minda project report.saran

8/11/2019 Minda Project Report.saran

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CHAPTER 1


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COMPANY PROFILE

The NK Minda Group is India's foremost manufacturer of a range of automotive

components and is a leading supplier to global Original EquipmentManufacturers. TheGroup's product portfolio comprises of Switches, Batteries, Lighting, Hrns, Mirrrs

an! A"ternate F#e" $its % LP& ' CN& F#e" $its.

NK Minda Group has an annual turnover of s.!."# billion $%& #(! million). The

Group has been cloc*ing a +ompound ,nnual Gro-th ate $+,G) of (/ in ,nnual

Turnover $,TO). 0rom s. 1.1 billion in 02 #((13(45 it gre- to s. !."# billion in 02

#((43(6. Toda75 the Group has a total of 89 plants spread across India and Indonesia.

ecognising the importance of the ,&E,N mar*et the group has set up a Greenfield

manufacturing facilit7 in Indonesia through a group compan7 named :T Minda ,&E,N

,utomotive -hich has commenced production and e;ports to other ,&E,N countries.

NK Minda Group -or*s -ith the leading auto components specialists globall7 to bring

the most technologicall7 advanced products to its customers. The Group has


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+onstant upgradation of s*ill sets in the -or*force

Minda?s program of e;cellence and qualit7 measures recongni@es that our group of

Industries has a special emphasis on customer satisfaction. This Abest of the bestB

philosoph7 and it further demonstrates Minda?s commitment to total Cualit7

Management. ,s a part of its approach to organi@ational management5 Minda has

strongl7 advocated for technolog7 and has developed strategic technical tie3 ups5 research

and innovation to attain its unassailable position of a mar*et leader in automotive parts.

No-5 it is the most preferred vendor for the ma


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MIN.A MAN/FACT/RIN& SET /PS


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H/MAN RESO/RCE PHILOSPHY AN. C/LT/RE

D,n organi@ation is *no-n b7 its people5 performance and profits. Our human resource

related policies -ould provide each individual to perform to-ards o-n and compan7?s

gro-th and success. &uccess is not confined onl7 to monetar7 profits but also covering

qualit7 of products5 e;cellence of operations5 gro-th5 customer good-ill and leadership

in business. &uch a success not onl7 brings in a feeling of belongingness but also gives

self satisfaction.B

e respect all people

e value Team or*

,ccepting esponsibilit7 and ta*ing ris*s are important

iscipline is necessar7

Individuals can constantl7 gro- and change

ifferences and conflicts to be given positives turn

Monetar7 +ompensation

MISSION

DTo continuall7 enhance sta*eholders? value through global competitiveness -hile

contributing to societ7B

0ISION

Our group be pioneer and be global benchmar* in C:+&M and Technolog7.

Group &ales to be s 861( crores.

E;ports to reach #1/ of total turnover$ e;cl :TM, sales5 0M,F)


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OR&ANIATION 0AL/ES

CUSTOMER IS SUPREME

e strive to understand and anticipate customers needs e;ceed their e;pectations

e are committed to offer innovative and value added solutions to our customers

e al-a7s as* D o- can -e serve our customers bestHB

LIVE QUALITY

e nurture Cualit7 as an attitude at MIN,

e are qualit7 driven and appl7 a DCualit7 Minded ,pproach To Ever7thing e

oB

e are passionate about Cualit7 and its continuous improvement through

team-or*.

ENCOURAGE CREATIVITY & INNOVATION TO DRIVE 3Ps

(People, Processes & Prodc!s"

e demonstrate leadership b7 advancing ne- technologies5 innovative

manufacturing techniques5 enhanced customer service5 inspired management and

the application of best practices throughout our organi@ation

e aggressivel7 pursue ne- business and determined to add value for our

customers -ith ingenuit75 have a determination and a positive approach to ever7

tas*5 have a Dcan3doB sprit and a restless determination to continuall7 improve

and e;cel


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e utili@e our abilit7 to combine strength -ith speed in responding

enthusiasticall7 to ever7 ne- opportunit7 and ever7 ne- challenge

e encourange and inspire learning amongst our people.

RESPECT #OR INDIVIDUAL

e passionatel7 believe that people are the most valued assets of our compan75

and that the7 are essential participants -ith a shared responsibilit7 in fulfilling our

mission

e trust5 inspire5 and empo-er our people to set and achieve high e;pectations5

standards and challenging goals

e treat all people -ith dignit7 and courtes7

e strive to support mutuall7 beneficial and enduring relationships -ith our

sta*eholders

RESPECT #OR $OR%PLACE ET'ICS

e -or* smartl7 -ith passion5 integrit75 conviction and commitment

e -or* in teams -ith a shared purpose and value individual abilit7 and diversit7

as essential to promote harmon7 and open communication. Each of us succeeds

individuall7 ... -hen -e5 as a team5 achieve success

e respect and adhere to compan7 policies5 s7stems and procedures

e -ill be -ell3informed and respect the regulations5 rules5 and compliance

issues that appl7 to our businesses around the -orld

e respect the values and cultures of the communities in -hich -e operate

&O0ERNIN& BO.Y


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The Minda Industries >oard of irectors comprises of distinguished specialists from

diverse fields -ith one similarit7 3 each has been an achiever in his o-n right and is as

committed to his o-n -or*place as he is to societ7 at large.

The board acts -ith complete sovereignt7 and provides tactical direction5 loo*s at *e7

business priorities and provides leadership in significant business decisions. The >oard

also discharges its fiduciar7 responsibilities5 and ensures that the organi@ation observes

the highest standards of ethics5 transparenc7 and disclosure. The >oard revie-s all

statutor7 and regulator7 matters and has full access to all information related to the

compan7.

Te M)*d+ I*ds!r)es o+rd Co-pr)ses o./

Mr. &.F. Minda +hairman

Mr. Nirmal K. Minda Managing irector

Mr. ,sho* Minda irector

Mr. >.. ,ggar-al irector

Mr. a


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&RO2TH OF MIN.A


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N $ MIN.A &RO/P &LOBAL PRESENCE


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Global Customers:-

%&,

International Truc*s L ohn eere

%.K. Triumph

0rance

:eugeot +ars L :eugeot Motorc7cles

Ital7

,prilla5 +ase Ne- olland5 :iaggio L Iveco

Thailand &u@u*i L 2amaha

apan 2anmar

Tai-an K7mco

:hillipines

Ka-asa*i5 &u@u*i L 2amaha

Jinetnam

&2M

Mala7sia

Modenas5 &u@u*i L 2amaha

Indonesia

Ka-asa*i5 &u@u*i L 2amaha

Domestic Customers:-

3 2hee"ers C#sters


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>a


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Minda Group is a speciali@ed automotive components manufacturer that provides

products and solutions to automobile companies across the globe. The Group comprises

of the follo-ing companies =

Minda Industries Limited

Minda Industries Fimited is the flagship compan7 of the Minda Group. It designs5

develops and manufactures s-itches for #" -heelers and off3road vehicles. In addition5

Minda Industries Fimited manufactures batteries for #" -heelers and off3road vehicles.

Minda Industries alread7 en


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P"#nger T-+e Switch,

Rc(er Switch,

&ri+,

Le6er H"!er Asse7"-,

Pane" Switch an!

M!#"ar Switch)

On an average5 Minda Industries develops 8( distinct products across categories each

7ear and puts in place #1 ne- assembl7 lines to manufacture them.

Minda Industries believes in collaborative designing -ith the vehicle manufacturers.

Minda Industries has the capabilit7 to improvise e;isting products as -ell as offer cost3

effective solutions for products alread7 available in the mar*et.

Mindarika Pvt. ltd. -

Mindari*a :vt. Ftd. is a oint Jenture bet-een Minda Industries Fimited5 To*ai i*a

+ompan7 Fimited5 apan and &umitomo +orporation5 apan to produce automotive

s-itches for four3-heeler vehicles. ith s. 8.8 billion $%& #.6 million) in revenue5 it

is India?s largest four -heeler automotive s-itch manufacturer. The compan7 has a

manufacturing facilit7 at Gurgaon and emplo7s (( people. Mindari*a is consistentl7

-inning accolades across categories of products in the automotive s-itches segment. The

core strengths at Mindari*a are s*illed manpo-er5 adherence to the highest qualit7

standards and providing cost effective solutions.

Minda TYC Automotive Limited


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Minda T2+ ,utomotive Fimited is a oint Jenture bet-een Minda Industries Fimited

and T2+ >rother Industrial +ompan7 Fimited5 Tai-an to produce automotive lighting.

The compan7 has manufacturing facilities in &onepat5 Gurgaon and :une and emplo7s

around (( people.

Minda T2+ produces a variet7 of -orld3class lighting products for the #" -heelers

and off3road vehicles5 as for four3-heeler vehicles.

Minda iamm Acoustic Limited

Minda 0iamm ,coustic Fimited is a oint Jenture bet-een Minda Industries Fimited

and 0iamm &.p.,5 Ital7 to produce #" -heeler automotive horns. The s. "1( million

$%& ! million) compan7 has manufacturing facilities in elhi5 Gurgaon and :antnagar

and emplo7s over "(( people.

Toda75 Minda 0iamm is the leader pla7er in the Indian automotive horn industr7. It

offers customi@ed products and solutions for a range of automotive acoustic problems.

Minda 0iamm utili@es the e;perience of its


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ecogni@ing the importance of the ,&E,N mar*et5 the Minda Group has set up a

Greenfield manufacturing facilit7 in Indonesia through a compan7 named :T Minda

,&E,N ,utomotive. The pro and + categor7 cities5 covering the # -heeler as -ell as -heeler

business segments.

&MF's product range spans appro;. #1(( parts and components that it procures from 81

countr7-ide suppl7 points5 and in turn distributes to its dealer net-or* through 8! epots

in all ma


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Minda Industries Fimited $MIF) is the flagship compan7 of the NK. Minda Group

$NKM). MIF is into manufacturing of #" -heeler s-itches5 #" -heeler lights and

,utomotive batteries. It commands a mar*et share of 6(/ in the #" -heeler s-itches

and toda7 supplies to all OEM?s including >aaddi5 Karnata*a in technical collaboration -ith K7ora*u5 apan.

Toda75 Minda Industries is over s. .18 billion $%& 888.1 million) compan7 and is on

a rapid e;pansion spree. It is geared to ta*e on global competition and has alread7 made

inroads into the ,&E,N mar*et. Minda Industries is on its -a7 to becoming the favoured

vendor for #" -heeler s-itches globall7.

Minda Industries Fimited has established ! state of the art facilities spread across the

length L breadth of India and one in the ,&E,N region and emplo7s more than #!((

people.

The sales for the 7ear #((43#((6 cloc*ed an impressive gro-th of over .# / from the

02 #((13#((4. The sales gre- from s. #4!.(1 crore in 02 #((13#((4 to s."!4.4(

crores in 02 #((43(6.

The :rofit after Ta; of MIF for the 02 #((43#((6 -as s.8"1".1# la*hs5 up from

s.8#91.! la*hs for 02 #((13#((4. The earning per share -as s.8#.1! in 02 #((43(6

up from s. 8#.( in 02 #((13#((4. The compan7 has also proposed a dividend of #1 /5

-hich is unchanged from last 7ear.

MIF at present has plants at elhi5 Manesar3Gurgaon5 :une5 ,urangabad and osur. MIF

-hich undertoo* a maaddi in imachal :radesh. The plant at :antnagar is for manufacturing

of automotive batteries for #" L -heelers and handle bar assemblies for t-o -heelers

-hile the facilit7 at >addi in imachal is for manufacture of handle bar assemblies for


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t-o -heelers. The compan7 is activel7 scouting for ne- business opportunities in terms

of products and inorganic gro-th through mergers and acquisitions.

MILESTONES

8991 >usinesses e3organised into &trategic >usiness %nits $&>%s)

8996 Implementation of TCM :C+&M 3 T:& in the group eceived I&O 9((8

+ertification

899! Fong Term L &hort Term >usiness goals defined

#((( >usiness E;cellence through &imple Techniques $>E&T) ,NK >usiness E;cellence ,-ard

#((8 &tart of production at :une for # L " heeler &-itches at ne-l7

set up state of the art facilit7

#((# Entr7 in ,&E,N region

#((" >i3-heeler s-itch manufacturing units at elhi consolidated at Manesar &et up

manufacturing plants in alu< and osur for andle >ar ,ssembl7

eceived I&O38((8 and O&,& 8!((8 certification

eceived T& 8499 certification 0irst patent filed

#(( N,>F accreditation for labs >a


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#((1 &et up manufacturing plant at M7sore for andle >ar ,ssembl7

#((4 ,chievement a-ard from onda for qualit7 and deliver7

&tart of Indonesia :lant

&tart of :antnagar :ro


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andle >ar &7stem ,ssembl7 andle >ar &-itches

Grips :anel &-itch

, +,AD !)ITC*"!

:anel &-itch

otar7 &-itches

&tarter &-itches

:lunger &-itches

oc*er &-itches

Fever +ombination &-itch

Ignition &-itch


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:anel &-itch &tarter &-itches


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CHAPTER 3


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OB*ECTI0ES OF ST/.Y

The Ob


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SCOPE OF THE ST/.Y

The scope of the stud7 -ill be the induction program follo-ed to integrate emplo7ees

into their -or*ing environment and ma*ing them productive and -ell motivated as

quic*l7 as possible. ,nd to *no- that the emplo7ees are reall7 satisfied -ith the facilities

provided b7 the compan7.

The stud7 is based on the fact that the organi@ation is able to reduce the an;iet7 of ne-

emplo7ee and ma*e a match bet-een the ne- comer?s blan* and the prevailing condition

of the organi@ation. Thus this requires to be follo-ed b7 the program of Induction in the

organi@ation to help the ne- comer?s to ma*e understand about the compan75 its polic7

and sho- them organi@ation value the ne-comer5 ma*ing them feel -elcome and giving

them a sound impression .


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RESEARCH METHO.OLO&Y

The most vital function of management in an organi@ation is to minimi@e ris* and

uncertainl7 through s7stematic decision ma*ing. >etter decision result from the

effectivel7 and timel7 utili@ation of right information. &o for the ma*ing effective

decision 5 research pla7 an important role and provide the right information to the

management

esearch is the s7stematic gathering 5recoding and anal7@ing of data about problems. In

other -ords -e can sa7 that research comprises defining and redefining problems5

formulating h7pothesis or suggested solutionP collecting5 organi@ing and evaluation of

dataPma*ing deduction and reaching conclusionP and at least carefull7 testing the

conclusion to the determine -hether the7 fit the formulating h7pothesis.

esearch is of basic three t7pes=3

8.E;plorator7 research

#.escriptive research

".E;perimental research

E;plorator7 research is a preliminar7 phase and is absolutel7 essential in order to obtain a

proper definition of the problems. The purpose of e;plorator7 research is to determine the

general nature of problems and variable related to it. The ma


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escriptive research is used for some specific purpose.It focus on the accurate

description of variables present in the problems. The data is collected in such a manner

that the ambiguous nature of the cause and effect relationship in the phenomenon is

reducing to ma;imum e;tent., descriptive research require a clear specification of

-hat 5-ho5-hen5-here5-h7 and ho- aspects of research. escriptive research is

generall7 of t-o t7pes3

a. +ase Method

b. &tatistical method

E;perimental research attempt to satisf7 the nature of functional relationship bet-een

t-o or more variable factors present in controlled environment5 -hile all other variables

constant in order to establish a casual relationship.

TYPE OF RESEARCH /SE. IN THE PRO*ECT

The t7pe of research emplo7ed in the pro


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, sample design is a definite plan for obtaining a sample from a sample from a given

population. There are man7 sample designs from -hich a researcher can choose.

esearchers must prepareselect a sample design -hich should be reliable and

appropriate for his research onl7. It is ver7 different to intervie- all the emplo7ees.

Sa+"ing #nit:%

Minda Industries Ftd

Sa+"e Si;e:%


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&econdar7 data are those5 -hich are gathered for some other purpose and alread7

available in the firms internal records5 manuals5commercial or publications.

ere in the stud7 both t7pe of data primar7 and secondar7 is used.

:rimar7 data is collected b7 a -ell structured questioner 5 personal intervie- 5 direct

communication -ith the respondent and observation b7 attending Induction programme.

Ma/ESTIONNAIRE .ESI&N

hile designing the questionnaire5 various t7pe of question -ere put in a proper manner

these -ere multiple choice question and fe- open ended question.

:roper sequencing of the question -as done after each question proper space -as

provided.In the questionnaire 5sub


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LIMITATIONS OF THE ST/.Y

:rimar7 data collected through observation is prone to human errors.

Observation done onl7 at a specified time period.

No ne- entrants in the categor7 officers and above in that time duration5 so no

observation5 onl7 secondar7 data

Ma7 be emplo7ee are biased at response

&ometimes respondent hesitate to provide proper information as lac* of faith on

outsider persists.

Cuestionnaire ma7 be incomplete.

Man7 emplo7ee intervie-ed did not give proper feedbac*.

Man7 of the time emplo7ees refuse to fill the questioner as the7 thin* it to be time

consuming.


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CHAPTER


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LITERAT/RE RE0IE2

hen a ne-comer


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/N.ERLYIN& PRINICIPLE

The organi@ation -ill ensure that all staff and ne- emplo7ees attend a general inductionprogram before commencing -or* -ithin departments in the organi@ation. This aims to

facilitate their smooth entr7 into their -or* in the organi@ation and ensure the7 posses the

necessar7 *no-ledge and s*ills the7 require to function effectivel7 and safel7 from the

start of their emplo7ment. This programme has to be completed b7 a departmental


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The ne- comers ma7 e;pect the follo-ing things=

8. Opportunities for advancement

#. &ocial status and prestige

". ecognition in the organi@ation

. esponsibilit7

1. +hallenge and adventure

4. Opportunit7 to be creative and original

6. Fucrative salar7

>ut -hen these e;pectations are not fulfilled5 it results in frustration.

ORIENTATION can help in overcoming this problem b7 providing more realistic

e;pectation on the part of ne- emplo7ee and more understanding on the part of the

supervisors.

III) TO ESTABLISH RAPPORT 2ITH CO%2OR$ERS:

Induction aims at ma*ing ne- comer -ell acquainted and accommodated -ith people

around -or* place. The ne- comer is e;plained -hat is e;pected of him and made a-are

of ho- hisher


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formal orientation program -hile others follo- a informal orientation program -hich

might include being assigned to another senior emplo7ee -ho -ill not onl7 introduce the

ne- comer to the other -or*ers but -ill sho- him other things too. In short5 there is no

model induction procedure. Each industr7 develops its o-n procedures as per its need.

o-ever5 the basic procedure should follo- the follo-ing steps

Ste+ 1 % General Orientation b7 the :ersonnel epartment

:urpose = T he"+ an e+"-ee 7#i"! #+ se +ri!e an! interest in the

rgani;atin)

This is the first step of the program. This is a ver7 general phase for it gives

the necessar7 general information about the histor7 and operations of the

firm. The information is given on the follo-ing issues=

Emplo7ee service i.e. pension and health care

&afet7 program being implemented in the firm

,-ards and achievements of the organi@ation

Ne- endeavors of the firm in the concerned industr7

Fatest development in the servicesproducts of the firm

Ste+ 3 &pecific Induction b7 the ob &upervisor

:urpose= T ena7"e the e+"-ee t a!#st hise"4 t his wr( an!

en6irnent

This phase of induction is specific and requires s*ills on the part of the

supervisor. 0ollo-ing points form the part of this specific induction=

&ho-ing the department and place of -or*


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Introduction to other emplo7ees

Informing locations of bathrooms5 lavatories5 canteens and time office

etc

Organi@ations specific practices and customs. 0or e.g. -hether the

personnel bring their lunch or -hether it is suppilied to them at

concessional rates

The timingsand length of rest periods5 the dress code etc.

Ste+ < 0ollo- up Induction b7 a specialist

:urpose= T 4in! #t whether the e+"-ee is we"" satis4ie! with his new

+sitin r nt

0ollo- up Induction should ta*e place bet-een one -ee* to si; months from

the time of initial hiring and orientation. The emplo7ees is inquired about the

follo-ing points=

hether hisher hours of -or*s and his pa7 are as represented to him

before emplo7ment

o- he feels about his follo- -or*ers

o- he feels about his >oss

hether heshe has an7 suggestions to ma*e regarding the Induction

program or an7 other compan7 practices

The intervie-er records the ans-er as -ell as his comments on the

emplo7ee?s progress.

,t the same time5 the line supervisor completes an evaluation of the

emplo7ee indicating his -ea* and strong points. Thereafter through


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personal guidance and counseling efforts are made to remove the

difficulties e;perienced b7 the ne-comer.

STRATE&IC CHOICES BEFORE .ESI&NIN&

IN./CTION PRO&RAMME

, firm needs to ma*e four strategic choices before designing the induction

programme. The7 are as follo-=

1) Fra" r In4ra"

3) In!i6i!#a" r C""ecti6e


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programme is desirable to maintain individual differences. Innovative ideas

to solve organi@ational problems and health7 questioning of the status quo

are li*el7 to be generated b7a person -ho has been inducted informall7.

In!i6i!#a" r C""ecti6e:

,nother choice to be made b7 the management is to -hether the ne- hire

should be inducted individuall7 or in groups. The individual approach is

li*el7 to develop for less homogeneous vie-s than collective orientation.

Individual orientation is more li*el7 to preserve individual differences and

perspectives. Orienting each person separatel7 is an e;pensive and time

consuming process. It also denies the ne- hire the opportunit7 of sharing

an;ieties -ith fello- appointees.

+ollective Orientation of the ne- hire solves the problems stated above.

Most large organi@ations tend to have the collective orientation approach.

>ut small firms5 -hich have fe-er appointees to sociali@e5 frequentl7 use the

individual approach. Individual sociali@ation is popular even -ith large

firms -hen the7 hire e;ecutives -hose number is small.

Seria" r .is#ncti6e:

Orientation becomes serial -hen an e;perienced emplo7ee inducts a ne-

hire. The e;perienced emplo7ee act as a tutor and model for the ne- hire.

hen ne- hire do not have predecessors available to guide them or to modal

their behavior upon5 the orientation becomes dis


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minimum amount of change -ithin the firm overtime. >ut maintenance of

status quo itself ma7 breed resistance to change. 0urther if the e;perienced

emplo7ee is frustrated and apathetic to-ards -or* and the organi@ation5 it is

li*el7 that he or she -ould pass on the same to the ne- hire.

isut this benefit needs to

be -eighed against the potential for creating deviants5 that is individuals

-ho fail3 due to an inadequate role model3 to understand ho- their


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loo*ing at the


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RE>/ISITES OF AN EFFECTI0E PRO&RAMME

Orientation programme to be effective must be based on serious consideration to attitude

behaviour and information that ne- emplo7ee need. &eldom are these observed and it is

rare that the s7stem is effective .o-ever follo-ing are some of the requisites of an

effective s7stem.

Pre+are 4r new e+"-ee%

Ne- emplo7ee must5 initiall7 5 feel that the7 belong to the organi@ation and are

important.Therfore5 bothe the supervisor and the team should be prepared to receive

the emplo7ee.It is ver7 uncomfortable for a ne- emplo7ee to arrive at -or* and have a

manager sa75 DOh QI did?nt reali@e 7ou -ere coming to -or* toda7B or D ho are 7ouBH

This depersonali@ation obviousl75 does not creat an atmosphere of initial acceptance and

trust.

In addition 5 co3-or*ers must also be a-are of the arrival of the ne- -or*er. This is

particularl7 true -hen the ne- emplo7ee entr7 is li*el7 to erode the position and status

en


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.eterine hw t +resent in4ratin

Fime manager and representative should determine the most appropriate -a7 to

present the orientation information. 0or eg.5 rather than telling an emplo7ee verball75

information on sic* leave and holida7 policies etc. ma7 be presented on the first da7 in a

hand boo*. The manager or the representative can revie- this information a fe- da7s

later to ans-er an7 of the emplo7ee question.

C+"etin 4 Pa+erwr(%

,ll essential paper -or* should be completed during orientation so that the emplo7ee

gets paid accuratel7 and on time. Jarious Ta; and Insurance forms as -ell as time cards

and other items needed to be completed in a timel7 fashion. There is nothing more

agoni@ing for a ne- emplo7ee than to miss the first pa7 cheque or to be paid improperl7

because the correct forms for not completed accuratel7.

E0AL/ATION OF ORIENTATION PRA&RAMME

Generall7 5 organi@ation -ith formal orientation programme as* emplo7ee to complete a

questionnaire evaluating the programme. It is desirable that the questionnaire is

administered after some length of time 5 in order to enable the emplo7ee to gain some

prespective about the -or* of the organi@ation. In the alternative5 the representative

or the supervisor ma7 conduct follo-3up intervie-s to elicit the emplo7ees opinion.

Group discussion sessions can also be held -ith ne- emplo7ees -ho have settled

comfortabl7 into their


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hatever the approach5 the feedbac* from the emplo7ees enable an organi@ation to adapt

it?s orientation programme to the specific suggestions of the ne- emplo7ees. In addition5

firms should reali@e that the ne- emplo7ees -ill receive an orientation that could help

them improve their performance . It is certainl7 in the best interest of the firm to have a

-ell planned and -ell e;ecuted programme.

COMMON PROBLEMS FACE. IN ORIENTATION

,n orientation programme can go -rong for a number of reasons . The department

should tr7 to avoid such errors. &ome of them can be listed as=

8.&upervisor -ho is entrusted -ith the


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9.Emplo7ee?s mista*e can damage the compan7.

8(.Emplo7ee ma7 develop -rong perception because of short period spent on each


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IN./CTION POLICY AT MIN.A IN./STRIES LIMITE.

1) INTRO./CTION

Induction is a s7stematic process5 -hich enables ne- emplo7ees to become familiar

-ith their


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#.6 elp support individuals and reduce turnover rates amongst ne-l7

appointed staff.


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5) IMPLEMENTIN& THE POLICY

Each emplo7ee $-ard5 home5 department) -ill receive a cop7 of the polic7 and

procedure from their manager. Each -ill be as*ed to sign and return a form

stating that the7 understand the importance of induction and the e;pectations of

them that this brings .

) E0AL/ATIN& THE EFFECTI0ENESS OF IN./CTION

6.8 The revised one da7 induction course -ill be evaluated b7 participant feedbac* To

ascertain the degree to -hich it meets its ob


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against the


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designation5 grade5 department5 and bac*ground of ne- entrant5 and the

concerned sectiondepartment in turn shall ta*e necessar7 steps.

division -ill dra- out an induction program in consultation -ith the

functionaldivisional head.

The induction program -ill be conducted in t-o phases ranging from onet-o

or more da7s depending on the position heshe is


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On completion of visits to the various departments and factor75 depending

upon requirements as ma7 be decided in induction program5 the inductee -ill

submit a report -ithin 8( da7s through hisher 0unctionalivisional ead to

the irector3uman esource giving a summar7 of facts and observations

relevant to the induction program. The irector3uman esource shall

for-ard the report to the Managing irector -ith his comments.

Once Induction :rogram in respect of a manager gets over5 a meeting shall be

arranged b7 the 0unctionalivisional ead -ith the Managing irector of the

compan7 on a datetime mutuall7 convenient.

,ll 0unctional eads are advised to ensure that Induction :olic7 is implemented

forth-ith to ma*e ne- emplo7ees feel part of the organi@ation from the da7 one and

in their endeavor to perform -ell.

IN./CTION PROCE./RE AT MIN.A IN./STRIES

Ever7 ne- entrant $officer and above categor7 ) in the organi@ation undergoes an

orientation programme in accordance -ith the given Induction :olic7 in manual.

The follo-ing procedure is adopted at Minda Industries for Ne- Emplo7ee Induction=3

0or each emplo7ee 6 da7s Induction programme is &chedule and designed b7 the

department and is circulated to each department O?s

1 st .a-%

,s the ne- emplo7ee


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Then the


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b)uties and responsibilities

c)ress code and or*inh hours

d)isciplinar7 Measures

e)&afet7 measures to be follo-ed and Guidelines for +leanliness

g)&alar7 &tructure

h):romotion and FT, polic7 etc

3n! an!


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The inductee is e;pected to visit the departments according to the schedule. o-ever5 in

case if the schedule gets upsets due to one reason or the other a ne- programme should

be schedule on a mutuall7 convenient datetime.

Once the Induction of each department is completed5 feedbac* is submitted b7 the

inductee to the department. On !th da7 the ne-


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.ATA ANALYSIS INTERPRETATION

IM:OT,N+E O0 IN%+TION

Out of "( respondents more than half of them sa7s that Induction is given

adequate importance in the organi@ation and according to rest respondent

induction is not given much importance.

esponse Emplo7ee

2es #(

No 9

+an?t &a7 8


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EFF :F,NNE ,N &%00I+IENT %,TION

,ll though Induction :rogramme is given adequate importance but it is not -ell planned.

Ma;imum of the respondent sa7s Induction programme is of sufficient duration but need

more planning.

ell planned=3

esponse Emplo7ee

2es 8#

No 84

+an?t &a7 #

&ufficient uration=3

esponse Emplo7ee

2es 86

No 8(

+an?t &a7 "


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O::OT%NIT2 0OM IN%+TION

Ma;imum of the respondent agree that Induction provide a e;cellent opportunit7 for ne-

comers to learn about the organi@ation.

esponse Emplo7ee

Great opportunit7 ##

To some e;tent 4

Not much #


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IN0OM,TION G,INE 0OM IN%+TION

8.,bout policies5norms and values

Ma;imum of the respondent sa7s that policies 5 norms and values are not e;plained upto

great e;tent.

esponse Emplo7ee

To great e;tent

To some e;tent 81

Not much 8#


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#.,bout Other department=3

Ma;imum of the respondent sa7s information about other department is not obtained

much . It is given onl7 to some e;tent or can sa7 a overvie- is onl7 provided.

esponse Emplo7ee

To great e;tent "

To some e;tent 8(

Not much 8!


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".,bout organi@ation s7stem and structure=3

Ma;imum of the respondent sa7s information about organi@ation s7stem and structure is

provide in a better -a7 . ,fter induction the7 are more clear about the organi@ation

s7stem and structure.

esponse Emplo7ee

2es 8!

No !

+an not sa7


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.,bout o-n department=3

+larit7 about o-n department is provided up to great e;tent .>ut still more emphasis is

need on induction on o-n


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INJOFJEMENT O0 &ENIO& ,N O?&

Ma;imum respondent sa7s involvement of seniors management and other department

heads in not much in the Induction programme. department pla7 a ma


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:EIOI+,F EJ,F%,TION O0 IN%+TION

Most of the respondent are not clear about ho- periodicall7 induction policies and

procedure are evaluated.,ll though feedbac* forms are given to the respondent but the7

are not a-are -hat -as the out put of the feedbac* provided b7 the on induction.

esponse Emplo7ee

2es

No 6

+an not sa7 89


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IN%+TION :OFI+2 ,N :O+E%E NEE +,NGE

Most of the respondent -ant changes in the e;isting induction policies and procedure at

one or the other stage.

esponse Emplo7ee

2es #(

No "

+an not sa7 6


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CHAPTER


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FIN.IN&S

0ollo-ing are the *e7 findings from the e;isting Induction programme=

Induction :olic7 and procedure more applicable at Officers and above categor7.

No strong Induction :olic7 are there for categories lo-er than officers.

Total time devoted in Induction ranges from 63! da7s for e;ecutive to senior level

and for 83# da7s for people at operator level.

Induction conducted b7 onl7 epartment.

epartmental Induction done b7 the


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CONCL/SION

Induction5 orientation or indoctrination is an important part of ever7 organi@ation.

Through Induction organi@ation can help entrants in ad


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RECOMMEN.ATION

The related literature is revie-ed to find ho- the induction programme should ta*e place.

Then the information obtained from the compan7 regarding Induction at Minda is

evaluated through primar7 and secondar7 data and is able to find the -ea*ness and gre7

area of the polic7. 0inall7 based on the finding follo-ing suggestion are put forth for

further improving the Induction procedure=3

0ormulate a distinct polic7 for formal induction of emplo7ee belo- officer grade.

Ne- entrant of this categor7 should not onl7 be inducted for their


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, >%2 should be provided to Inductee during the induction period.

, -ell structured feedbac* :erforma should be made b7 the department and

should be given to ne- entrants for obtaining the feedbac*.

, follo- up programme to be conducted b7 the department -ith in 81 da7s of


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BIBLO&RAPHY

Induction= :rocess of inference learning and discover7 b7 ohn . olland5 Keith

. ol7oa*5ichard E. Nisbtt and :oul . Thagard

:ersonnel Management b7 r. + > Mamoria

uman esource Management b7 J. &. :. ao

uman esource L :ersonnel Management52 % As+!+pp+

Kothari +..5 esearch methodolog7 Methods L Techniques5 ish-a :ra*asan.

---.mindagroup.com

---.google.com

---.7ahoosearch.com
http://www.mindagroup.com/http://www.google.com/http://www.yahoosearch.com/http://www.mindagroup.com/http://www.google.com/http://www.yahoosearch.com/


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ANNE@/RE

"mloee !urve /uestionnaire

Induction :rogramme is an important process -hich see*s to revie- and

improve over time and -ith e;perience. e -ould ver7 much appreciate

7our comment on 7our Induction programme5 so that -e can move further

to-ard meeting the need of ne- staff in 0uture.

Name =..................................................................................

ob Title =..................................................................................

epartment=...............................................................................

C8.Induction training is given adequate importance in 7our organi@ationH

2es RRRRRR No RRRRRRR +an Not &a7 RRRRRR

C#.Induction training is -ell3planned and is of sufficient durationH


C".Induction training provides an e;cellent opportunit7 for ne-comers to

learn comprehensivel7 about the organi@ationH

To great e;tent RRRRRR To some e;tentRRRRRRR Not much RRRRRR


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C.The norms and values of the compan7 are clearl7 e;plained to the ne-

emplo7ees during inductionH


C1.+omplete information is provided about each departmentH


C4.oes Induction programmes is handled b7 competent people or seniorsH


C6.&enior management ta*es interest and spends time -ith the ne- staff

during induction trainingH

2es RRRRRR No RRRRRRR

C!.oes the department conduct briefing and debriefing sessions for the

emplo7ees sponsored for InductionH


C9.Managers provide the right *ind of climate and support needed during

InductionH



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C8(.,re 7ou completel7 a-are about the organi@ation s7stems and structure

after InductionH


C88.,re 7ou clear about 7our o-n department function and 7our ob

responsibilities at end of 7our InductionH


C8#.o 7ou find induction training ver7 useful in 7our organi@ationH


C8".There is a -ell3designed and -idel7 shared Induction polic7 in the

compan7H


C8.The induction training is periodicall7 evaluated and improvedH


C81.o 7ou thin* e;isting AInduction :rogramme and :olic7? need changesH

If A2es? &uggest.



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RRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRRR


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AResearch Report

ON

INDUCTION POLICY AND

PROGRAMME

FOLLOWED AT

MINDA INDUSTRIES LTD.

Submitted to

Kurukshetra University,

Kurukshetra in partial fullmentfor the degree of Master of

Business Administration (Session20102012)

Under the supervision of:- Submitted By:-

Miss! Madhvi "erma "aishali#upta$a%ulty MBA

&oll no! 11'(


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S!)!*!M!+!MBAnal!

Univ!

&oll

S. D INSTITUTE OF MANAGEMENT & TECHNOLOGYHuda Road, Jagadhri 1!"" #Ya$u%a Nagar Har'a%a

A((i)ia*+d To

KURUKSHETRA UNIVERSITY, KURUKSHETRA

AC$NO2LE.&EMENT

In this -orld of cut throat competition m7 pro


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80aisha"i +ta9

.ECLARATION

I5 Jaishali Gupta hereb7 declares that this research pro


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CONTENT

Certi4icate

Ac(nw"e!geent

.ec"aratin

In!e

Cha+ter 1

8.8 +ompan7 :rofile

Cha+ter 3

#.8 Ob


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minda project report.saran

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