are Rs. 6,97,84,085 .the total number of members are 5410. 2.5 Types of loans Employee gurantee loan::The employee gurantee loan is given on approximately 11 times of the gross salary.or an amount of 100,000 lac whichever is less.The rate of interest(ROI) charged is 14 percent.the regular payments of the installmentsof the payment leads to an incentive of 1 percent.The reducing balance method is used for calculating the loan .The loan is

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generally given for higher purchase,car loan ,machinery etc.the minmal condition for it is that the loanee should be an income tax payee. Hypothication: In this case the property will be mortgaged till the time the loan is repaid.The rate of interest charged for it is 13.percent and a concession of 1 percent is given to those who are regular in paying there installments Gold loan:In this the valuation of gold is done at the saraf bazaar and whatever is the value of gold at present for it in the market. On that value 60 percent is given as the loan. The rate of interest charge for it is 13percent and regular payment of installments gives a rebate of 1 percent on the interest charged. National saving certificate:The loan is also given against the NSC’S. The rate of interest charged for it is also 13 percent and regular payment of installments gives a rebate of 1 percent on the interest charged. LIC Policy:The loan is also given against the LIC policy ( 80 percent ) . The rate of interest charged for it is also 13 percent and regular payment of installments gives a rebate of 1 percent on the interest charged. Bachat gat loan :Shrilekha bank started giving the bachat gat loan some one year back with seven groups and a total of seventy people .They initially started with a loan amount of Rs2000 with a monthly installments of 110 Rs .with 50 Rs of compulsory installments and the duration of repayment 20 months. The existing loan product is for the women only .It comprises of those women who need money for some income generating activity. It may involve women from any class, caste but the emphasis is that it should be used for some income generating activity rather than being used for the consumption purpose. For that it’s necessary that proper training is given to women that it’s there money and if they use them judiciously it can be used for developing a path to self dependence.

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Each self-help group comprises of a minimum of 10 members and a maximum of 20 members .its preferable that there should be at least one or two members in each group who should be educated. The group leader is decided from among the members themselves. It’s unto them that whatever criteria they want and whosoever member they want can be chosen as the group leader. But it’s suggested to them that if the group leader is educated it will be helpful to them. The staff of the branch gives full support to the group in form filling and also helps them in identifying the requirement to be fulfilled The members have to pay an initial amount of Rs 160, which has been divided into: Bachat saving account Rs 50 Bachat gat mritunjay account Rs 50 Printing and stationery account Rs 50 B-Class membership fees Rs 10 Table 2.3 Distribution of Initial Amount (Source: Annual Reports of Bank) The loan disbursement and the repayment mode are as follows: Loan amount Rs.3000 Duration 20 months Per month installment Rs 226 Total mount to be paid back Rs 4520 Amount in Saving account (compulsory saving) Rs 1000 Net amount paid back Rs 3520 Interest paid on loan Rs 520 Table 2.4 Loan Disbursement and Repayment Mode (Source: Reports of Bank) The major documents that need to be attached to the form include •

Two photos

•

Signature of two guarantors

•

Application form regarding the requirement of the loan

•

NOC form (in case unable to pay any amount the amount in the saving account will be not paid back)

•

Signature of the group leader

•

Signature of the earning household member

•

Promissory note

•

Signature of all members of the group to identify the members and take responsibility of each other.

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•

Household members details (education, relationship, age, occupation, earnings)

•

Any other major illness

•

Household asset profile form and other information like loan taken, bank account, if any

•

Cross-checking form (to be handled by the field officer)

2.5.1. Existing procedure for making members involve: Selecting the concerned location depending on the number of known members in the area and then identifying those members who are ready to form members.

Members being formed, asking them to promote the utility of the product to other people in that area and also having open discussion with the members of the new area

Inviting them to Shrilekha Bank to make them aware about the requirements to be fulfilled for the loan to be taken.

Fulfilling the entire paperwork requirement and other conditions such as a minimum group of 10 members, who can take the loan and then inviting them at the Canada corner for the “Mahila Bachat meeting. Conducting the lucky draw for the time and date at which each group has to come for loan taking and also taking attendance that whether all the member s of each group and the group leader were present in the meeting. In the “Mahila Bachat” meeting making them aware once again about the product and how it needs to be utilized and also having an open forum discussion about any apprehensions, which of theloans women haveCanada regarding the and loan MG product, any other aspect Finally disbursement in the corner Roadorbranch of Shrilekha No of meetings and no of groups and members formed till date: on the due date and time (within 3 days after meeting). Meeting 1 2 3 4 5 6 7

Date 10/5/2005 26/5/2005 6/6/2005 20/6/2005 2/7/2005 5/7/2005 11/7/2005

Groups 8 12 28 47 36 32 67

24

No. Of Members 88 133 292 498 360 330 690(Approx)

Total groups= 230

Total members=2391

Table 2.5 No. of Members Formed Total loans and advances till 31st March, ,2005 LOANS AND ADVANCES Employee Gauranty

Rs 37389966.57

Hire Purchase

1140937.07

Hypthetication

14817995.80

Hyp.Gold

1087895.00

N.S.C AD

119498.00

AD. AG. Deposit

1609732.00

LIC Policy

319022.00

Bachat Gat Loan Total Loan

96318.00 56581364.44

Table 2.6 Loans and Advances ( Source : Annual Reports of Bank )

2.6 Share Capital Rs. 75,00,000.00 49,11,575.00 6,76,850.00 (2,29,200.00)

Authorised capital Paidup share capital Extra shares (added) Shares gone(withdrawn) Balance shares Table 2.7 Share Capital (Source : Annual Reports of Bank) 2.7 Total investments made by the banks are: Investment(A)

25

53,59,225.00

Banks Alh. Bank staff gratuity NDCC Bank Shares NDCC Bank reserve fund M.S.E.B Fix deposit N.D.PAT. FED share MAH. ST.PAT. FED. share SSV Staff Gratuity Dep .Gur. Corp.

Rs 2,29,410.00 1,25,000.00 57,20,000.00 10,16,000.00 500.00 2,000.00 5,00,000.00

TOTAL 75,92,910.00 Table 2.8 Total Investments (Source : Annual Reports of Bank) Investment (B) Rajlaxmi urban 42,26,699.00 Mahesh coop FD 20,65,880.00 Allahabad bank FD 71,25,000.00 Sinnar Vyapari FD 3,18,991.00 NDCC Bank FD 21,45,193.00 Vishwas Bank FD 66,22,216.00 Jankalyan Bank FD 44,78,862.00 Namco Bank 45,37,396.00 TOTAL 3,15,20,237.00 Table 2.9 Total Investments (Source : Annual Reports of Bank) 2.8 Profit Distribution The total amount of profit incurred during the year 31,March,2005 has been Rs. 20,75,527 The profit distribution is done as per the decision made in the annual general meeting. The profit ditribution for this year is: Reserve fund Building fund Bad and doubtful debts Staff welfare fund Samajik upkram (social activities) Vikas nidhi Dividend Mritunjay fund Charitable Co-op fund 26

Three years of cash flow of the bank:

Num.of members

31st,march ,2003 5,084

Shares amount

49,11,575

53,59,225

56,12,850

Deposit amount

5,34,43,809

62,46,6276

6,97,840,850

Loan taken by bank

-

-

Loan distribution

6,06,65,878

5,95,22,973

28,54,010

32,49,155

Profit Audit class

A

31st,march ,2004 5,304

A

31st,march ,2005 5410

5,65,81,364 20,75,528 B

Table 2.10 Cash Flow (Source : Annual Reports of Bank) 2.9 OTHER ACTIVITIES OF THE BANK •

To increase the business, members who are associated with the bank,for them sports meet at the state as well as national level are arranged by the bank.

•

The bank for the welfare and upliftment of the women has been arranging several programmes for the women to make them awae about there rights ,regarding health issues and developing saving habits.

2.9.1 Annual General Meeting The purpose of the meeting is to discuss the agenda and make plans for working on it.the director body discusses upon the annual reports and make decisions accordingly.this meeting generally takes place in the month of august .In this meeting the income/expenditure analysis ,balance sheets ,profits and loss accounts and the profit distribution are discussed and agreed upon. The checking of the reports and any changes made in them needs to be note down by the membersof the body.the amount of future expenditures to be made are reported and analysed.For the next year the chartered accountant firm for the consultancy is appointed.the issues raised in the meeting can be discussed by the chairman and resolved.

27

CHAPTER-3 ORGANISTIONAL STRUCTURE

DIVERSIFIED BUSINESS • • • • • •

ALLIED ACTIVITIES Tip-top health club Kavita vaults Shrilekha coop bank REMS ILEAD

• • •

Hotel Apple Country, Manali NFPL Yogi Ayurvedic Products Pvt. Ltd. KAPPL

EMPLOYEE WELFARE VKKP

28

Bidi Manufacturing and Tobacco Processing • SBUL • REL • VBL • STPL

INHOUSE NSULTANCY R.E.L

SARDA GROUP OF INDUSTRIES

MARKETING AND DISTRIBUTION M/s SKS

EXPORT BIDI MANUFACTURING SBUL

Figure 3.1

MANAGING DIRECTOR Organisational Structure of Sarda Group SLS I.T Marketing (A.P) Product Mgmt Floriculture HOTEL Secretary R&D

ORAL CARE 29

SOCIAL WELFARE S.B.S.S.S.G.P S.K.S.P

GENERAL MANAGER-A

GENERAL MANAGER-B

GENERAL MANAGER-C

Administration

Production/Andhra/M.S

Internal Audit

System

Processing

P.F / Gratuity

L.Welfare

Purchase

Taxation

Commercial

Accounts

Internal Audit

Quality Control

Company Law

Finance

Transport

Cashiers

Sales (Bidi)

Safe Vaults

H.R.D & Legal ORGANISATIONAL HIERARCHY

I SHAKHA

G

VYAVASTHAPAK

BRANCHES F2

UPA-SHAKHA VYAVASTHAPAK

KENDRA VYAVASTHAPAK 30 BIDI WORKER

MANAGING DIRECTOR

GENERAL MANAGER

ASST.GENERAL MANAGER

F1

MANAGER

E

EXECUTIVE

D

OFFICER

BIDI KARKHANA /FACTORY C B

SUPERVISOR

ASSISTANT

3 THE CORPORATE OVERVIEW 3.1 HUMAN RESOURCES DEVELOPMENT DEPARTMENT The approach to managing human resources is undergoing a revolutionary change. And it is the acknowledgement of the fact that, it is people and not money, machines & materials that must run organizations. H.R.D. department integrates and tunes its objectives to meet these needs. These comprise: Recruitment and Selection It consists of forecast and planning of manpower requirements, attracting talents from industry and educational institutes, probation reports etc. Training and Development It strives for continuous updating of knowledge and skills and conducts extensive training programs at our Mahirawni (Nashik) based Training Center. Also looks after career development, induction training, separation training issues and exit interviews. Labor/legal division

31

Compliance with legal requirements arising under different labor laws. Liaison with government authorities, review and administration of salary and compensation package for employees. Cardex division Compile and update database of contacts for effective contact management across the organization. They are the pioneers in implementation of employee welfare schemes like Provident Fund, Gratuity and House Rent Allowance in Bidi industry. 3.2 ADMINISTRATION DEPARTMENT The administration department facilitates image building through: General Administration Maintenance of facilities including offices, communication links, services like courier, tea and coffee facilities, drivers, security and provision of stationery. Travel Arrangements Local travels arrangements, bookings at our Holiday Homes for employees and guests. Construction Maintenance of office premises, buildings, employee residential quarters, bachelors quarters etc. Construction department is also responsible for construction and maintenance of New Projects. The administration department is also responsible for arrangement of Annual Day functions, cultural programs, outings etc. 3.3 TAXATION DEPARTMENT Taxation division is responsible for compliance with the provisions of Income tax, Sales Tax, Commercial Tax etc., follow up of tax assessment, preparation of tax audit, compliance with government regulations, liaison with government authorities, preparation of concerned reports and documents. 3.4 FINANCE DEPARTMENT Keeping in view the changing individual and organizational needs, finance department integrates and tunes its activities to meet these needs. These are:

32

Financial Planning Budgeting and capital expenditure, financial analysis, cash management and investments, bank liaison and credit facilities. Fund management Arrangement of short term and long term loans from banks and other financial institutions. Investments Investments in shares, bonds, fixed deposits etc. MIS reporting Preparation of monthly, quarterly, yearly reports which help in the process of decision-making, maintenance of books of accounts, statutory records, audit of accounts etc.

3.5 INFORMATION TECHNOLOGY DEPARTMENT The company is first to implement ERP package BaaN in the Bidi industry. The IT department in organization comprise of following functions. •

In house development and outsourcing

•

Integrated ERP maintenance

•

IT department uses Operating System platforms like Sco-unix, HP-ux, Windows NT.

•

Pioneer in Bidi industry to develop oracle based in-house applications.

•

First to develop Lotus Notes based document flow system.

3.6 PRODUCTION DEPARTMENT Production department has a huge task of producing different brands of bidi. Production activities in the organization are carried out in two states Maharashtra and Andhra Pradesh. The workflow in production department is as follows. Production Planning Based on the information given by the marketing department, production department plans and schedules the entire production process. Production process 33

The production process involves tobacco processing (we have processing plants at Nipani and Anand established in the year 1982 and 1984 respectively.), Bidi inspection, Bidi baking, Bidi drying, labeling, carton packing etc. Distribution The finished product (Bidi) is then transported to Bonded Store Room (BSR) and Marketing Depots Report generation Daily and weekly production reports are submitted to head office by the respective production units. These reports are then evaluated and a monthly production schedule is prepared and the discrepancies if any are dealt with. PRODUCTION DEPOTS (Raw Material)

BIDI KARKHANA (Manufacturing Center)

PATI CENTER (Bidi Checking) BHATTI ( Bidi Baking ) LABELING & PACKING

BONDED STORE ROOM MARKETING DEPOTS 3.7 MARKETING DEPARTMENT The core of the marketing department is to generate revenue and build winning brands. The marketing department works incessantly towards the accomplishment of these objectives. The marketing department is split into two parts. •

Product Management Department.

•

Sales Department

34

These departments function as follows. Sales Department Coping up with the Micro Level Distribution and Generation of Revenue are amongst the main activities of the sales department. The product distribution process flows the following way.

Product Flow

Service Flow

FINISHED PRODUCTS (From production Department) MARKETING MANAGER MARKETING DEPOTS

DISTRIBUTOR DEPOTS WHOLESALERS AND DEALERS

SALES EXECUTIVE SALES OFFICER

RETAILERS CONSUMERS

SALESMAN

Sale from distribution point to wholesalers amounts to primary sales. Sale from dealers and wholesaler to consumer is secondary sales. The efficient field staff across the hierarchy tries and generates revenue, which ultimately increases the market share. Sales Distribution It's an important function, which operates the total logistics of the finished product right till the distribution point. Sales Administration Sales administration is the sub function of sales department that takes care of the following a) Generation of reports. b) Incentives c) Salaries 35

d) Attendance etc. Advertising This acts as a support department to the main sales function. This department ensures timely supply of the Advertising material, Promo. Material, Account keeping of all the existing promotional schemes in the market. Product Management Department The main function of product management is to take ownership of one product since its inception to maturity stage. This department looks after monitoring of quality of the products, Brand Building through different promotional and communication activities. Product management and Sales Functions operate in tandem to build winning brands.

3.8 COMMERCIAL DEPARTMENT Commercial department is divided into commercial-A and commercial-B. It looks after following functions. Purchase Commercial department is responsible for purchase of raw material, dead stock, stationary to the tune of purchase requisitions received. Purchase of packaging material, carton, coal, tobacco, tendu leaf etc. required in the production process. Tenders and Quotations Commercial department ensures the most economical purchase by calling tenders and quotations from different suppliers. Commercial department is also responsible for timely payments of bills to all the suppliers and inspection and Quality Control of raw material purchased.

36

CHAPTER 4 4 PERSONNEL POLICIES, RULES AND NORMS, FACILITIES AND BENEFITS 4.1 PROBATION AND CONFIRMATION The period of probation commences from the date of joining (including training period if any). During this period the performance of the employee is carefully monitored and on successful completion of the probation the employee is confirmed. However, the probation period may vary at the management's discretion. If during the probation period performance of an employee is up-to-the mark employee can be confirmed even before the expiry of the said period. 4.2 SALARY INCREMENTS The rules for salary increments with respect to the organization are as follows. Increment Period Salary increment period is of one year i.e. 1st April to 31st March. Qualification •

All those employees who have completed their probation period at least three months before 31st March and who are confirmed in the services of the company.

•

An increment in the salary of employees is determined based on the marks obtained by them in the previous year.

37

A) Increments to the employees are fixed according to following ratio of marks obtained by them. MARKS Up-to 74.49 75.00 to 99.99 100 and above

NUMBER OF INCREMENTS 0 1 2

Table 4.1 Salary Increments (Source: Company documents) B) Criteria for salary increments. Salary increments are based on the following criteria. 1.Check list points 2.Marks obtained in the examination 3.Service period 4.Qualifications 5.Skill and experience 6.Proficiency in the job 7.Remarks given through out the year 4.3 PERFORMANCE APPRAISAL They have a monthly performance appraisal system. Every employee's performance is evaluated on the basis of MARK CHECK LIST. This checklist is of 100 points and every employee decides the bifurcation of marks in consultation with his / her senior. Employees are entitled for proportionate salary increments on the basis of the marks secured in every month over a period of one-year. Criteria for Performance Mark List Nature of work

Allotment of Marks

Routine / Regular Compliance with the requirements of other departments Compliance with regular work Total

38

80 10 10 100

Table 4.2 Performance Mark List (Source: Company documents) 4.4 DAY TO DAY INSTRUCTIONS 4.4.1WORKING HOURS They work six days a week. Sunday is weekly holiday. the office hours differ from branch to branch. ESTABLISHMENT Bidi Manufacturing Units Other Establishments

WORKING HOURS 8.30 a.m. to 6.00 p.m. 9.00 a.m. to 5.30 p.m.

LUNCH BREAK 12.30 to 2.00 p.m. 1.00 to 1.30 p.m.

Table 4.3 Working Hours 4.4.2 IDENTITY CARDS Employees keep identity cards, as prescribed, when inside office premises. Identity cards are used while on outdoor duty, for booking of holiday homes etc. 4.4.3 LEAVE RULES LEAVE Privilege Table 4.4 Leave Rules.

NUMBER OF DAYS WORKED

ANNUAL LEAVES

For every 13 days

24 days

4.4.4 HOLIDAYS STATES Gujarat Maharashtra,

PUBLIC 8 Andhra 7

OCCASIONAL 1 1

Pradesh Karnataka

39

ANNUAL 9 8

Table 4.5 Holidays Out of these 8 public holidays four holidays are common every year on 26th January, 1st May, 15th August, 2nd October and the other holidays are at the discretion of management.

4.4.5 ATTENDANCE RULES 1. Each employee must punch his/her attendance card on punch clock at the commencement of each working day, kept at the prescribed location of each establishment. 2. Every employee is supposed to punch his/her card twice a day, first at the commencement of working day, second after lunch hour. 3. In case of an employee is required to be on outdoor duty during office hours he/she should fill O.D. slips (outdoor duty slips) and submit it to the watchman on return. 4. Everybody must follow the timings and should avoid coming late. However, no action will be taken if you are late up to five minutes. 5 If this limit of five minutes is violated then you will get a memo for next fifteen minutes (inclusive of the first limit of five minutes). Three memos in a month amount to one day without pay leave. However, no such limit is allowed for card punching in the second half of the day. Even if the employee is late by one minute it will be treated as half day's leave. 6. Card punching after 5 minutes of the commencement of the working day is treated as two hours leave. 7. Similarly, you have to punch your card in between the prescribed lunch hours but only after the expiry of five minutes, after the commencement of lunch hours. 8. Employees can avail P.O.D. (personal outdoors) of one hour once in a month. P.O.D Slips have to be filled for the same. 4.4.6 SOME DO’S AND DONT’S •

Every employee in the interest of the company is expected to maintain confidentiality of any information related to the company's business, products, technology, strategies etc. 40

•

Every employee is expected to switch off lights/photocopiers/fans when not required.

4.5 BENEFITS AND FACILITIES (Statutory Employee Benefits) 4.5.1 LOAN FACILITY Employees are entitled to loans as under. Against employer's liability: As per the rules of Credit Society. Against Provident Fund

: As per the rules of Provident Fund Act.

BENEFITS

ELIGIBILTY

SCHEME

PROVIDENT FUND

From date of joining

1) For Bidi Industry

10%

2) For Manufacturing, Processing Units,

12%

Consultant Firms, Factory GRATUITY

5 years of continuous1) Bidi workers service

Basic + DA *15 * Completed years of service Present days of last 3 months (Present for > 200 days in a year) 2) Staff Basic + DA * 15 * completed years of service

BONUS

Employee benefits BONUS

All employees

26 8.33 percent of actual salary 8.33 % of the actual basic salary.

4.5.2 PENSION SCHEME Ref: rule (12) of employee’s pension scheme act 1995.

41

Eligibility: Continuous service of 20 years. Attainment of the age of 58 years or the age of superannuation. In case of new entrant the amount of pension shall be calculated as follows. Monthly members pension = Pensionable service * Pensionable salary 70 Table 4.6 Benefits to Employees.

4.6 NON-STATUTORY EMPLOYEE BENEFITS 4.6.1 LOAN FACILITIES Eligibility: All employees who have completed 10 years of service. Employee's contribution 20 % Company's contribution

20 %

Loan amount

60 %

After completion of five years of service employee can ask for deduction from his/her monthly salary towards the payment of 20 % employee's contribution. The amount of loan is recovered from monthly salary of the employee 4.6.2 BACHELOR’S QUARTERS Eligibility: Employee of grade E & above and should not be a resident of Nashik .An employee to be recruited at the head office can avail this facility subject to 5% deduction from monthly salary. 4.6.3 EDUCATIONAL AID The company provides financial aid for higher education of maximum two children. Eligibility: Employee who has completed 15 years of service. SCHEME: 42

PERCENTAGE SECURED

FINANCIAL HELP

50 to 65% 65 to 70 % 75 to 85 % 85 % and above

50 % of fees payable. 75 % of fees payable. 100 % of fees Donation if applicable.

Table 4.7 Educational Aid 4.6.4 HOLIDAY HOME Company has holiday homes at Mahirawni, Pandharpur and Mahabaleshwar. All permanent employees can stay and enjoy their holidays with family (husband, wife and two children) Accommodation is provided at a concessional rate (25% of the original the charges). However employees will have to pay separately for tea, coffee and food . 4.6.5 YEARLY MEDICAL CHECK UP The company provides for all the employees working at head office as well as the drivers on field a thorough medical check-up in the month of April/May. 4.7 HEALTH FACILITY 4.7.1 HEALTH CLUB They care for the health of their employees and for that they have well equipped health club with facilities like badminton, gymnasium, steam, sauna bath etc. All permanent employees can take the benefit of this facility with their family. It is necessary to have 75 % attendance at health club. Employees who attend health club regularly will be paid ten rupees allowance per day. The company also has jogging facility at certain locations. An allowance of 10 Rs per day is paid subject to 75% attendance 4.7.2 SWIMMING CLUB

43

It’s given to the employees who have completed five years of service. However all other employees will also be eligible for the facility if passes are available. 4.8 GIFTS AND AWARDS ON SPECIAL OCCASIONS The managing director sends gifts to employees on the occasions of marriage, birth of first child, Vastushanti etc. A gift Cheque of RS 101/- or salary of one month is sent as a gift. Eligibility Award An employee who has secured highest marks accordingGold chain worth Rs. 5000 to Mark Check List Other 9 employees among the first ten employeesA gift worth Rs. 2000 (Marks-wise). Ideal Employees (with good and punctual attendanceCertificate and a gift records, table and desk inspection reports etc.) Employees completing 10 years of service

A gold ring having company's monogram I

Table 4.8 Benefits and Awards “KARMACHARI GUNGAURAV AWARD” Every year employees are felicitated for their special achievements. Best performers, employees who have given good suggestions, superannuating employees, employees contributing to social work, children of employees who have shown remarkable performance in drama, sports, education etc. are felicitated every year. “SNEH SAWARDHAN MANDAL AWARD” The Mandal arranges cultural events, outings, get-together, sports events, etc. Employees along with their families can enjoy such occasions. Equal contribution from employer and employees is given for such activities. ANNUAL DAY FUNCTION

44

Annual day function is arranged every year. Management incurs all the expenses for the same. Employees can participate with their family members in annual day function

4.9 OTHER FACILITIES 1. In the event of natural calamities and unforeseen events employees are entitled for financial help up to 75% of the actual damage. 2. On the occasion of daughter's marriage financial assistance of RS- 10000/- or 750 Rs for every completed year of service is given to the employees who have completed 20 years of service. 3. The organisation runs Day Care Centers and provides scholarships for the purpose of higher education of children of Bidi workers. 4. Vending machines are installed at certain locations within the company. One can collect tea bags and slip from administration department Vending machines for Tea & Coffee are installed at certain locations within the company. One can collect Tea bags and Slip from administration department 5. Employees in Nashik can avail the facility of library. They have professional, technical, management and also literature related books.

45

CHAPTER-5 5. SYSTEMS The organisation has twenty-year-old collection of 700 manuals for a similar number of processes. It has developed well structured and documented systems for generating purchase orders to maintaining cleanliness much on the lines of Macdonald's. The systems are evolved in order to bring about homogeneity and complete transparency in their day to day working. Systems form an integral and vital part of their organisation as there valuation of work and performance marks are system based. They are structured to help decisionmaking and execution thereof. Each system is serially numbered and each department works as per the documented procedures in systems applicable to that particular department. To get maximum benefit of the systems these steps are followed: 1. Read the system of related work carefully and act accordingly. 2. If one has some suggestions communicate it to seniors, as suggestions are always welcome to keep the system fully updated. 3. Follow the systems for zero defect work. 4. Implement the systems constructively. If others are not following systems and if it affects your working, consult your seniors and take necessary help, but under no circumstances ignore the systems. 5. Don’t just restrict yourself to your work related systems, but inculcate the habit of reading systems of other departments so that a co-ordination will be much easier. 5.1 FILING SYSTEM

46

All the records and registers are kept as per the systems. In the organisation different periods are specified for preserving the files. The period is fixed according to the importance of documents. For the purpose of easy identification they stick colored slips on the files, which indicate their Colour of Slip Duration of File Calculation of Duration White 15 months Three months after completion of the accounting year (total 15 months) Yellow

27 months

15 months after completion of the accounting year (total 27 months)

Green

10 years

10 years (proceeding to the 10 years of the income tax assessment year)

Red Permanent Permanent specific periods. The color codes are as follows. Table 5.1 Filing System (Source: Company documents)

5.2 COMMUNICATION SYSTEM 5.2.1MEETINGS The communication channel within the organization flows both ways (Top to Bottom & Bottom to Top). Requirements of the Chairman are communicated in writing regularly to the respective departments. This system of communication is called Mudda system. Mudda is nothing but the task given to a particular department, which is communicated in writing on a concerned subject letter. In a nutshell the flow of communication within the organization is as follows. •

The Chairman assigns specific tasks (mudda) according to his requirements to the respective departments through concerned subject letters (medium used for the communication of mudda).

•

Each mudda carries an expected date of completion and marks to be allotted to the concerned departments.

47

Type of work (Mudda/task) Regular/ system based Out of routine/out of systems •

Marks 0 1 and above (no limit)

All the concerned employees within the respective departments shall complete the tasks (mudda) within the stipulated time limit. The successful discharge of tasks / duties within the prescribed time limit will gain full marks or otherwise one looses marks.

•

Feedback of the compliance of each task is crucial and is given once in a month through letters.

•

•

For the sake of convenience “Mudda are categorized as follow: CATEGORY

AUTHORITY

'C' 'P' & 'Z' 'T'

Chairman Super Audit Internal Audit

On the compliance of mudda the feedback report is given initially to the concerned presidents (whom the department reports) and if the president or general manager is satisfied he forwards it to our Chairman.

•

The noncompliance of mudde not only affects ones performance and marks but also exerts the same repercussions on the performance and marks of the superiors and department. However one can communicate his requirements to the concerned authorities by writing a plain submission.

5.2.2 COMMUNICATION AND LETTERS LETTER & SUBMISSION WRITING Employees use their full and proper designations on visiting cards and/or in communications with outside parties. Special care is taken while drafting letters as letters convey the image of the organisation to the readers. Take following precautions are taken while writting official letters. 48

1.The name of only one company should be clearly stated in the correspondence. 2.Use the letterhead of the concerned organisation. 3.Please ensure the address, phone number, fax number, E-mail address on the letterhead is correct and updated. Business Letters The style of this letter is brief, business-like, clear & to the point. Ensure that the Address of the firm and reference or number or reference is written properly. Official Letters The letters addressed to government officials are the most formal of all. The introductory paragraph begins with such formal phrases as 1.'I have the honour to call your attention to' 2.'I respectfully beg to report' etc. Instructions for Better Letter Writing 1.Write simple: Always write in simple language. Never use difficult words. The style should be unambiguous. Clarity and Precision is the essence of effective letter writing. In nutshell one must be able to think and reason clearly before one puts his/her thoughts into writing. 2.Construct your letters properly: The words must be arranged in a particular order or form to give

sense and coherence to what we wish to say & write.

3.Use paragraphs: This will break up the written or printed words into blocks, which makes for easier reading, understanding and easier reference. Avoid The Following: 1.Verbiage: Too lengthy and too descriptive letters will find it difficult to discover the writers meaning. 2.Hasty replies: Do not give harsh and hasty replies, it is wise to consider carefully and act deliberately. 3.Modifying words: Do not forward a modified letter without ensuring that the modified words and clauses are placed as to make it clear what is modified.

49

5.3 OPERATIONAL REVIEW SYSTEM Reports Submission of weekly, monthly, half yearly and yearly reports are of great importance in the organisation. All the departments submit reports of their related work as specified in the concerned systems. The super audit department takes the review of the same. Non-compliance of the same also affects ones performance and marks. System Audit In order to ensure that every one in the organisation is working in line with the systems, respective managers conduct a system audit . Infrastructure facilities Employees make a judicious use of all the infrastructure facilities like photocopier, telephones, stationary, computers, printers, calculators, chairs tables and desks and also vehicle parking area. Precautions for using computer: 1. The topmost part of the display should not be higher than the user's eyes. 2. The screen and reference document should be at the same distance from eyes, so that the operator does not have to re-focus. 3. The monitor should be at 90-degree angle from light source. 4 The difference between the illumination of the screen and the illumination on the work surfaces should be minimized. 5. In most of the cases all that is needed is the slight re-orientation of the monitor to cut the glare. Blinds for the window or anti glare filters for computer screen often work wonders. 6. The area surrounding the monitor should not be cluttered. Too many paintings, books, and photographs in the background tend to distract and tire the eyes. 7. Short breaks should be taken every hour Use of telephones:

50

1. Handle your telephone set with caution. 2. Reply properly on the telephone. 3. If one is asked to transfer the call dial 2 and then dial the extension number. 4. If one want to make an outside call dial 9 or 329 and ask the telephone operator to connect the number you want. Photocopiers and typing Fill slips provided for the same and get it signed from your seniors.

51

CHAPTER 6 6. INDUCTION TRAINING PROGRAMME 6.1 OBJECTIVES OF INDUCTION TRAINING PROGRAM In the Induction Training program one is supposed to study / learn and explore • The work-culture •

Major procedures, strategies and systems.

•

The distribution channel.

•

The modus operandi of the Advertising Agency.

•

The modus operandi of the Research Agency.

•

Nitty-gritty's of fieldworker.

•

A comparative study / Analysis of Bidi and other FMCG Market on the following parameter.

•

•

Competition (SWOT Analysis)

•

Market Composition (Location Wise)

•

Pricing

•

Promotional Activities

The working / Functioning of Production Center.

52

PHASE I

Day One

Session Morning

Coverage

Facilitator

•

Company History

•

Work Ethics & Organisational culture HRD department

•

Organisation Structure

• •

Corporate Overview Strategy of the Company

•

Functions of Distribution Department

•

Distribution Network

•

Depots (godown) sastem

•

Redistribution System

•

Functions of Advertising Department

•

Modus Operandi of Advertising

•

Mr.

(Product Manager) Afternoon

• (Sales

Mr. &

Administration

Department) •

Mr.

(Advertising Department)

PHASE – II

Two

Morning

Afternoon

•

Nature of work & responsibilities of

•

ASO/ASE/SR

•

Reporting System

•

Maintenance of registers & records

•

Field reports & their importance

•

Field work

53

• (Sales

Mr. &

Department)

Administration

Table 6.1 Induction Training Program (Source: Company documents)

PHASE II FIELD TRAINING Date

Responsibility With salesman

Duration 3 days

With godown (depot) keeper

4 days

With sales officer

7 days

Field Report

2 days

Table 6.2 Field Training (Source: Company documents) PHASE III No. of days & date One day

Responsibility

Learning Objectives

•

Visit to Advertising Agency

•

Working of an Advertising Agency

•

Meeting With Mr. Jagdish

•

Modus operandi of Research Agency

Kapoor

•

Modus operandi of different Promo Activities

•

54

Brand Management Culture.

•

Sales Division: The work flow of SO, SE and salesman, their records, important

Three

•

days

Sales

&

Administration

systems,

distribution

systems, depots stock, transportation,

System.

delivery van etc. •

Advertising Division: The workflow, procedures, systems etc.

Administration Division: Maintenance of records, general administration, important systems etc

One day

•

• One day

•

Visit to Production Centres

Presentation

before

•

Entire production process.

•

Quality maintenance etc.

•

Contents

the

of

your

presentation/

Induction Report.

respective department heads.

•

Modus operandi

Report of induction training to

•

Observations, Leanings, Findings

HRD department.

•

Suggestions if any

•

Constraints

•

The report can be prepared much on

.

the lines of your summer training project report. Table 6.3 Induction Training (Source: Company documents) 6.2 MINI INDUCTION PROGRAMME The mini induction program can be delivered on the joining date of the new entrant. The contents of such type of induction program will be as follows. 9.oo A.M.

Report to H.R.D. department. Meet Mr. ----------------

55

9.15 to 10.00 A.M.

Mr. ----- will inform the new entrant about attendance rules, card punching system, use of U-pins, computer, photocopiers, punching

10.00 to 11.00 A.M

machines etc. The new entrant will be introduced to the physical and infrastructure facilities within the organisation and will have a round of the office

premises. 11.00 A.M. to 12.00The new employee will be given an induction manual to read. All A.M.

his / her doubts will be cleared.

12.00 A.M.

Mr. ----- will escort the new entrant to his / her new department. Here the new entrant will be introduced with his / her colleagues,

1.00 to1.30 P.M. 1.30 onwards

superiors etc. Lunch with colleagues. The new employee will be left on his own to know more about his /

her new department. Table 6.4 Mini Induction Training Program (Source: Company documents) A complete induction course of two to three days can be arranged for a group of employees joining over a period of month so that they can have a better orientation of the organisation and can socialize speedily within the organisation. The contents of such type of induction training course can be as follows. •

Ice-breakers exercise designed to encourage all the group members to get to know one another, share their experience, give information about each others job profiles, what kind of work they are doing right now etc.

•

Meeting with the concerned superiors.

•

Review of their work since they joined the organisation. They can be asked to give formal presentations of the same.

•

Communication of the expectations of the company from the new entrants. Superiors can communicate this to all the new entrants.

•

A videocassette named "HOUSE OF INDUSTRY" can be shown to the new entrants.

•

Group assignments. Orientation with all the departments and how they work.

•

The new entrants will be given to read all the important systems that they must know.

56

•

Examination based on the personnel policies, rules and norms, systems etc.

•

Introduction to BaaN system and how it works.

6.3 GRADE-WISE INDUCTION TRAINING PROGRAM GRADE

DURATION

'A' • Watchman / shipai • Mali / Swaypaki • Drivers etc. 'B & C' • Assistant • Supervisors • Kendra vyavasthapak

One Day

'D & ABOVE'

Two Days

One Day

Table 6.5 Grade wise Induction Training Program (Source: Company documents) 6.3.1 INDUCTION TRAINING PROGRAM GRADE - ‘B &C' Sr. No.

CONTENTS

1.

COMPANY PROFILE

2.

CORPORATE OVERVIEW (Information of all the departments in the organisation.)

3.

WORK SKILLS

4.

BENEFITS & FACILITIES

5.

VIDEO CASSETTE • 'HOUSE OF INDUSTRY' • 'CLEANLINESS & DISCIPLINE'

57

Table 6.6 Induction Training Program Grade (Source: Company documents)

6.3.2 INDUCTION TRAINING PROGRAM GRADE – 'D & ABOVE' Sr. No.

CONTENTS

1.

COMPANY PROFILE

2.

CORPORATE OVERVIEW

3.

WORK CULTURE & WORK SKILLS ( See- E: A- IV- 11: 1 )

4.

EXPECTATIONS FROM INDUCTEES.

5.

USE OF INSTRUMENTS • E-MAIL • FAX • COMPUTER etc.

6.

LETTER & SUBMISSION DRAFTING

7.

GROUP DISCUSSION & PRESENTATION BY INDUCTEES

8.

VIDEO CASSETTE • 'HOUSE OF INDUSTRY' • 'CLEANLINESS & DISCIPLINE'

Table 6.7 Induction Training Program (Source: Company documents)

58

6.4 EXIT INTERVIEW PANEL ** FOR ALL DEPARTMENTS except HRD Exit Interviewee Grade

Exit Interviewer

A B HRD Executive / HRD Manager C D 1.All employees of grade A to D (except of HRD department) when submit their resignation would be given a choice to select either HRD Executive or HRD Manager as his exit interviewer. Manager - HRD E

Manager - Sachiv G.M. - A / B / C

1.All executives (except of HRD department) when submit their resignation would be given a choice to select either Manager - HRD or Manager - Sachiv or General Manager – A / B / C as his exit interviewer. ** FOR HRD DEPARTMENT Exit Interviewee

Exit Interviewer

B

59

C G.M. - HRD D E 2.All employees of grade B to E of HRD department when submit their resignation would have to give their exit interview to the General Manager – HRD. ** FOR ALL DEPARTMENTS F & above

Managing Director

3.All employees of grade F & above of all department when submit their resignation would have to give their exit interview to the Managing Director. It is evident from the above panel that for each grade, the choice of interviewers are such that they are not in direct relation with the interviewee & thereby would be able to look at the situation from a third party point of view. Such an environment is also conducive for facilitating an ambience of openness. METHODOLOGY •

As soon as the Head of the Department receives a resignation from any of the employees under his guidance, he should immediately forward the resignation to the HRD department without any delay.

•

The HRD department would then arrange an EXIT INTERVIEW within a day’s period from the date of receipt of the resignation to the HRD department.

•

The interviewee would be given a choice to select his interviewer from the above stated panel.

•

Incase the chosen interviewer is not available (on leave or on tour or any other reason) then the interviewee should be asked to make a second choice or should wait till the first chosen interviewer is available.

•

The exit interviewer should not make any notes at the time of conducting the interview so that the openness as well as the confidentiality is maintained.

60

•

During the exit interview, if the interviewer feels that satisfying his dissatisfaction can retain the interviewee, then the interviewer should consult the concerned Department Head or G. M. & take the necessary decision.

•

After the Exit Interview is over, the interviewer should give his remarks and consult the respective Department Head and take necessary decision regarding the acceptance or disapproval of the resignation.

•

It is only after the acceptance of the resignation wills the process of final settlement begin.

FINDINGS SALESMAN: After having studied more deeply it can be said that there was no specific problems due to which the salesmen have left the organisation. Majority of them who were seen in the column of "Less pay & less satisfaction" are also infact those employees who were retrenched due to unsatisfactory performance and have projected as though they had resigned on their own. There were very few who really resigned on their own accord for the want of starting a proprietorship business. KENDRA VYAVASTHAPAK: To avoid Transfers: After having a case to case study of the KV's it was found that their personal problems were related to their "transfers". They refused to be transferred to other places. For marriage purpose: Many of the Kendra Vyavasthapaks left the organisation for the want of funds for their children's marriage. Ill-health: While some of them resigned as they considered themselves unfit for the work from health aspects. ASSISTANTS: Following points were revealed from the data that was gathered;

61

Age group

: Most of the Assistants who left within a period of 2 years were from the age group of 21 - 25 years (55 %) & 26-29 years (40 %).

Past Experience: Their past experience was within a range of 3 months to 2 years. Placement

: Few of the personnel were placed either on wrong positions or were a wrong selection.

OFFICERS: The officers left either because they got another opportunity in government services or were not satisfied with their job. MY INFERENCE •

Some schemes for providing funds for the marriage occasions of Kendra Vyavasthapak's children should be developed.

•

Few changes should be incorporated in the recruitment & selection procedure.

•

Quarterly review of Staff turnover should be made henceforth for more accuracy of data.

•

Exit Interview should be scheduled after the final settlement and a choice should be given to the employee to select his interviewer from a given list.

SUGGESTIONS TO BRING CHANGE IN THE RECRUITMENT & SELECTION PROCEDURE OBJECTIVE: •

To ease out the formalities of recruitment procedure

•

To facilitate a better judgment of the candidate by exploring his/her varied personality traits through scientifically designed psychological and skill tests.

STRATEGY: Recruitment

62

•

To float vacancies of specified posts on the net as well.

•

Designing a web-page for inviting resumes in a specific format so that it turns out to be a time saver

. Selection • Developing; • Rating Scale • Psychological Tests • Skill / Technical Tests • Interview METHODOLOGY: SELECTION PROCEDURE •

•

Rating Scale of 1 to 100 points with proportionate points for; •

CV

•

Psychological Tests

•

Skill / Technical Tests

•

Interview

Psychological Tests: •

Clear identification of the qualities required for the post vacant.

•

Professionally

designed

Tests

with the help of a

Psychologist keeping in

mind the Post vacant and the psychological qualities required to achieve performance potential. •

Skill / Technical Tests: •

Clear identification of the specialized skills required for the post vacant.

•

Professionally designed Tests with the help of a Managers or well qualified personnel of that field of our organisation keeping in mind the Post vacant and the technical skills required to perform the task to the fullest potential.

•

Interview: • Introduction

of

a

Psychologist

selective posts.

63

on

the

interview

panel

for

ANNEXURE CAREER PATH-1 Designation Job Description Assistant

Job Specification

Career Bridging the prospects forgap next five years. Recruitment and Selection Qualifications: Job Rotation Can be • Receiving Application minimum graduate. Giving promoted to the • Sorting Application (B.A. , B.Com.) exposure to all post of: • Filling Application BlanksKnowledge of computer the functions Supervisor is essential. from candidates. within his/her Officer • Conducting written / IQ own Personal attributes tests. department can Criteria • Arrangements for interviews develop Minimum 1 The assistant's job • Informing interview panel / assistant. year service as requires good public Record of their remarks etc. assistant. relation skills as he/she The employee • Sending call letters, 75 % marks for comes across new should also reference checks etc. regular work. candidates. take initiative No red mark He / She should be soft and learn new Bears all the Registers / Records spoken, congenial, bear functions. qualities • Interview registers helping nature in order rd • records of candidates onto guide the applicants inspecified in 3 64

waiting list, not applicablefilling

forms,

exams,column.

can

pursue

list

tests etc.

Diploma

•

Appointment registers

He / She should show

Personnel

•

Records of superannuating,readiness for travelling. resigning

&

in

Management

retired

employees. •

Records of all new recruits, their

names,

addresses,

qualifications etc. •

Updating

of

employee

records

CAREER PATH-2 Designation Job Description Executive

•

Job Specification recordsQualifications

Preparation,

maintenance of organisationminimum graduate charts,

ofPost

determination

•

Wage

and

Employee

salary Experience

benefits

facilities administration. salary increments, fitment

•

Pay scale changes, lodging allowance, travel allowance List of gunwant Karmachari

experience.

toclimb up on the ladder Executives can

3.General Manager

Minimum two to three and years relevantCriteria

•

•

inthe post of

Payment of Bonus, Ex-gratiaManagement will be2.Manager preferable. bonus, other formalities.

administration •

promoted

Personnel

public Holidays. •

graduation

Career Bridging the Prospects forgap next five years Can beIn order to

work with their managers

take

proper guidance, learn all the functions and

Same for all a of

intricacies the

Manager’s job Personal Attributes •

65

Executive

Excellent

becomes

communication

eligible

Executives can foralso pursue post

•

Compliance

with

provisions

skills

the

Bombay •

of

welfare Act, P.F. contribution, Monitoring

the

work

employees

reporting

of

personality.

for higher posts.

new •

Preparation of organisation advertising

letters,

candidates. Advertisement of vacancies on notice boards Socializing new employees, imparting

mini

induction

program. •

Communication of pay scales of new employees to the Pay sheet section

•

the

Administration deposits,

of

personalCan be send to

attributes Well verse with

seminars, conferences

Knowledge

of laws,

that

they

groom

security

accommodation

facilities etc.

66

so can &

develop themselves future managers.

travel

checking answer sheets of

•

Qualities

administration.

arrangements of candidates,

•

Should have all

wage and salary

agencies. Call

Leadership

Labour

charts

•

Pleasant

computer. •

Contacting

/

to

dailies

•

asmanagement

impressive

vacancies in famous news •

worked

haspersonnel

of •

Advertisement

she

in

andSachiv to Flabour laws to grade Manager become eligible

him/her. •

Decision making/ ability.

•

ESIC contribution. •

promotion if hegraduation

as

•

Maintenance

of

all

the

relevant registers and records. CAREER PATH-3

Designation Job Description

Job Specification

Officer

Qualifications

Career Bridging the Prospects forgap next five years Can beIn order to

andminimum graduate

promoted to theclimb up on the

Recruitment and selection •

Checking

internal

external

sources

ofDiploma in personnelpost of management will be

recruitment. •

ladder officers

Advertisement

of

newpreferable.

can work with 1)Executive

and take proper

vacancies in famous news Experience

dailies • •

2)manager

Preparation of organisation Minimum two to three years relevantCriteria charts experience. advertising

Contacting Call

letters,

travel

Personal Attributes •

checking answer sheets of candidates. Advertisement of vacancies on notice boards •

Socializing new employees, imparting

mini

• •

induction

program. •

all

the

functions

and of

Should have allthe executives

arrangements of candidates,

•

guidance, learn

Same as above intricacies

agencies. •

their executives

Communication of pay scales of new employees to the Pay sheet section

67

the

personaljob

attributes

Excellent

Officers

can

communication

also

skills

post graduation

Decision making

in

ability.

management to

Pleasant

and

pursue personnel

become eligible

impressive

for

personality.

posts.

higher

•

Administration deposits,

of

security

accommodation

facilities etc. •

Maintenance

of

all

the

relevant registers and records.

PERFORMANCE APPRAISAL FORM The performance of an inductee can be appraised on the following parameters. Target Activity

Actual performance

Deviation if any

68

Remarks

1.

Initiative taken (To be appraised by sales, administration staff (360 degree) appraisal)

2. Dependency 3. Impact of Training. 4. Communication

Effective

Ineffective

5. Learning attitude

EXIT INTERVIEW REPORT Name of the employee: Age:

Qualification:

Co. Name: Grade:

Department: Designation:

Department Head:

No. of years in organisation:

Reasons as stated by the resignee: (Main Highlights)

69

Any areas of improvement suggested:

Any special comments by the interviewer

Signature

:

Name of the Interviewer

:

Designation

:

Date

:

TRAINING EXERCISES / GAMES Distortion in communication Purpose

During the training it is likely that communication problems will arise among the participants and between the participants and the trainer. The purpose of this group of exercises is to enable the participants to be more open and gain more understanding of factors which give rise to communication problems during the training and in the community. For this reason it is useful to discuss this subject in the first days of the course.

70

There are several ways to lead into discussion on distortions in communication. The exercises, which are suggested here, hope that: Objectives

1

The participants understand some of the factors which hinder

good communication. 2

The participants understand some of the factors which promote

good communication. 3

The participants can communicate more effectively.

Exercise A Time

30 minutes

Place

Classroom

Materials

A piece of paper for each participant Pen, pencils or felt pens for each participant Blackboard or large piece of paper

The activity

Introduction In the process of communication, explain that the sender of a message (or the speaker) always hopes that the receiver of the message (or the listener) receives the same message as he has sent. Give examples. Then you can ask: ‘But is the process of communication as easy as this?’

71

Steps 1

Draw a simple picture like the one shown on a large piece of

paper or on the blackboard. (Picture)

2

Show the picture to all the participants. When all have seen it,

remove the picture. 3

Repeat briefly the process of communication.

4

Then ask the participants to draw the same picture they saw on

a piece of paper. 5

Show the pictures to all the participants, or ask several

participants to repeat their picture on the blackboard. 6

Note the differences in the drawings by comparing them with

original. Discussion and Conclusion

Points, which can be emphasized It will be found that most of the participants have drawn a picture which is not exactly the same as the original one. From this we can draw the conclusion that problems can occur even when the communication is direct and simple. If the message is more complicated or if other people or the media gives it, there are even greater chances of problems or distortions. Despite the best of intentions, distortions can happen, as we saw in the case of the simple drawings. If there are bad intentions, the chances of distortion are so much greater. For example, if we want to spread rumours about someone, it is easy to distort the real situation. Ask the participants to give other examples.

Exercise B Time

15 minutes

Place

Classroom

Materials

Blackboard or large piece of paper

72

The activity

Introduction Explain that often problems in life can be seen in many different ways. Therefore we should always examine others opinions, especially when they differ from our opinion, even though we are convinced our opinion is right.

(Picture)

Steps 1

Draw a picture like the one shown on the blackboard or paper.

2

Ask the participants how many squares there are

3

.The participants will probably give a variety of answers such as 9, 10, and 14. Each is acceptable.

Discussion and Conclusions

Points, which can be emphasized Examine with the participants the differences in the answers. Each person will believe he or she is right. Ask people with different answers to explain how they reached a particular number. You can conclude that in every day life we should always try to understand the opinions and way of thinking of other people, including the basis for their way of thinking. ___________________________________________________ NOTE: This exercise is particularly effective if it is used when a heated argument occurs and neither side is prepared to listen to or consider each other’s opinion.

__________________________________________________

73

QUARTERLY REVIEW Upper level Report: STAFF TURNOVER REPORT GRADE:

QUARTER : 1 / 2 / 3 Particulars

Current Quarter

No. of employees on first day of the x quarter No. of employees on last day of the y quarter Average labour force z = (x + y) / 2 No. left during the quarter a No. recruited during the quarter b Flux Rate (%) [(b + a) / z]*100

74

Previous Quarter

Corresponding Quarter last year

DEPARTMENT LIST GROUND FLOOR Sr. No 1 2 3

Name of Department Reception Library Meeting hall

Basement 1 2

Record room Stores for general purchase

Floor 1 1 2 3 4 5 6

Marketing Sales A(Bidi) Sales B (Yogi) Product Management Information Tehnology GM-A Oral care Account

Between 1st and 2nd Floor 1 2 3

M.D’s Cabin Secretary(Sachiv) Account (Trust)

Floor 2 1 2 3 4 5 6

GM-B Commercial Transport Production-A Internal audit Dispatch

75

7 8

Accounts P.F & Gratuity

Between 2nd and 3rd floor 1

Xerox room

Floor 3 1 2 3 4 5 6 7 8

Floriculture HRD GM-C PF /Taxation Administration Legal Welfare Typing

Floor 4 1 2 3 4 5

SLS Production-M Purchase Cardex Document

76

BALANCE SHEET OF SHRILEKHA AS ON 31ST MARCH 2005 LIABILITIES

31/03/2005

ASSETS

AUTHORISED SHARE CAPITAL

75,00,000.00

CASH IN HAND Cash in hand

Paid up share capital Capital Share suspense

56,66,465.00 56,12,850.00 53,615.00

Jankalyan C/A Rajlaxmi C/A Mahesh C/A Vishwas C/A NDCC Current C/A NDCC saving C/A SSVS bank C/A Allahabad a/c People C/A Jankalyan C/A Namco C/A

61,55,104.67 56,67,139.00 13,94,417.00 13216660.67

Depreciation Charitable Staff welfare Vikas Co-op Samajik Upkram (sport) Mrutunjay Fund

24,67,041.32 2,69,999.00 6,75,618.00 18,67,097.00 3,02,401.00 41,83,253.00 1,08,682.00 99,08,984.32

Deposits Bachat Gat Saving

7435.00

Bachtat gat RD

2811.00

Salary Saving Saving Cum.RD

14,20,414.34

Fixed Deposit

78,25,796.00

Cumulative FD Matured fix Deposit

Alh. Bank staff 2,29,410.00 gratuity NDCC Bank Shares 1,25,000.00 NDCC Bank reserve 57,20,000.00 fund M.S.E.B Fix deposit 10,16,000.00 2,31,25,644.99 N.D.PAT. FED share 500.00 MAH. ST.PAT. FED. 2,000.00 share SSV Staff Gratuity Dep .Gur. Corp. 5,00,000.00 Investment B Rajlaxmi urban Mahesh coop FD Allahabad bank FD Sinnar Vyapari FD NDCC Bank FD Vishwas Bank FD Jankalyan Bank FD Namco Bank

84,48,763.30 2,75,673.81

1,20,391.76 14,681.02 15,664.00 5,652.00 20,723.10 2,07,456.00 3,97,285.38 39,092.23 1,00,537.75 1,43,816.00 1,85,202.00

Investment(A)

2,32,732.87

Recurring

7,184.09

BANK BALANCES

Reserve and Other Funds Reserve Building Dividend equ.

31/03/2005

2,04,34,582.00 1,15,219.20 77

42,26,699.00 20,65,880.00 71,25,000.00 3,18,991.00 21,45,193.00 66,22,216.00 44,78,862.00 45,37,396.00

Dam Duppat Matured Dam duppat New CFD

1,74,61,078.57 1,95,869.09 1,33,38,620.00

Anand Vardhini

4,990.00

Cash Certificate

100.00

6,97,84,085.18

Interest payable Fixed deposit R.D AND VAR A/C

103,685.00 176,515.00 3,754.00

2,83,954.00

78

References: Annual reports of Mataoshree trust Annual reports of Shrilekha bank Company human resource documents Other documents

79