A STUDY ON IMPACT OF INTRA ORGANIZATIONAL

RELATIONSHIP ON ORGANIZATIONAL EFFECTIVENESS OF

VKC COMPANY

1
 CHAPTER

1.1 INTRODUCTION

People in organisations join groups because they have learnt to fulfil their needs more
effectively in groups rather than as individuals. More specifically, they organise themselves to
attain division of labour and specialization of efforts because it leads to enhanced proficiency
which, in turn, results in greater productivity than what individual effort can ever provide.

Thus, an organisation is a means to achieve mutual goals more effectively. Explicitly, it

is a social system and if an individual intends either to work in it or to manage it, he must
understand its basic operations and principles. Organisation is a system consisting of social,
technical and economic elements and purports to coordinate human and material resources to
attain multiple objectives.

These may include:

 To make profit,
 To provide good products and good services,
 To go ahead in competition,
 To provide for the welfare of employees
 To grow, and
 To be efficient.

This system converts numerous inputs into several outputs that become products and
services for the society. However, it is a very complex social system which defies understanding.
Human behaviour in organisations further complicates the issue because it stems from deep-
rooted needs and ambiguous values of people who are different from each other in numerous
ways.

At the outset, it may be pointed out that although application of behavioral science to the
study of human behavior in organisations has immense possibilities, we should not have any
misconceptions about it. There is no magic in behavioral science which can solve all the
problems faced by humans at work, as is thought sometimes in over enthusiasm.

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 All that it can do is to enhance the understanding of human relations skills (i.e., the ability to
work with others and to build a cooperative effort with them) with a view to get things done
more effectively.

Human relations broadly implies the interactions and cooperation of people in groups which
operate in different fields such as business, schools, clubs, homes and the government. However,
in industrial and business settings the term „Human relations‟ has a different connotation
altogether for persons in managerial positions.

In this context, it means the integration of people into a work situation which motivates them
to work together effectively, providing them social, psychological and economic satisfaction

. Defined this way, observes Davis, “Human relations are motivating people in organisational
settings to develop teamwork which accomplishes individual as well as organisational goals
effectively.” „Human relations‟ can be broadly applied to society as well as to organisations; it
would be plausible to employ a more concise term for the field it embraces in organisations.
„Organisational behaviour‟ is the term which has been used in this respect because it focuses
precisely on organisational settings. In fact, both organisational behaviour and human relations in
organisations deal with the same theme but recent usage makes it imperative to differentiate
between these two terms and thus justify their continued use. Work relationships are those
involving contacts with people in the working environment. People fail on the job daily because
they cannot deal satisfactorily with its social and human conditions. Many people who get fired
from are no doubt, fired because they cannot get along with other.

The application of psychology in industry involves 4 kinds of inter-personal relationships.

 Relation between the worker and his work

 Relation between the worker and his boss.
 Relation between the worker and his fellow workers.
 Relation between the worker and management

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1.2 STATEMENT OF PROBLEM
Employees’ relationship plays very important role in every organisation. Good intra relationships
help to success of the organisation. Unless an employee has poor relationship if always a
possibility of employee disharmony and also affect smooth running of the company

1.3 OBJECTIVES OF THE STUDY

Primary Objective

 To find Impact of Intra organizational relationship on organizational effectiveness

of VKC company

Secondary Objective
 To know the level of communication among employees within organization.
 To know the effectiveness of interpersonal relationship among the employees in the
organization.
 To validate the relevance of organization relationship on organization effectiveness
 To identify the extent of participation and involvement of employees in the organization.

1.4 IMPORTANCE OF STUDY

The research work is undertaken to find the importance of intra organisational

relationship in the company and its relevance on organisational effectiveness. The article
emphasizes the collaborative workforce within a single organisation. The main objective of the
study is to assess the level of Communication, Participation, Relationship and Motivation for the
employees to what extent influences the effectiveness of the organisation. Simple Random
Sampling method is adopted with 100 employees from various manufacturing companies,
Coimbatore.

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1.5 SCOPE OF THE STUDY

 The study "Employee job satisfaction measures provided by VKC COMPANY has
thrown light to the welfare measures of employee who marks in the organization.
 This study wills help the top management to improve their Organization Culture
measures in favorable for employees of VKC COMPANY.
 The Study covers the whole organization is taken into consideration and the survey is
conducted among the workers through the Questionnaire and also present study is
restricted and data is analyzed based on the information provided by employees.

1.6 RESEARCH METHODOLOGY

Research methodology is the specific procedures or techniques used to identify,

select, process, and analyze information about a topic. In a research paper, the
methodology section allows the reader to critically evaluate a study's overall validity
and reliability.
1.6.A RESEARCH DESIGN:-
Fundamental to the success of any research project is a sound research design. In this
project descriptive type of research design is used.
1.6.B SAMPLE DESIGN:-
Simple random sampling method is used for this study .
1.6. C SOURCES OF DATA
The data collection method is an integral part of research design. The data was
collected with the help of questionnaire and interview with the workers in VKC.
The study is based on both primary and secondary data.
 PRIMARY DATA
It is the data used in research originally obtained through the direct efforts of
the researcher through surveys, interviews and direct observation. Primary data is
more costly to obtain than secondary data, which is obtained through published sources,

5
but it is also more current and more relevant to the research project .Primary data are
collected from questionnaire, interview and survey.
 2. SECONDARY DATA
Secondary data is the data that have been already collected by and readily
available from other sources. Such data are cheaper and more quickly
obtainable .secondary data are collected from company broachers, annual publications,
websites, registers and journal.
1.5.4 SAMPLE DESIGN
A sample design is a definite working plan for obtaining a sample from a given
population. It refers to the technique or the procedure the researcher would adopt in
selecting items for samples. As the customers for the study are from different parts of the
districts, We had to do convenience sampling. For the study I contacted fifty workers
from non random sample and collected information from them using questionnaire,
which are directly filled and mailed by the customers. Therefore the data is mainly
composed of primary nature.
1. Population
Population of the study 100
2. Sample Size
Sample size refers to the number of items or respondents include in the sample.
The sample used for the study is the workers of VKC Sample size is 50.
3. Sampling Technique
Random sampling method is the sampling technique used for the study.
1.6.D TOOLS USED FOR THE STUDY

 Tools for data collection

Primary data : Questionnaire is the tool used for collecting primary data.

Secondary data: Books, website, Journals, company records are the tools
used for collecting secondary data.

 Tools for data analysis

Percentage analysis

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  Tools for Presentation
Tables and Graphs
1.6 PERIOD OF THE STUDY

The period of study is 21 days starting from ……………………

1.7 LIMITATIONS OF THE STUDY

1. There may be personal bias of the respondents, which affect the results of the study.
2. The sample size was limited to 100.
3. The attitude of the worker changes from time to time. Hence the result of the research
may be applicable only at present.
4. The researcher may not get exact information because some of the employees are
reluctant to share the information.

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 CHAPTER II

REVIEW OF LITERATURE

AND

THEORETICAL FRAMEWORK

8
 REVIEW OF LITERATURE

1. Creed and Miles (1996) the author says the intra organisational relationship is the
members of a team who have high trust levels would more likely to exhibit strong trust
for the other team members. The trust level of individuals in a team is based on the trust
levels that the individual himself bring with him to a team.
2. Anto.A.Bethin, (2003) says, the intra organisational relationship is that person‟s
propensity to trust is a usually a predisposition or personality trait that develops in
varying degrees depending on a person's personal experiences with significant others,
particularly during their early socialization Srinivasan V E (2005) states “Any
organisation‟s activities can‟t live without relationship with the surrounding
environment. Its survival and performance depend on the relationships with other
employees”. So modern enterprises attach more and more3 importance to the intra
organisational relationships, and the management. Recognizing, analyzing and promoting
the intra organisational relationships are prerequisite and key for enterprises to gain the
knowledge, resources and continuous competitive advantages they needed.
3. Renuha R (1997), says “The role of the employee organisation relationship as a
determinant of organisational citizenship behaviors. In particular the researcher
investigate the relationship between employee perception of organisational support and
their performance of organisational citizenship behaviors. The organisation expect
employees to be more inclined to perform organisational citizenship behaviors when they
feel that they have the support of their organisation.
4. Mira Singh and Pestonjee (1990), hypothesized that Job Satisfaction is influenced by
the levels of Occupation, Job involvement and Participation. The sample for the study
consisted of 250 officers and 250 clerical cadres belonging to a Nationalised bank in
Western India. The study confirmed the hypothesis and it was found that Job Satisfaction
of the Bank employees was positively affected by the Occupational level, Job
involvement and participation.
5. Balgir (1991) attempted to understand hygiene-motivational factors as postulated by
Hergeberg based on their need priorities that dominate the minds of Indian Managers

9
 while continuing service in their respective Organisations. The results revealed that Job
Satisfaction, Salary, Job Security, better chances of promotion, happy Personal life, high
Position and friendly social circle are some of the motivating factors in that order which
strongly influence Indian Mangers.
6. Mathew (1991) tested the relationship between Satisfaction and Organisational
commitment with a Non-recursive model that permitted the simultaneous examination of
the influence of satisfaction on commitment and the influence of commitment on
satisfaction. The study highlighted that the two variables were reciprocally related but
that the influence of satisfaction on commitment was stronger.
7. Mehra and Mishra4 (1991) in their study explored the potential moderator effect of
mental health on the Intrinsic Job Satisfaction-Occupational stress relationship. The study
was conducted on 250 blue collar industrial workers of UPTRON India Ltd. The findings
of the study showed that mental health has a moderating effect on the Intrinsic Job
Satisfaction-Occupational stress relationship.
8. Dhar and Jain5 (1992) carried out an investigation amongst academicians. The
investigation explored the nature of relationship between Job Satisfaction, Job
Involvement, Age and Length of service. An important finding of the study was that Job
Involvement and Job Satisfaction are positive correlates which imply that involvement in
Job increases Job Satisfaction and vice-versa.
9. Syeed (1992), made an endeavour to determine the relationship between employee Job
Satisfaction and Organisational effectiveness. The sample for the study consisted of 44
supervisors of a public sector undertaking which was randomly drawn from a single unit
of the Company. The main objective of the study was to relate satisfaction with
Organisational effectiveness along with personal attributes such as age, education, pay,
length of service etc. the study revealed that Job satisfaction facets had more explanatory
power than the personal attributes of respondents. It was clear from the study that the
Organisation through its human resource development policies and practices created
better environment for employees, resulting in greater satisfaction which in turn enhanced
Organisational effectiveness.
10. Rama Devi(1997) conducted a study on faculty Job Satisfaction and their views on
management of the two universities in Andhra Pradesh. The sample consisting of 200

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 teaching faculty and 100 members were selected randomly from each university and the
attempt was made to measure Job Satisfaction of the faculty in universities of Andhra
Pradesh. The study found that the factors such as freedom in job, scope for self-
improvement, income and job security were causing satisfaction while bureaucratic rules,
no recognition for work and routine work were causing dissatisfaction to them.
11. Sarri and Judges’ (2004), article provided greater understanding of the research on
employee’s attitudes and Job Satisfaction. The article identified three gaps between
Human resource practice and the scientific research in the area of employee attitudes in
general and the most focal employee attitude in particular –Job satisfaction: the causes of
employee attitudes, the result of positive or negative job satisfaction and how to measure
and influence employee attitudes. Suggestions for practitioners are provided on how to
close the gaps in knowledge and for evaluating implemented practices.
12. Worrell (2004) examined and described the levels of Job Satisfaction and relationship
between the variables in a national sample of school psychologists belonging to the
National Association of School Psychologists (NASP). Data were collected through
mailed survey packets including a data form including Minnesota Satisfaction
Questionnaire. full time practitioners responded. Result indicated that 90% of school
psychologists were satisfied or very satisfied with their jobs. The findings showed a
gradual increase in overall satisfaction when compared to 1982 and 1992 that reported
being satisfied or very satisfied with their jobs. Participants in the current sample were
more satisfied with their job security, independence and creativity.
13. Santhapparaj(2005) studied the Job Satisfaction of the women managers working in
automobile Manufacturing Industry in Malaysia. It was based on primary survey from
200 women managers. The study investigated the relationship between specific aspects of
Job Satisfaction and the personal characteristics of women managers. It was also aimed to
retest the Herzberg’s Two-Factors theory. The correlation analysis showed that there was
a significant negative correlation between education level and pay, promotion people on
present job and job in general. The percentage of overall satisfaction was 75.59%. The
results did not support the Hezberg’s theory and concluded that no separate and distinct
factors lead to job satisfaction or dissatisfaction, but if they were together contributed to
job satisfaction or dissatisfaction. The study reveals that there was a need for change in

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 the Organisational culture and the management should create the environment for social
and organisational network. The factor which was relatively less satisfied was the pay
and this can be improved only through dialogue which involve cost to the organisation
and the less level of satisfaction on present job could be easily improved by job rotation,
providing challenging job and so on.
14. Santhapparaj, et.al. (2005) were assessed the job satisfaction of the women managers
working in automobile industry in Malaysia based on primary survey from 200 woman
managers. The result showed that female managers were generally satisfied with their
job. Highest level of satisfaction occurs in the areas of supervision, job in general, and
present job and present pay. However, relatively more number of women managers was
dissatisfied with their co-workers, pay and present job. The correlation analysis showed
that there was a significant negative correlation between age, education and various job
factors that determine the job satisfaction.
15. Rajesh (2007) studied the Quality of Work life and Job satisfaction in 10 IT Companies
professionals from 3 cities i.e. Hyderabad, Bangalore and Chennai. The objectives of the
study were to explore the levels of Job Satisfaction and relationship between
demographic characteristics and satisfaction, to find differences exists between
demographic characteristics with overall Job Satisfaction, to identify specific Indicators
that causes dissatisfaction and to examine the hierarchy of needs among IT Professionals.
The questionnaire was administered to collect primary data. The study revealed that
higher income groups and higher experienced were the most dissatisfied with Job
Security. It was also showed that the most satisfied employees in IT Industry were of
Hyderabad, followed by Chennai and Bangalore respectively.

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 CHAPTER III

INDUSTRY PROFILE

AND

COMPANY PROFILE

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INDUSTRY PROFILE:
HISTORY OF FOOTWEAR:
Spanish cave drawings from more than 15000 years ago show humans with animal skins
or furs wrapped around their feet. The body of a well preserved “ice-man” nearly 5000 years old
wears leather foot stuffed with straw. Shoes, in some form or another, have been around for a
very long time. The evolution of foot coverings, from the sandal to present-day athletic shoes
that are marvels of engineering, continues even today as we find new materials with which to
cover our feet.
We are, in fact still wearing sandals- the oldest crafted foot covering known to us.
Moccasins are still readily available in the form of the loafer. In fact, many of the shoes we wear
today can be traced back to another era. The Cuban heel may have been named for the dance
craze of the 1920s, but the shape can be seen long before that time. Soles, which are one of the
most recognizable features of footwear in the 1970s and 1990s, were handed down to us from
16th century choppiness. Then, high soles were a necessity to keep the feet off of the dirty streets.
Today they are worn strictly for fashion’s sake.
If one can deduce that basic shoe shapes have evolved only so much, it is necessary to
discover why this has happened. It is surely not due to a lack of imagination- the colors and
materials of shoes today demonstrate that. Looking at shoes from different parts of the world,
one can see undeniable similarities. While the venetians were wearing the choppiness, the
Japanese balanced on high-soled wooden shoes called get. Though the shape is slightly different,
the idea remains the same. The venetians had no contacts with the Japanese, so it is not a case of
imitation. Even the mystical Chinese practice of foot binding has been copied in our culture.
Some European women and men of the past bound their feet with tape and squashed them into
too-tight shoes. In fact, a survey from the early 1990s reported that 88% of American wear shoes
that are too small!
As one examines footwear history, both in the west and in other parts of the world, the
similarities are apparent. Though the shoemakers of the past never would have thought to pair a
sandal with a platform sole, our shoe fashions of today are, for the most part, modernized
adaptations of past styles.

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PERFORMANCE OF INDIAN FOOTWEAR INDUSTRY
The foot wear industry is a significant segment of the leather industry in India. India ranks
second among the footwear producing countries next to the China.
In 1999, the global import of footwear in terms of value was around US$43278 million
accounting a share of 63.42% in the total global import of leather and leather products out of this
import of leather footwear alone accounted for us$26379 million and non leather foot wear
US$16899million.
India’s exports of leather footwear touched US$331 million in 1999-2000, recording an
increase of 3.29% over the preceding year. India thus holds a share of 1.25% in the global import
of leather footwear. The major markets were the UK, USA, France, Italy, Russia, etc.
In 1999-2000, export of leather footwear from India contributes 21% share of its total export
of leather and its products. Nearly 33 million pairs of various types of leather footwear were
exported during the year. It includes dress shoes, casuals, sport shoes, etc.

INDIAN FOOTWEAR COMPONENTS INDUSTRY

The footwear component industry is a segment of leather industry in India. The
footwear components which are exported from India are leather shoe upper and leather unit
soles. The estimated annual production capacity of leather shoe upper’s is 112 million pairs. The
major production centers are Chennai, Ranipet, Agra, Tamilnadu, etc.
The component industry has enormous opportunities for growth to cater to increasing
production of footwear of various type, both for export and domestic market.
Nearly 75% of total export of footwear component is from the southern region followed by
northern region with a share of 13%.
Nearly 83% of the India’s export of footwear component is from the UK, Germany, Italy,
USA, France and Portugal.

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COMPANY PROFILE.

a. Background and inception of the company:

Name of the company : VKC GROUP OF COMPANY

Constitution : small scale industry
Date of establishment : 1984
Sales head quarters : Calicut
Incorporation : 1984
Contacts phone no : 0495-2442225
Authorized capital : Rs.40 lakh
Land and building : 4.5 acres and 1.75 acres
Financial year turnover : Rs.700 million

“VKC group of companies are the leading footwear manufacture especially in southern
region of India. The group established on (August17) 1984 with a nominal capital and few
employees. In 1984 the founder of the group Mr. V.K.C. Mammed Koya started a Hawai Sheet
manufacturing unit with his two brothers. Later on Hawai straps were also inducted to the
production line and in 1986 VKC group launched the first product with its own brand name in
the market viz. VKC Hawai with an initial production of 600 pairs per day. By 1989 the
production increased to 5000 pairs a day and by 1996 it jumped to 17000 pairs.

In between the founder initiated the floating of the first RPVC footwear manufacturing
unit in the Malabar Area of Kerala state with few of his friends. This product also got very good
acceptance in the market. The success of the first unit and the RPVC unit gave a signal to the
business community and the vast potential was seen by the various industrialists. This resulted in
a rapid change in the footwear industry itself. Within a few years the number of Rubber and
RPVC unit grew to more than 80 in this area.

In 1994 the group ventured the first unit in Kerala to manufacture footwear from virgin
PVC. This resulted in a big change and the multinational brands felt competitions from the local
brands. In 1998 the group started the first Micro Cellular PVC footwear in Kerala with imported

16
plant and machinery. “Quality at low price” made the VKC groups products popular in the
market day by day. It also expanded its market to other southern states.

In 2001 the group started the first Air Injected PVC DIP footwear manufacturing unit
in the South India. In 2003 the group ventured the first Injected EVA manufacturing unit in
South –Central India. In 2006 the group started backward integration to produce EVA compound
for Injection and started the first EVA compounding plant in the South –Central India. The unit
went in 2007 the group started manufacturing of PU DIP footwear.

During this period new bloods with technical, commercial and practical knowledge
were inducted and now the group consists of 20 working Directors and 60 share holders spread
over 19 various units. And have annual group turnover of Rs.700 million. More than 1000
employees are working in these units.

The company had achieved a prominent position in the footwear market of India. The
main markets, which are concentrated by the company, are Kerala, Tamilnadu and
Karnataka.The good quality and variety in models of VKC products help the companies to face
the market competition. The company has been able to maintain the quality of the products by
adopting foreign technologies. The group is now looking for further avenues in the field of
footwear to stretch their hands.
The Head Quarter of VKC group is in CALICUT .And the main plants of VKC group
of companies are situated in Kerala and Tamilnadu. The following are the associate companies
of VKC group.
1. M/s. VEEKESY RUBBER INDUSTRIES PVT.LTD.
2. M/s. VEEKESY ELASTOMERS PVT.LTD.
3. M/s. VEEKESY POLYMERS PVT.LTD.
4. M/s. SANDLON TECHNOLOGIES PVT.LTD.
5. M/s. FORTUNE ELASTOMERS PVT.LTD.
6. M/s. CALTECH POLYMERS PVT.LTD.
7. M/s. EMERALD PLASTOMERS PVT.LTD
8. M/s. SLIPONS INDIA PVT.LTD

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 9. M/s. DIADORA SHOES PVTLTD.
10. M/s. DIMESCO FOOTCARE INDIA PVT LTD.
11. M/s. VEEKESY PLASTOMERS (INDIA) PVT.LTD.
12. M/s. KOVAI FOOTWEARS PVT.LTD.
13. M/s. FERRARI SHOES (INDIA) PVT.LTD
14. M/s. VEEKESY FOOTCARE (INDIA) PVT. LTD
15. M/s. FERRERO VINYL TECHNOLOGIES PVT.LTD
16. M/s. MORBIDO VINYL PVT.LTD.
17. M/s. SMARTAK FOOTCARE PVT. LTD.
18. M/s. VEEKESY SANDALS (INDIA) PVT. LTD.

VEEKESY RUBBER INDUSTRY PVT.LTD

Veekesy rubber industry pvt ltd is the registered private limited company situated
at Kolathara in Kozhikode district. The objective of the company is to manufacture the high
quality footwear. It got its certificate of registration on 1-1-. 1984 The installed production
capacity at the initial period is 21, 60, 000 pairs.
All affairs and day-to-day business administration of the firm is vested in the hands
of Boards of Director. They are in charge of various activities like Production, Finance &
Marketing. The board is assisted by qualified administrative staffs.
Veekesy rubber industry private limited is a leading rubber manufacturer in south
India. The company’s mission is to maintain and achieve customer satisfaction through
providing quality products at reasonable price. In order to satisfy customer needs first the
company is providing footwear which offers better style, comfort, elegance, finish, colors and
durability.
The product “VKC” has a high brand value in the minds of the peoples of Kerala
because of the quality and the affordable price of the product. The management gives high
priority to the quality of the product. The company assures the quality of the product through the
continuous quality checking in each and every stages of the production process.

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 Veekesy rubber industry private limited synonymous with quality footwear is today
busy stepping from a splendid present into a glorious future, it is energetically in the move to
scale never heights in footwear designing and manufacturing.

b.Nature of business
The business carried by VKC is production of footwear. VKC mainly manufacturing high
quality footwear as per the requirement of customers. The company faces many competitors
for the kind of manufacturing. “Consistent quality at affordable price” made the VKC group
products popular in the market day by day. The success in Kerala market gave morale boost to
the group to market their product in the other southern states.

c.Vision, mission and quality policy

Vision:
Mission:
 To achieve international levels of excellence in technology and quality.
 To maintain and achive customer satisfaction through providing quality products
at reasonable price.
 To continuously grow in our business and became a significant player in the
world market.

Quality policy:

In order to satisfy customer needs first the company is providing footwear which offer
better style, comfort, elegance, finish, colors and durability. Quality performance demonstrated is
the result of optimization of design, effective process control in manufacturing together with
testing and approval process in the environment of Quality management system.

d.Product profile:

VKC Rubber industry pvt.ltd producing high quality plastic footwear from 100% virgin
rubbers. The company’s VKC Rubber industry pvt.ltd is producing high quality plastic footwear
19
from quality plastic footwear from 100% virgin micro cellular rubbers. The company’s
manufacturing facilities includes modern equipment and machineries imported from Taiwan,
first of its kind in south including rotary injection modeling machines for improved product
quality. The company has to face stiff competition as there is lots of plastic footwear
manufacturing in Kerala.

e.Area of operation:

Veekesy Rubber industry pvt ltd has operating the business in south India and it has a
long tradition of maintaining the highest quality standards, right from the selection of raw
materials to processing and packaging of the end product

f.Ownership pattern:
Veekesy Rubber industry pvt ltd is a private limited company.

g.Competitors’ information:

 Paragon Rubber Industries BANGALORE, India

 Haritha Hawai Kerala, India
 Odessey rubber industries, kerala
 Hawalker rubber industries, kerala
 Witco India ltd karalla,
h.Infrastructural facilities

a. Security checks:
Any material official/otherwise that is being brought in taken must have appropriate
documentation. Regular security checks are conducted to prevent unauthorized material leaving
entering the organization. Employees required to leave the factory on official/personal work
during working hours are to be submit an authorized gate pass to the security.
b. Medical facilities:

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 The medical centre is staffed by a resident Doctor and trained attendants and
supported by efficient Ambulance service.
C.Canteen Facilities
Vkc has got a good canteen facility for the employees at project area also.

i.Achievement/ award
Work flow mode:
Process flow diagram for manufacturing of Hawai sheets, chappals and straps.

Raw Materials

Mixing with Chemicals in mixing mill

Keep for Maturation

Mixing in mixing mill with blowing agent & Vulcanizing Agent

Vulcanization in Hydraulic Press

Hawai sheets & straps

Cutting & Drilling

Assembling & Packing

Hawai Sheets Hawai Chappals Hawai Straps

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ORGANISATIONAL STRUCTURE

CHAIRMAN

BOARD OF DIRECTORS

MANAGING DIRECTORS

EXICUTIVE DIRECTOR

PURCHASE PRODUCTION FINANCE HUMAN MARKETING

DEPARTMENT DEPARTMENT DEPARTMENT RESOURCE DEPARTMENT
DEPARTMENT

SUPERVISOR ACCOUNTANT OFFICE ASSISTANT

Channel of Sales Promotion Advertisement Market

Distribution Research

Skilled Semi Skilled Un Skilled

Labours Labours Labours

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