Description
Training & Development in Singareni Collieries Company Ltd., Kothagudem
A STUDY ON
TRAINING & DEVLOPMENT
With Special Reference to THE SINGARENI COLLIERIES COMPANY LIMITED, KOTHAGUDEM
A project synopsis submitted to the Indira Gandhi National Open University (IGNOU) in partial fulfillment for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
ALMANDA RAMBABU
(Reg. No: 041926903)
BY
Under the Guidance of
G.DAVID RAJU MBA. M.Phil..
Dept. of Business Administration KBN College-PG Center, Vijayawada.
SCHOOL OF MANAGEMENT STUDIES INDIRA GANDHI NATIONAL OPEN UNIVERSITY NEW DELHI
• Introduction of the study • Objectives of the study • Methodology of the study • Limitations of the study INTRODUCTION Since the beginning of the twentieth century and especially after World War-II, training programs have become widespread among organizations in the United and States, also involving more and more employees expanding in content. In the 1910s, only a few large companies Westinghouse, such as General
Electric, and International Harvester had factory schools that focused on training technical skills for entry-level workers. By the 1990s, forty percent of the Fortune 500 firms have had a corporate university or learning center. In recent decades, as the U.S. companies are confronted with technological changes, domestic social problems and global economic competition, training programs in organizations have received even more attention, touted as almost a panacea for organizational problem. Previous studies on training have largely focused on the incidence of formal training and the total amount of training offered. This study, however, draws attention to the enormous expansion in the content of
training with an emphasis on the rise of personal development training (or popularly known as the "soft skills" training, such as leadership, teamwork, creativity, conversational skills and time management training). Personal development training can be defined as training programs that aim at improving one's cognitive and behavioral skills in dealing with one self and others. It is intended to develop one's personal potential and is not immediately related to the technical aspects of one's job tasks. Monahan, Meyer and Scott (1994) describe the spread of personal development training programs based on their survey of and interviews with more than one hundred organizations in Northern California. "Training programs became more elaborate; they incorporated, in addition to technical training for workers and human relations training for supervisors and managers, a widening array of developmental, personal growth, and self-management courses. Courses of this nature include office professionalism, time management, individual contributor programs, entrepreneur, transacting with people, and applying intelligence in the workplace, career management, and structured problem solving. Courses are also offered on health and personal well-being, including safe diets, exercise, mental health, injury prevention, holiday health, stress and nutrition." Training and development offers more than just increased knowledge. It offers the added advantage of networking and drawing from others’ experiences. When you attend a seminar or event with others who have jobs that are much like yours, you have the added benefit of sharing from life experience. The seminar notes or the conference leader might not give you the key nugget you take back and implement in the workplace. Your best piece of advice for the day might come from the peer sitting beside you.
It is a classic question in the training field, first raised by human capital theorists, that why firms train their employees. Many attempts have been made to address this question, but the question of why firms provide general-skill training has not been fully understood. There have been two main theoretical approaches towards employee training, namely, the human capital approach and the technology-based approach. The human capital approach regards training as investment in human capital. Training is provided only when the benefit from productivity gains is greater than the cost of training. The technology-based approach regards training as a skill formation process. According to this approach, the expanded training in the contemporary period is driven by the rapidly changing technologies and work reorganization. These two approaches are popular in academic and policy discussions. In today’s scenario change is the order of the day and the only way to deal with it is to learn and grow. Employees have become central to success or failure of an organization they are the cornucopia of ideas. So it high time the organization realize that “train and retain is the mantra of new millennium.” Broadly speaking training is the act of increasing the knowledge and skill of an employee for doing a particular job Employee training tries to improve skills, or add to the existing level of knowledge so that employee is better equipped to do his present job, or to prepare him for a higher position with increased responsibilities. However individual growth is not and ends in itself. Organizational growth need to be measured along with individual growth. Training refers to the teaching /learning activities done for the primary purpose of helping members of an organization to acquire and apply the
knowledge skills, abilities, and attitude needed by that organization to acquire and apply the same. . COMPANY PROFILE SINGARENI COLLERIES COMPANY LTD., KOTHAGUDEM, AP In the year 1871, Dr. King of the Geological Survey of India discovered coal near the village of Yellandu in Khammam district and one of the important coal seams bore his name. The Hyderabad (Deccan) Company Limited incorporated in England acquired mining rights in 1886 to exploit coal found in Yellandu area. The present Company was incorporated on 23rd December 1920 under the Hyderabad Companies Act as a public limited company with the name 'The Singareni Collieries Company Limited' (SCCL). The Singareni Collieries Company Limited (SCCL) is a Government coal mining company jointly owned by the Government of Andhra Pradesh and Government of India on a 51:49 equity basis. The Singareni coal reserves stretch across 350 Km of the Pranahita – Godavari Valley of Andhra Pradesh with a proven geological reserves aggregating to whopping 8791 million tonnes. SCCL is currently operating 13 opencast and 42 underground mines in 4 districts of Andhra Pradesh with manpower around 78,000. While historically technology has been a critical factor in SCCL's ability to reduce environmental impacts and occupational hazards, the need to constantly increase productivity and cut costs has demanded that the company goes in for phased mechanization and adapts state-of-the-art
technologies.
OBJECTIVE OF THE STUDY
The main objectives of the proposed study are to examine the various aspects related to training programs in Singareni Collieries Company Limited (SCCL). More specifically the objectives of the study are
•
To examine different training programmes conducted in the organization.
• To study the various training methods and their relevance in meeting training objectives. • To measure the 'effectiveness' of training programmes in the organization. • To examine methodology in line with the mining activities of the
organisation. • To suggest appropriate measures for improving effectiveness of training programmes in the organization. RESEARCH METHODOLOGY
The study will be covered the data collection at corporate office and one area (Kothagudem) of SCCL covering both the primary data and Secondary data. The research methodology to be followed in this project includes ? ? ? Exploratory research through experience surveys and analysis of insight stimulating examples. Non-probability sampling method (judgment method) in choosing samples. Primary data collection by interviewing key persons in different sections of mine and departments with structured and unstructured questionnaire.
?
Utilization of secondary data available in the form of Annual report, Training expenditure, Training man days Year etc. Statistical analysis with suitable data presentation.
?
METHODOLOGY OF THE PROJECT ? ? ? ? Interview Preparation of the summary expressed Recommendation of fall back site Questionnaire design
RESEARCH DESIGN ? Descriptive Design.
Sample Size: To understand the training and development scenario at SCCL and what the trainee really feels about the training they have undergone and further what kind of training they look for. Do they really look for any kind of training or not? To study the above aspect will be covered almost about 100 people from almost all the department at of the company SCCL TOOLS USED FOR DATA COLLECTION
•
Primary data will be collected through questionnaires and informal Interviews. Secondary data will be collected through magazines, journals, websites, and other Corporate publications
•
PROCEDURE FOR DATA COLLECTION
•
Communication, asking questions and will receive response from persons
• Visiting the various organizations, libraries, internet and also preparation of the questionnaire with the help of the project guide.
SCOPE OF THE STUDY
The scope of the study will be covered in depth, the various training practices, modules, formats being followed and is limited to the company SCCL and its employees. The different training programmes incorporated/facilitated in SCCL through its faculties, outside agencies or professional groups. It will also judge the enhancement of the knowledge & skills of employees and feedback on its effectiveness.
LIMITATIONS
•
The study will be based on Corporate data, it may not fulfil all the training data at SCCL.
• Limited knowledge in mining and due to short duration of the study, the data presentation may not give the true picture.
•
The budget provision will be discussed in secondary data analysis but the details of budget allocation to individual training program is not discussed due to organisational constraints
PLAN OF THE STUDY (CHAPTERISATION)
The whole project study is going to divide in to 6 Chapters. Chapter – 1 Introduction (Objectives, need and importance of the study) Chapter – 2 Company Profile (SINGARENI COLLIERIES
COMPANY LTD., KOTHAGUDEM) Chapter – 3 Industry Profile (COAL INDUSTRY) Chapter – 4 Theoretical framework
(TRAINING &
DEVELOPMENT)
Chapter
–
5
Data
Analysis
&
Interpretation
(Tables,
diagrams, charts etc.) Chapter – 6 Findings & Suggestions
BIO – DATA
1. Name 2. Address (Office) 3. Address (Res.)
: : :
DAVID RAJU GOLLAPUDI Dept. Of MBA, KBN PG College, Kothapet, Vijayawada – 520 001. G.David Raju, D.No: 57-11-17/2, Sarvothama Apartments (S1), New Postal Col. Vijayawada -520 010
4. Qualifications
MBA (Finance) From AU (1997-99), M.Phil. (HR) from Acharya Nagarjuna University (2005-07) 5. Experience : 10+ Years of Teaching experience in the Dept. of MBA (2000-till date) ? Presently working for KBN PG College in the Dept. of MBA (2006 to till date) ? Working as GUEST FACULTY in the Dept. of Tourism of Acharya Nagarjuna University ? Working as GUEST FACULTY in MBA (Hospital dministration) of NRI Medical College, Mangalagiri ? Academic Counsellor of Computer Program of IGNOU ? Worked as a Lecturer in the Dept of MBA, Andhra Loyola College, Vijayawada, during 2003-2006 ? Worked as a Lecturer in the Dept of Commerce & Management Studies, VSM College, Ramachandra Puram, during 20002003.
:
6. Project works guided
:
? No. of Projects Works were guided to the various Universities (both regular & distance) students on different topics 7. Achievements :
? Organised 3 National Level Seminars ? Question Paper Setter to Autonomous Colleges, Vijayawada ? Participated in many faculty improvement programs ? Submitted 2 papers on Indian Economy-Trends to the ANU ? 2 more articles are waiting to publish in leading magazines ? Article Writer to Sakshi Telugu Daily
7. Date of Birth
:
10th May, 1974
Date : Place :
G.DAVID RAJU
doc_574492035.docx
Training & Development in Singareni Collieries Company Ltd., Kothagudem
A STUDY ON
TRAINING & DEVLOPMENT
With Special Reference to THE SINGARENI COLLIERIES COMPANY LIMITED, KOTHAGUDEM
A project synopsis submitted to the Indira Gandhi National Open University (IGNOU) in partial fulfillment for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
ALMANDA RAMBABU
(Reg. No: 041926903)
BY
Under the Guidance of
G.DAVID RAJU MBA. M.Phil..
Dept. of Business Administration KBN College-PG Center, Vijayawada.
SCHOOL OF MANAGEMENT STUDIES INDIRA GANDHI NATIONAL OPEN UNIVERSITY NEW DELHI
• Introduction of the study • Objectives of the study • Methodology of the study • Limitations of the study INTRODUCTION Since the beginning of the twentieth century and especially after World War-II, training programs have become widespread among organizations in the United and States, also involving more and more employees expanding in content. In the 1910s, only a few large companies Westinghouse, such as General
Electric, and International Harvester had factory schools that focused on training technical skills for entry-level workers. By the 1990s, forty percent of the Fortune 500 firms have had a corporate university or learning center. In recent decades, as the U.S. companies are confronted with technological changes, domestic social problems and global economic competition, training programs in organizations have received even more attention, touted as almost a panacea for organizational problem. Previous studies on training have largely focused on the incidence of formal training and the total amount of training offered. This study, however, draws attention to the enormous expansion in the content of
training with an emphasis on the rise of personal development training (or popularly known as the "soft skills" training, such as leadership, teamwork, creativity, conversational skills and time management training). Personal development training can be defined as training programs that aim at improving one's cognitive and behavioral skills in dealing with one self and others. It is intended to develop one's personal potential and is not immediately related to the technical aspects of one's job tasks. Monahan, Meyer and Scott (1994) describe the spread of personal development training programs based on their survey of and interviews with more than one hundred organizations in Northern California. "Training programs became more elaborate; they incorporated, in addition to technical training for workers and human relations training for supervisors and managers, a widening array of developmental, personal growth, and self-management courses. Courses of this nature include office professionalism, time management, individual contributor programs, entrepreneur, transacting with people, and applying intelligence in the workplace, career management, and structured problem solving. Courses are also offered on health and personal well-being, including safe diets, exercise, mental health, injury prevention, holiday health, stress and nutrition." Training and development offers more than just increased knowledge. It offers the added advantage of networking and drawing from others’ experiences. When you attend a seminar or event with others who have jobs that are much like yours, you have the added benefit of sharing from life experience. The seminar notes or the conference leader might not give you the key nugget you take back and implement in the workplace. Your best piece of advice for the day might come from the peer sitting beside you.
It is a classic question in the training field, first raised by human capital theorists, that why firms train their employees. Many attempts have been made to address this question, but the question of why firms provide general-skill training has not been fully understood. There have been two main theoretical approaches towards employee training, namely, the human capital approach and the technology-based approach. The human capital approach regards training as investment in human capital. Training is provided only when the benefit from productivity gains is greater than the cost of training. The technology-based approach regards training as a skill formation process. According to this approach, the expanded training in the contemporary period is driven by the rapidly changing technologies and work reorganization. These two approaches are popular in academic and policy discussions. In today’s scenario change is the order of the day and the only way to deal with it is to learn and grow. Employees have become central to success or failure of an organization they are the cornucopia of ideas. So it high time the organization realize that “train and retain is the mantra of new millennium.” Broadly speaking training is the act of increasing the knowledge and skill of an employee for doing a particular job Employee training tries to improve skills, or add to the existing level of knowledge so that employee is better equipped to do his present job, or to prepare him for a higher position with increased responsibilities. However individual growth is not and ends in itself. Organizational growth need to be measured along with individual growth. Training refers to the teaching /learning activities done for the primary purpose of helping members of an organization to acquire and apply the
knowledge skills, abilities, and attitude needed by that organization to acquire and apply the same. . COMPANY PROFILE SINGARENI COLLERIES COMPANY LTD., KOTHAGUDEM, AP In the year 1871, Dr. King of the Geological Survey of India discovered coal near the village of Yellandu in Khammam district and one of the important coal seams bore his name. The Hyderabad (Deccan) Company Limited incorporated in England acquired mining rights in 1886 to exploit coal found in Yellandu area. The present Company was incorporated on 23rd December 1920 under the Hyderabad Companies Act as a public limited company with the name 'The Singareni Collieries Company Limited' (SCCL). The Singareni Collieries Company Limited (SCCL) is a Government coal mining company jointly owned by the Government of Andhra Pradesh and Government of India on a 51:49 equity basis. The Singareni coal reserves stretch across 350 Km of the Pranahita – Godavari Valley of Andhra Pradesh with a proven geological reserves aggregating to whopping 8791 million tonnes. SCCL is currently operating 13 opencast and 42 underground mines in 4 districts of Andhra Pradesh with manpower around 78,000. While historically technology has been a critical factor in SCCL's ability to reduce environmental impacts and occupational hazards, the need to constantly increase productivity and cut costs has demanded that the company goes in for phased mechanization and adapts state-of-the-art
technologies.
OBJECTIVE OF THE STUDY
The main objectives of the proposed study are to examine the various aspects related to training programs in Singareni Collieries Company Limited (SCCL). More specifically the objectives of the study are
•
To examine different training programmes conducted in the organization.
• To study the various training methods and their relevance in meeting training objectives. • To measure the 'effectiveness' of training programmes in the organization. • To examine methodology in line with the mining activities of the
organisation. • To suggest appropriate measures for improving effectiveness of training programmes in the organization. RESEARCH METHODOLOGY
The study will be covered the data collection at corporate office and one area (Kothagudem) of SCCL covering both the primary data and Secondary data. The research methodology to be followed in this project includes ? ? ? Exploratory research through experience surveys and analysis of insight stimulating examples. Non-probability sampling method (judgment method) in choosing samples. Primary data collection by interviewing key persons in different sections of mine and departments with structured and unstructured questionnaire.
?
Utilization of secondary data available in the form of Annual report, Training expenditure, Training man days Year etc. Statistical analysis with suitable data presentation.
?
METHODOLOGY OF THE PROJECT ? ? ? ? Interview Preparation of the summary expressed Recommendation of fall back site Questionnaire design
RESEARCH DESIGN ? Descriptive Design.
Sample Size: To understand the training and development scenario at SCCL and what the trainee really feels about the training they have undergone and further what kind of training they look for. Do they really look for any kind of training or not? To study the above aspect will be covered almost about 100 people from almost all the department at of the company SCCL TOOLS USED FOR DATA COLLECTION
•
Primary data will be collected through questionnaires and informal Interviews. Secondary data will be collected through magazines, journals, websites, and other Corporate publications
•
PROCEDURE FOR DATA COLLECTION
•
Communication, asking questions and will receive response from persons
• Visiting the various organizations, libraries, internet and also preparation of the questionnaire with the help of the project guide.
SCOPE OF THE STUDY
The scope of the study will be covered in depth, the various training practices, modules, formats being followed and is limited to the company SCCL and its employees. The different training programmes incorporated/facilitated in SCCL through its faculties, outside agencies or professional groups. It will also judge the enhancement of the knowledge & skills of employees and feedback on its effectiveness.
LIMITATIONS
•
The study will be based on Corporate data, it may not fulfil all the training data at SCCL.
• Limited knowledge in mining and due to short duration of the study, the data presentation may not give the true picture.
•
The budget provision will be discussed in secondary data analysis but the details of budget allocation to individual training program is not discussed due to organisational constraints
PLAN OF THE STUDY (CHAPTERISATION)
The whole project study is going to divide in to 6 Chapters. Chapter – 1 Introduction (Objectives, need and importance of the study) Chapter – 2 Company Profile (SINGARENI COLLIERIES
COMPANY LTD., KOTHAGUDEM) Chapter – 3 Industry Profile (COAL INDUSTRY) Chapter – 4 Theoretical framework
(TRAINING &
DEVELOPMENT)
Chapter
–
5
Data
Analysis
&
Interpretation
(Tables,
diagrams, charts etc.) Chapter – 6 Findings & Suggestions
BIO – DATA
1. Name 2. Address (Office) 3. Address (Res.)
: : :
DAVID RAJU GOLLAPUDI Dept. Of MBA, KBN PG College, Kothapet, Vijayawada – 520 001. G.David Raju, D.No: 57-11-17/2, Sarvothama Apartments (S1), New Postal Col. Vijayawada -520 010
4. Qualifications
MBA (Finance) From AU (1997-99), M.Phil. (HR) from Acharya Nagarjuna University (2005-07) 5. Experience : 10+ Years of Teaching experience in the Dept. of MBA (2000-till date) ? Presently working for KBN PG College in the Dept. of MBA (2006 to till date) ? Working as GUEST FACULTY in the Dept. of Tourism of Acharya Nagarjuna University ? Working as GUEST FACULTY in MBA (Hospital dministration) of NRI Medical College, Mangalagiri ? Academic Counsellor of Computer Program of IGNOU ? Worked as a Lecturer in the Dept of MBA, Andhra Loyola College, Vijayawada, during 2003-2006 ? Worked as a Lecturer in the Dept of Commerce & Management Studies, VSM College, Ramachandra Puram, during 20002003.
:
6. Project works guided
:
? No. of Projects Works were guided to the various Universities (both regular & distance) students on different topics 7. Achievements :
? Organised 3 National Level Seminars ? Question Paper Setter to Autonomous Colleges, Vijayawada ? Participated in many faculty improvement programs ? Submitted 2 papers on Indian Economy-Trends to the ANU ? 2 more articles are waiting to publish in leading magazines ? Article Writer to Sakshi Telugu Daily
7. Date of Birth
:
10th May, 1974
Date : Place :
G.DAVID RAJU
doc_574492035.docx