ABN Project 1234

CHAPTER -1
INTRODUCTION OF INTERNSHIP
An internship opportunity in my freshman or sophomore would be of great help in doing so. This
would not only help me academically and financially, but would also provide me with necessary
experience in real world situations.
An internship with a company, which is well established, is a brilliant source of knowledge.

Firstly, I will be able to physically see and experience the concepts that I have learned
throughout my life. This provides me a chance to reflect upon what I have learned in the past.
On the other hand, I will be able to gain some very important insights of working with seniors
officials in reality. I would be able to utilize their experience as a guide to correct my mistakes
and discovering more skills that might be of use
ABN INTERIORS DESIGN PRIVATELIMITED
INTRODUCTION OF INTERIOR
In the past, interiors were put together instinctively as a part of the process of building. The
profession of interior design has been a consequence of the development of society and the
complex architecture that has resulted from the development of industrial processes. The pursuit
of effective use of space, user well-being and functional design has contributed to the
development of the contemporary interior design profession.
The profession of interior design is separate and distinct from the role of Interior Decorator, a
term commonly used in the US. The term is less common in the UK where the profession of
interior design is still unregulated and therefore, strictly speaking, not yet officially a profession.
In ancient India, architects used to work as interior designers. This can be seen from the
references of Vishwakarma the architect - one of the gods in Indian mythology. Additionally, the
sculptures depicting ancient texts and events are seen in palaces built in 17th century India.
In ancient Egypt, "soul houses" or models of houses were placed in tombs as receptacles for food
offerings. From these, it is possible to discern details about the interior design of different
residences throughout the different Egyptian dynasties, such as changes in ventilation, porticoes,
columns, loggias, windows, and doors
POST GRADUATE DEPARTMENT OF MANAGEMENT STUDIES, BANGALORE

Throughout the 17th and 18th century and into the early 19th century, interior decoration was the
concern of the homemaker, or an employed upholsterer or craftsman who would advise on the
artistic style for an interior space. Architects would also employ craftsmen or artisans to
complete interior design for their buildings
In the mid-to-late 19th century, interior design services expanded greatly, as

the middle class in industrial countries grew in size and prosperity and began to desire the
domestic trappings of wealth to cement their new status. Large furniture firms began to branch
out into general interior design and management, offering full house furnishings in a variety of
styles. This business model flourished from the mid-century to 1914, when this role was
increasingly usurped by independent, often amateur, designers. This paved the way for the
emergence of the professional interior design in the mid-20th century.

COMPANY PROFILE :
ABN INTERIORS is a company that prides itself on creating, marketing and selling products
that reflect quality, hard work, superior resources and a passion to serve its customers with
customized, elegant and durable products.

Our stunning, beautifully crafted kitchens are available in modern, high gloss, traditional, shaker,
matt and wood grain options.
Our experienced staff will always be on-hand to give advice and quality service at every step of
the way, so if you're looking for a kitchen that can turn your home into something truly special,
just get in touch and experience the difference for yourself.
Our philosophy is simple, to provide our clients modern, fitted kitchens that fulfill the highest
claims in terms of quality, functionality and design. Designing a kitchen with the kitchen cycle in
mind ensures that no matter what your space is, cooking is a delightful experience with
everything close at hand, just the way you'd like it.

We aim to provide products that display outstanding quality, craftsmanship, technique and class.
SCOPE OF ABN INTERIORS

i. Analyzing the client's needs and goals.
ii. Integrating findings with knowledge of interior design
iii. economic trends as well as legal and regulatory requirements.
WORK FORCE :
measurement
Design layout Electrical

option plumbling layout
Consultation Advance technique

Production at dispatch
with client
approval factory
Cost estimation Design &quotation installation

finalizatiom

CHAPTER 2
ORGANIZATION PROFILE
BACKGROUND:
ABN company was established on 2013 to provide Modular Rooms, Kitchen and cupboards
,complete range of solutions to meet your budget requirement without compromising the quality
and standards. Our unique feature of delivering the interior solution is at par excellence. Our aim
is to meet customer requirement providing quality interior solutions at great speed and accuracy
as we work with world's finest machines imported from Germany and experienced workforce in
the field of interior designing.
NATURE OF BUSINESS:
ABN Interiors help you to design, customize your Kitchen, Wardrobes and Living room
furniture. We have complete range of solutions to meet your budget requirement without
compromising the quality and standards..
ABN designated goal is to provide high quality interior solution for technically demanding
landmark projects in India. All our Interior Solutions are designed and tailored made to the
specifications of the clients.
ABN adds value to their client/customers/Main-contractor by reducing cost of the project by: -
All types of Interior solutions time cost by = 60-90% (Cast-in-situ built vs Prefabrication)
Labour numbers on site cost by = 20-40% (Cast-in-situ built vs Prefabrication)
Cost due to less snagging cost by = 30-50% (Cast-in-situ built vs Prefabrication)

Design of interior spaces, closely related to architecture and sometimes including interior
decoration. The designer's goal is to produce a coordinated and harmonious whole in which the
architecture, site, function, and visual aspects of the interior are unified, pleasing to mind and
body, and appropriate to the activities to be pursued there. Design criteria include harmony of
color, texture, lighting, scale, and proportion.
Furnishings must be in proportion to the space theyoccupy and to the needs and lifestyles of the
residents. The design of such non-residential spaces as offices, hospitals, stores, and schools
places clear organization of functions ahead of purely aesthetic concerns.
Holistic approach for all interior related work including designing, execution and maintenance.
Execution of work is very fast and needs less manpower as everything is done at our factory
equipped with advanced machines imported from Germany. Wide range options to choose on
different materials used (hinges, laminates, and ply etc) across all types of interiors. All interiors
can be demonstrated using 3D technology and can visit model projects
Need only 20 days to complete any size of work.
Our automated technology requires less manpower and ensures 0 defects, and provides uniform
finishing. High quality and industry standard materials will be used to ensure unmatched
strength, durability. Highly skilled and experienced interior designers will help and guide in all
aspects of Interiors. Economic and flexible in providing all kinds of Interior work.SS
HOMAG GROUP

ALTENDORF MACHINE F45S:
The F45S sliding table saw is an ideal mix of high productivity and ergonomics. Designed to
save the operator time,
it uses CNC technology to make life easy for the operator. The motorised rip fence is the
highlight of this sliding table saw
. Since the rip fence of the saw is operated from the central operating position, there is no need to
run around the other side of the machine and back each time you set the rip fence dimension.
Productivity is increased substantially and repeatable accuracy is achieved no matter what the
skill level of the operator with the F45 S sliding table saw.

HOMAG B RAND T EDGE B ANDING M ACHINE:
From the simple entry-level machine through fully automated edge banding machines to the
complete edging line – we offer solutions to address every conceivable customer requirement,
performance category and processing assignment. Many years of experience in mechanical
engineering guarantees optimum quality and innovative, high- performance edge banding.
HOM AG NB - 65 DRILLING M ACHINE:
The consignment or carcass-wise processing of sides, floors and front boards directly before
assembly or packing of the carcasses is your way to a flexible and State-of-the-Art production

COMPANY DEATAILS
Company Name : ABN INTERIORS
Company Status : Active.
Company Subcategory : Non Government Company.
Class of company : Private.
RoC : RoC-Bangalore.
year of incorporation : 2013
Headquarters : Bangalore.
Industry : Modular Rooms, Kitchen and cupboards
Website : www. abninteriors.in
VISION MISSION & QUALITY POLICY

MISSION:-
We strive to become a leading company and the latest expertise in the areas of Kitchen Cabinet,
Wardrobe, Filing Cabinet, and others interior design product and to provide sustainable interiors
developments.
VISION:-
• Offering high-tech services

• Creating a service system that is unique, innovative and competitive
• Improve the quality of service from time to time
• Providing friendly customer service
• Ensure customers are satisfied with the services provided
• Be the installation of kitchen cabinet and wardrobe leading company.
QUALITY POLICY
CARPENTER ABN INTERIOR

Infinite Design A carpenter would give you a But modular kitchen brands
Options limited number of design like Sleek, The Kitchen
options. An ordinary dabba Specialist,
drawer, a cutlery drawer and give you numerous options for
a normal thali drawer, that’s it! smart and effective usage of
your kitchen space. Wall
hangings, rotating tall units,

lift-up
Optimum space ------------------------ Innovative tall kitchen units
Management can store all your food
containers
in a small 2ft x 2ft space.
Corner units transform your
wasted
corner space into the most
useful one. Innovations like
these
can only be found in a
modular kitchen
Excellent Finish Observe the rough edges and Smooth, seamless finish of a
uneven finish of a carpenter modular kitchen paralled
made
kitchen unparalled.
Flexibility Not to mention the tension and But when you order a factory-
irritation that can affect fitted ABN Modular Kitchen,
your work as well. Getting all it
your meals too becomes a takes is a couple of days for
problem. installation. No mess, no dust,

no
noise. It’s easy and hassle free.

Maintenance & With a carpenter-made But with modular kitchen
Service kitchen, there is no guarantee companies like ABN, The
for Kitchen
replacement or regular service Specialist, you will not only get
easy replacements but also a
regular service contract that
will ensure that your kitchen
remains in perfect working
condition always
PRODUCT &SERVICE PROFILE
PRODUCTS
 MODULAR KITCHEN &BASKETS

 WARDROBES &TV UNITS
 HARDWARE & ACCESSORIES

 OFFICE FURNITURE &WORK STATION
SERVICE
 Satisfying needs of customers

 providing best quality of products
 on time delivery
OWNERSHIP PATTERN :
It is a registered Private company under the India companies Act, 1956

A private company is a company with private ownership. As a result, it does not
need to meet the Securities and Exchange Commission's (SEC) strict filing
requirements for public companies. Private companies may issue stock and
have shareholders, but their shares do not trade on public exchanges and are not
issued through an initial public offering (IPO). In general, the shares of these
businesses are less liquid and the values are difficult to determine.
 Nagesh yadav(Managing Director)

 Babu(Marketing Executive)
50% sharing profit between them

The company is started with small investment by Nagesh yadav and Babu ,they equally
shares the profit and losses they have started a company from partnership deed . The
company is started to provide a luxury products to the customer and satisfying needs of
the customer. The main aim of the company is too earn profit and company should run
longrun .
ACHIEVEMENTS /AWARDS:-
still on achieving process
FUTURE GROWTH AND PROSPECTS:

Analysing the expected future performance is also crucial as it is the future expected appreciation
in stock price which helps define your gains over the long term. While analysing the expected
future performance of a company .
The following factors:
i. Latest quarterly EPS and sales figures of the company based on this the company can
think of the future prospect if they are any changes they can make
ii. Information on the company's business, the Industry and economy in which it operates.If
the the company economy is less in that case they can take the loan from financial
institution to run a business.
iii. Assessment of the Sensible Investing community

As an investor, we should look at only that set of data that together is necessary and
sufficient to analyze whether the company has a great financial track record and is worth
investing in.
iv. The implementation of its supply chain management is complete and the entire SAP
solutions would be implemented over a moderate term.
TECHNOLOGY USED :-

Altendorf Machine F45S: The F45S sliding table saw is an ideal mix of high productivity and
ergonomics. Designed to save the operator time, it uses CNC technology to make life easy for
the operator. The motorised rip fence is the highlight of this sliding table saw. Since the rip fence
of the saw is operated from the central operating position, there is no need to run around the
other side of the machine and back each time you set the rip fence dimension. Productivity is
increased substantially and repeatable accuracy is achieved no matter what the skill level of the
operator with the F45 S sliding table saw.
DEPARTMENT :-

Every organization has specialized functional area with an organization or division such as
production, marketing, sales, etc is called department
For the purpose effective functioning ABN interior has various department
 Administration department
 Human resources development
 Marketing department
 Sales department
 Production department
ADMINISTRATION DEPARTMENT
i. Performing Administrative Activities - Performing day-to-day administrative tasks

such as maintaining information files and processing paperwork.
ii. Guiding, Directing, and Motivating Subordinates - Providing guidance and direction to
subordinates, including setting performance standards and monitoring performance.
iii. Monitoring and Controlling Resources - Monitoring and controlling resources and
overseeing the spending of money.
iv. Documenting/Recording Information - Entering, transcribing, recording, storing, or
maintaining information in written or electronic/magnetic form

.
v. Management of Financial Resources - Determining how money will be spent to get the

work done, and accounting for these expenditures
HUMAN RESOURCES DEVELOPMENT
i. Coaching and Developing Others - Identifying the developmental needs of others and
coaching, mentoring, or otherwise helping others to improve their knowledge or skills.
ii. Training and Teaching Others - Identifying the educational needs of others, developing
formal educational or training programs or classes, and teaching or instructing others
iii. Coordinating the Work and Activities of Others - Getting members of a group to work
together to accomplish tasks.
iv. Developing and Building Teams - Encouraging and building mutual trust, respect, and
cooperation among team members.
MARKETING AND SALES DEPARTMENT
i. Performing for or Working Directly with the Public - Performing for people or dealing
directly with the public. This includes serving customers in restaurants and stores, and
receiving clients or guests.

ii. Customer and Personal Service - Knowledge of principles and processes for providing
customer and personal services. This includes customer needs assessment, meeting
quality standards for services, and evaluation of customer satisfaction.
iii. Communications and Media - Knowledge of media production, communication, and

dissemination techniques and methods. This includes alternative ways to inform and
entertain via written, oral, and visual media
CHAPTER 3
MCKENSY’S 7S FRAMEWORK

McKinsey 7s model was developed in 1980s by McKinsey consultants Tom Peters, Robert
Waterman and Julien Philips with a help from Richard Pascale and Anthony G. Athos.Since the
introduction, the model has been widely used by academics and practitioners and remains one of
the most popular strategic planning tools. It sought to present an emphasis on human resources
(Soft S), rather than the traditional mass production tangibles of capital, infrastructure and
equipment, as a key to higher organizational performance.
7s Factor
The goal of the model was to show how 7 elements of the
Hard S Soft s
Structure Style company: Structure, Strategy, Skills, Staff, Style, Systems,
and Shared values, can be aligned together to achieve
effectiveness in a company. The key point of the model is
that all the seven areas are interconnected and a change in
one area requires change in the rest of a firm for it to
function effectively.
System Staff
Strategy Skill
Shared value
With reference to ABN interiors the McKinsey model, which represents the connections between
seven areas and divides them into ‘Soft Ss’ and ‘Hard Ss’. The shape of the model emphasizes
interconnectedness of the elements.

HARD’ VARIABLES:
 Strategy: Plan leading to allocation of resources.

 Structure: Organization reporting lines, geography, etc.
 Systems: formal and informal processes used.
‘SOFT’ VARIABLES:
 Staff: demographics of personnel.

 Style: behavior of managers when interacting with others.
 Skills: core competencies of the firm.

 Shared Value: culture, which is actually the core element to it all.
STYLE OF WORKING IN ABN INTERIOR
i. Attention to Detail –
Job requires being careful about detail and thorough in completing work tasks.
ii. Initiative –
Job requires a willingness to take on responsibilities and challenges.
iii. Cooperation –
Job requires being pleasant with others on the job and displaying a good-natured,
cooperative attitude.
iv. Analytical Thinking –

Job requires analyzing information and using logic to address work-related issues and
problems.
SKILL IN ABN INTERIOR
 Active Listening –
Giving full attention to what other people are saying, taking time to understand the points
being made, asking questions as appropriate, and not interrupting at inappropriate times.

 Management of Material Resources –

Obtaining and seeing to the appropriate use of equipment, facilities, and materials needed
to do certain work
 Monitoring –
Monitoring/Assessing performance of yourself, other individuals, or organizations to
make improvements or take corrective action.
 Management of Material Resources –

Obtaining and seeing to the appropriate use of equipment, facilities, and materials needed
to do certain work.
STRATEGY USED BY ABN INTERIOR
i. It aims to address the needs of all types of customers and wishes to be recognized as a
one stop shop for all design solutions
ii. Place an advertisement in the local newspaper about their business
iii. Unique products which will be made available to different clients as per their
requirements.
iv. additional sale of antiques ,art pieces ,furniture fabrics and home accessories to the
clients
STAFFING OF ABN INTERIOR

i. Establishing and Maintaining Interpersonal Relationships - Developing constructive and

cooperative working relationships with others, and maintaining them over time
.
ii. Relationships - Occupations that satisfy this work value allow employees to provide
service to others and work with co-workers in a friendly non-competitive environment.
Corresponding needs are Co-workers, Moral Values and Social Service.
SYSTEM USED FOR COMPLETION OF WORK IN ABN INTERIOR
i. Execution of work is very fast and needs less manpower as everything is done at our
factory equipped with advanced machines imported from Germany. Wide range options
to choose on different materials used (hinges, laminates, and ply etc) across all types of
interiors. All interiors can be demonstrated using 3D technology and can visit model
projects
ii. Need only 20 days to complete any size of work.
STRUCTRUE OF ABN INTERIOR
Partnerships have a long history, they were already in use in Medieval times in Europe and in the
Middle East. In Europe, the partnerships contributed to the Commercial Revolution which started

in the 13th century. In the 15th, century the cities member of the Hanseatic League, would
mutually strengthen each other; a ship from Hamburg to Danzig, would not only carry its own
cargo but was also commissioned to transport freight for other members of the league. This
practice not only saved time and money; but also constituted a first step toward partnership
ABN INTERIOR DESIGN
NAGESH YADAV
(DIRECTOR)
BABU
(EXECUTIVE DIRECTOR)
HUMAN RESOURCE MARKETING SALES PRODUCTION

ADMINISTRATION
MANAGEMENTS
CHAPTER 4
SWOT ANALYSIS

SWOT stands for strengths, weaknesses, opportunities, and threats. Strengths and weaknesses
are internal factors and opportunities and threats are external factors. A SWOT diagram analyzes
a project or business venture by focusing on each of these factors. It typically consists of four
boxes, one for each area, but the exact shape may vary depending on the design.
SWOT diagrams can be especially useful when trying to decide whether or not to embark on a c
ertain venture or strategy by visualizing the pros and cons. By clearly outlining all positives and
negatives of a project, SWOT analysis makes it easier to decide whether or not to move forward.
STRENGTH
i. Good relationship with customers

ii. Good internal communications
iii. High traffic location

iv. Successful marketing strategies
v. Reputation for innovation
vi. adopted latest technology in design.
WEEKNESS
i. Currently struggling to meet deadlines - too much work?

ii. High rental costs
iii. Market research data may be out of date
iv. Cash flow problems
v. Holding too much stock
OPPORTUNITIES
i. Similar products on the market are not as reliable or are more expensive
ii. Loyal customers
iii. Customer demand - have asked sales staff for similar product
THREATS
i. Competitors have a similar product

ii. Competitors have launched a new advertising campaign
iii. Competitor opening shop nearby

CHAPTER-5
ANALYSIS OF FINANCIAL STATEMENT IN BRIEF

ABN INTERIORS
#444/1, Shop No:1, AECS layout, B Block,
9th Cross, Singasandra, Begur, Bangalore-560068
Profit & Loss Account for the period Ended 31-March-2015
(Amount in Rs)
PARTICULARS 31-Mar-15 PARTICULARS 31-Mar-15

To Opening Stock 3,15,481.00 By Sales 63,13,515.88
To Purchases 49,22,162.10 By Closing Stock 3,55,616.00
To Gross Profit C/o 14,31,488.78

TOTAL 66,69,131.88 TOTAL 66,69,131.88

To Bank Charges ABN INTERIOR 2,601.00 By Gross Profit B/d 14,31,488.78
To Depreciation 35,220.00
#444/1, Shop No:1, AECS layout,
B Block,
To Electricity
9th Cross,Charges 5,040.00 By Discount received
Singasandra, Begur, Bangalore-560068 26,595.00
To Intenet Charges 21,020.00 By Misc Income(Amount in 8.22
To Interest On OD
BALANCE SHEET AS ON 31st MARCH 2015 3,933.00 Rs)
LIABILITIESTo Labour Charges
Paid31-Mar-153,00,350.00
ASSETS 31-Mar-15
To Partners Renumeration
6,09,750.00

To Printing &Sch.
Stationery 31,704.00 Sch
Capital account To Rent A 58,950.00
7,31,601.50 Fixed assets C 1,41,245.00
To Repair & Maintanance 6,490.00

To Salary Paid 1,10,000.00
Current
Loans Liability To Net Profit Transferred to Assets
Partners Capital
Bank OD 44,503.00 Closing Stock 3,55,616.00
Account 2,73,034.00
Loan &

TOTAL Advance
14,58,092.00 TOTAL 14,58,092.00
(Asset)
Current Liabilities Rent Advance 50,000.00
Vat Payable 94,885.00 Advance Tax 20,000.00
Sch. Sundry Sch.
Sundry Creditors B 13,47,052.00 Debtors D 15,29,104.00
Cash In Hand 86,683.50
Bank Account 35,393.00
PROFIT AND LOSS
ACCOUNT
TOTAL 22,18,041.50 TOTAL 22,18,041..50

Particulars 31-Mar- Particulars 31-mar-
2014 2014
Opening Stock Sales Accounts 2996375.9
0
Stock Sales 14.5% 2996375.9
0 PRIVATELIMITED
ABN INTERIORS DESIGN
Purchase Accounts 2513588.7 Sales Cst
5 @14.5%
GST Purchase @ Balance
Sales GST
Sheet
18%
1-Apr-2013 to 31-Mar-2014
GST Purchase @ Closing Stock 315481.00
28%
InputLiabilities
CST 2% 31-Mar-2014
Stock Assets 315481.00 31-Mar-2014
Capital Account
Purchase 14.5% 2507485.4 490277.50
Fixed Assets 3311856.9 73612.00
Capital - Nagesh Yadav 5
245138.75 MOTORS 0
BT
Purchase @ 5.5% 6103.30 Gross Profit b/f 798268.15
Capital CST
Purchase - T Babu 245138.75
Indirect Computer & Comuter 37900.00
3032.00
Software
Incomes
Drawings-B T Nagesh Furniture & Fictures 11828.00
Purchase Others Discount 3032.00
Drawing - T Babu
Allowed Plant & Machinery 23884.00
Loans
Gross (Liability)
Profit c/o 798268.15 Current Assets 995352.50
Bank OD A/c 3311856.9 Closing Stock 315481.00
Current Liabilities 0 578687.00 Loans & Advances (Asset) 50000.00
Indirect Expenses
Duties & Taxes 711022.65
60040.00 Sundry Debtors 517079.00
Rates & Taxes
Sundry Creditors 518647.00 Cash-in-hand 87772.50
Bank Charges
Suspense A/c 1728.00 Bank Accounts 25020.00
Delivery Charges
Suspense A/c
Depreciation
Profit & Loss A/c 62183.00
Electricity Charges
Opening Balance 4406.00
Insurance
Current Period 90277.50
Interenet Charges
Less: Transferred 12183.50
90277.50
4G
Total 1068964.50 Total 1068964.50
Interest
Interest on OD
Internet Charges
-3G
Labour Charges 204576.00
Paid
Mis Expenses 33.00
Office Expenses
Partners 360000.00
Renumeration
Printing & 6932.00
RATIO ANALYSIS
Stationery
Rent 47250.00
Repair &1) Return on investement
10535.00 = Net profit

Maintanance _________________
Round Off -3.85
Salary Advance Capital
employed
Salary Paid
Telephone Charges
Transportation 1200.00
Charges
Nett
POSTProfit
GRADUATE DEPARTMENT OF MANAGEMENT 90277.50 STUDIES, BANGALORE
Total 801300.15 Total 801300.15
(2013-2014)
Return on investment = 90277.50
___________
490277.50
=0.18
(2014-2015)
Return on investment = 273034
_________
731601.50
= 0.37
From above ratio in the 2014 return on investment is 0.18 and in the year 2015
Is 0.37 so in the 2015 it as increased
2) Net profit ratio = net profit

__________ * 100
Net sales
( 2013-2014)

Net profit ratio = 90277.50
____________ * 100
2996375.90
= 3.01
(2014-2015)
Net profit ratio = 273034
__________ * 100
6313515.88
= 4.32
Compare to 2014 and 2015 net profit as increased in the year 2015 4.32 and in the
year 2014 is 3.01
3) Current ratio = current asset

_____________
Current liability
(2013-2014)

Current ratio = 995352.50
__________
5786687
= 1.72
(2014-2015)
Current ratio = 355616

________
1441937
= 0.24
In the year 2014 current ratio is 1.72 and in the year 2015 0.24 so in 2014
current ratio as increased
4) Inventory turnover ratio = cost of goods sold

_________________
Average inventory

(2013-2014)
Inventory turnover ratio = 2198108
_________
157741
= 13.93
(2014-2015)
Inventory turnover ratio = 4882027
__________
335549
= 14.5
Stock turnover is increased in the year 2015 14.5 as compared to 2014 13.93

CHAPTER-6
LEARNING EXPERIENCE
The learning experience gained by me during the in plant training was very much practical
oriented. Mostly all the concept theories, which I studied in the class, are applicable practically.
ABN is a well disciplined company possessing a good relationship between the employees.
Many facilities are given to the employees for effective working and proper functioning of their
work. This gave me an exposure into how job satisfaction, employee morale and organizational
environment is vital for the development of positive.
I learnt that the company has an effective human resources department where in the employees
are given excellent packages, incentives
I had a great time working on the project, as it gives insight into the working environment of an
organization. The training has exposed me to many facts of an organization and also helped me
to gain practical knowledge, which will go a long way in the horizon of our career. I became
more aware of the INTERIORS and the role played by ABN INTERIOR DESIGN

IMPROVEMENT OF THE COMPANY
i. Encourage your employees to chat face-to-face

While sending a quick email or chat message to a coworker might seem like a
more efficient way of getting an answer, oftentimes it can have the opposite
effect, as the subsequent back-and-forth can take longer than a quick face-to-face.
“Skype, Google Chat and other online communication tools are always helpful
when trying to shoot over a quick message to your colleagues,” says Miles
Jennings of Recruiter. “However, face-to-face interaction really speeds up the
process of solving a problem, answering a question, or getting something
important clarified.”
How can you make sure your employees balance the two for optimum efficiency?
“Encouraging employees to openly talk with each other when they need to will
create a steady flow of information,” says Miles.
While chat and email have their place, by making sure your employees are
comfortable communicating face-to-face, you’ll keep your business moving
efficiently, and a problem that could have been solved in a five-minute face-to-
face chat won’t end as a 20-message-long email thread.
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ii. Limit interruptions
Staff meeting at 9am, department meeting at 11am, lunch at noon—if your
employees are having trouble completing tasks efficiently, it might be a result of
constant interruptions. “We try to schedule multiple meetings on the same day
rather than scattering them throughout the week, and we block out time on our
calendars for actively working,” says Alexander Moore of Boomerang. Blocking
out chunks of time for uninterrupted work may help your employees focus better,
and work more efficiently as a result.
But, meetings aren’t the only offenders—constant email alerts, chat message pop

ups, and notifications from your in-house project management software can all
serve as distractions that interrupt the flow of work. “In general, it takes about a
minute to resume working effectively after an interruption,” says Alexander. “For
that reason, we use tools like Inbox Pause to reduce email notifications.” There
are plenty of tools and apps to keep your work distraction free, which may help
you work more efficiently.
iii. Hold a daily, 10-minute company meeting
While meetings are generally considered a necessity, they can carry on to the
point where they eat away at the work day. David Ciccarelli of Voices.com
suggests shorter, more efficient meetings, that cover the basics in 10 minutes flat.
“Each day, we gather as a company for a 10-minute meeting called the Daily
Huddle,” he says. “The meeting serves as a firehose of information that keeps
everyone in the loop, including a roundup of our key performance indicators, the
celebration of accomplishments, and the identification of opportunities to
improve.”
Not only is it a good way to keep all employees up to speed on any new
developments within the company, keeping meetings short and sweet forces a
iv. Zstreamlined meeting process, and reduces time wasted. “This process keeps us
running efficiently, as unnecessary meetings are eliminated,” says David.
v. “Single-task” to get more done
We all think that we’re excellent multitaskers; I currently have 11 tabs open on
my laptop—and that’s a conservative number compared with some days.
However, it’s thought that while people can potentially multitask, they’re not
necessarily being more productive. So, here’s where the idea of “single-tasking”
(or focusing on one task only until completion) comes into play.
“Our entire company is currently working on upping our ‘single-tasking’ game
and not moving on to the next project until the current one is complete,” says
Laura Roeder of Meet Edgar.
She goes on to explain: “‘Single-tasking’ allows you to get more done quickly by
not letting projects rot on the vine when they’re almost complete. It’s easy to

falsely feel productive when you have 10 projects going on, but nothing actually
getting out into the world.”
Focusing on “single-tasking” until a project is complete helps you actually
execute, rather than chipping away at so many different projects that nothing ever
gets finished.
vi. Discourage “Got a minute?” meetings
“One of the most common and inefficient uses of time and energy are frequent
‘got a minute?’ meetings,” says Kristopher Jones of LSEO. “These
meetings are the ones that are unscheduled and typically distract from productivity.”
Why are these meetings bad for office efficiency? “The reality is that almost nothing
important can be accomplished in one minute, which means one minute turns into 15
minutes or longer and ends up being a terribly inefficient management of time,” says
Kristopher.
Instead, try to schedule quick meetings with a designated time span, and stick to the
topic you need to discuss. Even a simple email asking, “Can we meet for 10 minutes
at 3pm to discuss the completion of project X?” accomplishes the goals of keeping
the meeting short, scheduled, and face-to-face.

SUGGESTIONS OF THE COMPANY
1 – Communicate clear goals and expectations to your employees
The majority of employees want to be a part of a compelling future, want to know what is
most important at work and what excellence looks like. For targets to be meaningful and
effective in motivating employees, they must be tied to larger organizational ambitions .
2 – Share information and numbers
Let them in on what is going on within the company as well as how their jobs contribute to
the big picture. When you keep you employees informed they tend to feel a greater sense of
worth. Keep communication hopeful and truthful – do not be afraid to share bad news,
instead be more strategic about how you deliver it.Improve performance through
transparency – By sharing numbers with employees, you can increase employees’ sense of
ownership.
3 – Encourage open communication
You can get insight into what things are important to the employee by using surveys,
suggestion boxes and team meetings. Be open-minded and encourage them to express their
ideas and perspectives without criticism. This means putting into practice everything you
have learned about effective listening. Address their concerns in the best way you can.
4– Not communicating or communicating late can damage engagement
Hearing about an important update from media, colleagues or family and friends can have a
negative impact on employee engagement. Ensure employees hear these messages from the
business as soon as possible.
5 – Actively promote organizational effectiveness, reputation, values and ethics

Actively promote organizational effectiveness, reputation, values and ethics – Employees
want to feel good about their leaders, where they work, the products they sell and the
reputation of their company.
6 – Culture
Encourage employees to find a personal fit with the company culture .
7 – Let staff tell their own stories
Encourage them to tell their own stories about what they are doing to support company
strategies or embody organizational values.
8 – Trust
Employees need to trust each other as well as their leadership. Employees are constantly
watching leadership to see how their decisions affect the strategic direction of the
organization and if their behaviors reflect what they say.
9 – Build engagement
Show that you’re genuinely concerned about employees’ opinions and use social media as a
communications tool to build engagement.
10 – Encourage innovation
Engaged employees are innovative. They’re always looking for a better way.

CONCLUSIONS:
It was a wonderful and learning experience for me while working on this project.this project took
me through the various phase of project development and gave me real nsight into the world of
interior design .The joy of working and thrill involved while tackling the various problem and
challenges gave me a feel of developers industry
It was due to this project I came to know how professional it will be designed
I enjoyed each and every bit of work I had put into this project

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CHAPTER -1

An internship with a company, which is well established, is a brilliant source of knowledge.

POST GRADUATE DEPARTMENT OF MANAGEMENT STUDIES, BANGALORE

In the mid-to-late 19th century, interior design services expanded greatly, as

POST GRADUATE DEPARTMENT OF MANAGEMENT STUDIES, BANGALORE

customized, elegant and durable products.

just get in touch and experience the difference for yourself.

everything close at hand, just the way you'd like it.

SCOPE OF ABN INTERIORS

POST GRADUATE DEPARTMENT OF MANAGEMENT STUDIES, BANGALORE

ii. Integrating findings with knowledge of interior design

iii. economic trends as well as legal and regulatory requirements.

Design layout Electrical

Consultation Advance technique

Cost estimation Design &quotation installation

POST GRADUATE DEPARTMENT OF MANAGEMENT STUDIES, BANGALORE

POST GRADUATE DEPARTMENT OF MANAGEMENT STUDIES, BANGALORE

POST GRADUATE DEPARTMENT OF MANAGEMENT STUDIES, BANGALORE

ALTENDORF MACHINE F45S:

POST GRADUATE DEPARTMENT OF MANAGEMENT STUDIES, BANGALORE

HOM AG NB - 65 DRILLING M ACHINE:

POST GRADUATE DEPARTMENT OF MANAGEMENT STUDIES, BANGALORE

Company Name : ABN INTERIORS

Company Status : Active.

Company Subcategory : Non Government Company.

Class of company : Private.

year of incorporation : 2013

Industry : Modular Rooms, Kitchen and cupboards

Website : www. abninteriors.in

VISION MISSION & QUALITY POLICY

POST GRADUATE DEPARTMENT OF MANAGEMENT STUDIES, BANGALORE

• Offering high-tech services

CARPENTER ABN INTERIOR

Options limited number of design like Sleek, The Kitchen

options. An ordinary dabba Specialist,

drawer, a cutlery drawer and give you numerous options for

a normal thali drawer, that’s it! smart and effective usage of

your kitchen space. Wall

hangings, rotating tall units,

POST GRADUATE DEPARTMENT OF MANAGEMENT STUDIES, BANGALORE

Optimum space ------------------------ Innovative tall kitchen units

Management can store all your food

in a small 2ft x 2ft space.

Corner units transform your

corner space into the most

useful one. Innovations like

can only be found in a

uneven finish of a carpenter modular kitchen paralled

irritation that can affect fitted ABN Modular Kitchen,

your work as well. Getting all it

your meals too becomes a takes is a couple of days for

problem. installation. No mess, no dust,

POST GRADUATE DEPARTMENT OF MANAGEMENT STUDIES, BANGALORE

noise. It’s easy and hassle free.

Service kitchen, there is no guarantee companies like ABN, The

replacement or regular service Specialist, you will not only get

easy replacements but also a