Organizational Study at Birdy Exports PVT LTD

“ORGANIZATIONAL STUDY AT BIRDY EXPORTS
PVT LTD”
Project Report Submitted in Partial fulfilment of the requirement for

the award of Degree of
BACHELOR OF BUSINESS ADMINISTRATION (BBA)
Submitted by
AIMAN ASHFAQ
Reg. No: 19CBBAD007
Under the guidance of
MISS ANJANA KENATH
SCHOOL OF MANAGEMENT
CMR UNIVERSITY
APRIL 2022
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DECLARATION BY THE STUDENT
I Aiman Ashfaq bearing Reg. No 19CBBAD007 hereby declare that this project report
entitled “ ORGANIZATIONAL STUDY AT BIRDY EXPORTS PVT LTD “ has been
prepared by me towards the partial fulfilment of the requirement for the award of the
Bachelor of Business Administration (BBA) Degree under the guidance of Miss Anjana
Kenath
I also declare that this project report is my original work and has not been previously
submitted for the award of any Degree, Diploma, Fellowship, or other similar titles.
Signature
Aiman Ashfaq
Reg. No: 19CBBAD007
Place: Bangalore
Date: 29 - April - 2022
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CERTIFICATE
Certified that this project report title “ ORGANIZATIONAL STUDY AT BIRDY EXPORTS
PVT LTD ” is the bonafide work of “ Aiman Ashfaq ” who carried out the project work under
my supervision in the partial fulfillment of the requirements for the award of the BBA degree.
SIGNATURE
Miss Anjana Kenath
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Acknowledgement
First and above all I thank Almighty God, the source of life and knowledge.
I express my sincere thanks to my faculty guide Miss Anjana Kenath who gave me an
opportunity to do this project Report.
I extend my fullest gratitude to my faculty guide Miss Anjana Kenath CMR University for
her valuable guidance, cooperation and inspiration with which I was able to complete this
report.
I would like to thank my parents, friends and also those who helped me and cooperated with
me for the completion of the report.
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Abstract
Abstract of the project
The aim of this study on BIRDY EXPORTS PRIVATE LIMITED. It is a 24.3 Years old
company, incorporated on 15 Jan 1998. It is classified as Private UnListed Indian Non-
Government Company. Its authorized share capital is ₹1,10,00,000.00 ( ₹1.10 Cr ) and its
paid up capital is ₹80,01,000.00 ( ₹80.01 Lakhs ). As per MCA the main line of business is
Manufacture Of Wearing Apparel; Dressing And Dyeing Of FUR. BIRDY EXPORTS
PRIVATE LIMITED's Annual General Meeting (AGM) was last held on 30 Nov 2021 and as
per records from Ministry of Corporate Affairs (MCA), its balance sheet was last filed on 31
Mar 2021. BIRDY EXPORTS PRIVATE LIMITED's unique Corporate Identification
Number (CIN) is U18101KA1998PTC023270 and its registration number is 23270.
Birdy Exports Private Limited's operating revenues range is INR 1 cr - 100 cr for the
financial year ending on 31 March, 2019. It's EBITDA has increased by 159.44 % over the
previous year. At the same time, it's book networth has increased by 38.64 %. Other
performance and liquidity ratios are available here.
Description: The company is a manufacturer, exporter of textile & knitted garments such as
men plain t shirts, kids t shirts & ladies t-shirts.
Products & Services: Men Plain T Shirts, Kids T Shirts, Ladies T Shirts, Men Printed T
Shirts.
Category: Exporter
The current status of Birdy Exports Private Limited is - Active.
The last reported AGM (Annual General Meeting) of Birdy Exports Private Limited, per our
records, was held on 30 November, 2021. Also, as per our records, its last balance sheet was
prepared for the period ending on 31 March, 2021.
Birdy Exports Private Limited has two directors - Denis Marie Joseph Germain and Florence
Nicole Xaviere Marie.
We have also covered the company’s profile, organisational structure, Departmental study,
Hierechy, R &D, production activities, Swot Analysis and Mc Kinsey’s 7S model.
The implementation on this finding is that marketers should constantly study on Birdy
exports pvt ltd behavioural patterns of their clients before making plans to manufacture any
garments, sold to consumers as factors explode in this study indicate that they are strongly
covering all areas related to HR including human resources, employee assistanace and
organizational behaviour
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Table of Contents
SL.NO PARTICULARS PAGE NO.
1. CHAPTER - 1 7 - 16
INTRODUCTION
2. CHAPTER - 2 17 - 31
LITERATURE REVIEW
3. CHAPTER - 3 32 - 33
RESEARCH METHODOLOGY
4. CHAPTER - 4 34 - 56
DETAILED STUDY ON THE COMPANY
5. CHAPTER - 5 57 - 61
SWOT ANALYSIS , FINDINGS AND RECOMMENDATION
6. CHAPTER - 6 62 - 64
LEARNING EXPERIENCE AND CONCLUSION
BIBLOGRAPHY 65 - 66
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CHAPTER - 01
INTRODUCTION
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Human resources (HR) is the department within a business that is responsible for all things
worker-related. That includes recruiting, vetting, selecting, hiring, onboarding, training,
promoting, paying, and firing employees and independent contractors. HR is also the
department that stays on top of new legislation guiding how workers need to be treated
during the hiring, working, and firing process.
HR is considered by many business strategists to be the most important of all company

resources. That’s because employees can gain new skills, thereby increasing the size of a
company’s competitive advantage over time. Other resources simply don’t have that capacity.
Human resources is the set of people who make up the workforce of an organization, business
sector, industry, or economy. A narrower concept is human capital, the knowledge and skills
which the individuals command. Similar terms include manpower, labor, personnel,
associates or simply: people.
The human-resources department (HR department) of an organization performs human
resource management, overseeing various aspects of employment, such as compliance
with labor law and employment standards, interviewing, administration of employee benefits,
organizing of employee files with the required documents for future reference, and some
aspects of recruitment (also known as talent acquisition) and employee offboarding. They
serve as the link between an organization's management and its employees.
Human resources (HR) is the division of a business that is charged with finding, screening,
recruiting, and training job applicants, as well as administering employee-benefit programs.
HR plays a key role in helping companies deal with a fast-changing business environment
and a greater demand for quality employees in the 21st century.
Understanding Human Resources

The presence of an HR department is an essential component of any business, regardless of
the organization's size. An HR department is tasked with maximizing employee productivity
and protecting the company from any issues that may arise within the workforce. HR
responsibilities include compensation and benefits, recruitment, firing, and keeping up to date
with any laws that may affect the company and its employees.
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Research conducted by The Conference Board, a member-driven economic think tank, has
found six key people-related activities that HR must effectively do to add value to a company.
These include:
● Managing and using people effectively
● Developing competencies that enhance individual and organizational performance
● Tying performance appraisal and compensation to competencies
● Increasing the innovation, creativity, and flexibility necessary to enhance

competitiveness.
● Applying new approaches to work process design, succession planning, career

development, and inter-organizational mobility
● Managing the implementation and integration of technology through improved

staffing, training, and communication with employees.
Beginning in the 1980s, there was a push for strategic initiatives within HR departments. This
movement was based on research related to the impact of employee-related issues on a firm's
long-term business success. Collectively, these strategies are sometimes referred to as human
resource management (HRM) strategies. HRM is a comprehensive approach to managing
employees and an organization's culture and environment. It focuses on the recruitment,
management, and general direction of the people who work in an organization.
An HR department that adopts HRM strategies typically plays a more active role in
improving an organization’s workforce. They may recommend processes, approaches, and
business solutions to management. Google is one example of an organization that has adopted
a more active approach to employee relations through their HR department. The company
offers tons of employee perks, and the company headquarters have a wide range of facilities
for employees, including wellness centers, roller hockey rinks, and horseshoe pits. For
Google, happy employees are equivalent to productive employees.
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Types of Human Resources Management Jobs
Matching people to the right jobs is both art and science. The human resources manager is an
expert in organizational behavior and has a knack for recognizing workforce talent. HR
managers strive to recruit and retain valuable employees by offering fair wages, attractive
benefits, professional development opportunities, regular performance evaluations and
mentoring.
● Recruitment and Selection. Human resource management jobs include professional
recruiters who fill vacancies within an organization.
● Compensation and Benefits.
● Health and Safety. ...
● Labor and Employee Relations.
● Training and Development.
● Risk Management.
● Managers and Directors.
RECRUITMENT AND SELECTION

Human resource management jobs include professional recruiters who filll vacancies within
an organization. They follow internal hiring policies and comply with all state and federal
laws prohibiting discriminatory hiring practices. These human resources professionals may
write job advertisements, screen resumes, interview candidates and make hiring
recommendations to managers. Examples include recruiter, staffing specialist and recruitment
manager.
COMPEMSATION AND BENEFITS

Compensation and benefits specialists are an example of another type of human resources job.
They ensure that employees are paid correctly. They also work to provide employees with
benefits such as health insurance, dental and vision coverage, life insurance and short - term
disability coverage. Professional in this area may conduct salary surveys, analyze industry
salary data, prepare and distribute compensation reports to employees and negotiate benefits
packages with outside vendors.
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HEALTH AND SAFETY
Health and safety professionals work to prevent workplace accidents and occupational
illnesses. They offer safety programs, implementing health and safety policies, and ensuring
compliance with state and federal occupational safety regulations. Jobs in this human
resources area include safety coordinator, safety manager, employee wellness program
coordinator and director of employee wellness.
LABOR RELATIONSHIP
Labor relations refers to the relationship between an employer and its employees. Someone
who works in the labor relations field may negotiate contracts between managers and workers.
Employee relations workers prevent and resolve problems related to employee performance.
They work to maintain positive employer-employee relationships to prevent decreased
morale and reduced productivity. Jobs available in this area of human resources include
director of labor relations, employee relations specialist and employee relations
representative.
TRAINING AND DEVELOPMENT

Training and development professionals assess an organization's training needs, deliver
training to employees and evaluate the results of completed training programs. These
professionals may also conduct orientation programs for new employees. Training
professionals make sure that employees complete training as required by Occupational Safety
and Health Administration and other regulatory agencies. Jobs in the training field include
training specialist, training and development manager, instructional designer, e-learning
specialis and manager of learning and development.
RISK MANAGEMENT
Risk management is a business approach used to minimize organizational risk. In human
resources, risk management involves analyzing each area and identifying the potential for
harm. For example, a risk management professional might examine an organization's hiring
practices and determine if any are potentially discriminatory and could lead to a lawsuit.
Risks identified during this process include the potential for abuse, property loss, physical
injury and damage to a company's reputation. Jobs available in this area include risk
management specialist and manager of risk management.
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MANAGERS AND DIRECTORS
Human resources managers and directors oversee the work of other human resources
professionals. Managers may serve as a liaison between employees and management,
participate in company strategy sessions and make recommendations for new hiring and
compensation policies. A human resources director has knowledge of all aspects of human
resource management. Directors develop departmental goals and assist staff in meeting those
goals. This job requires excellent conflict resolution and mediation skills, as a human
resources director may need to resolve controversial or sensitive issues.
ORGANIZATIONAL STUDIES
Organizational studies is "the examination of how individuals construct organizational
structures, processes, and practices and how these, in turn, shape social relations and create
institutions that ultimately influence people".
Organizational studies comprise different areas that deal with the different aspects of the
organizations, many of the approaches are functionalist but critical research also provide
alternative frame for understanding in the field. Fundamental to the study of management is
organizational change. Historically, facilitating organizational change has been proven to be a
difficult subject, which is why different theoretical frameworks have evolved to attempt to
strategically streamline this process, such as utilising external actors, or interim organizations
NEED OF THE STUDY

The very first reason for selecting this company is as it is a product based company and it has
it’s own manufacturing unit. And the few reasons why I’m studying about this industry is:
● To know the different kinds of software’s used by every department for styling.
● And why do they work for the next coming season.
● And why don’t they just make one piece for sampling why they make it in bulk even for
sampling.
● How many brands are connected to Birdy.
● To know which department does the inspection of quality.
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INTRODUCTION TO BIRDY:
Birdy export PVT LTD was started in the year 1991, Birdy is a buying house in garment
export with the network of manufacturing partners. It has also developed its own
manufacturing unit. It was started by a French couple. Directors of Birdy Exports Private
Limited are DENIS MARIE JOSEPH GERMAIN and FLORENCE NICOLE XAVIERE
MARIE. It mainly focuses on commitment, passion, and determination in order to raise self
awareness and confidence. And the work is done on the basis of seasons in summer they
work for winter season and in winter the work is done for summer. Birdy mainly focuses on
lead time which is a part of merchandising department. The company’s data is collected from
the merchandising department. Merchandising department plays a major role in this
organization. Every design and pattern has a software designs and patterns are developed
through A Software. The machines which are supposed to be used for each and every order
placed by the customers for the patterns are decided by the IE (INDUSTRY ENGINEERS).
And every single piece is mandatory to be sent for auditing.
NATURE OF BUSINESS
BIRDY carries a number of business like:
● Manufacturing of fabric.
● Designing of jerkins and jerseys.
● Specialized in children’s world wide fashion.
MISSION:
BIRDY will be among India’s top 5 fabric manufacturer and by providing the best quality
fabric and lead the market with innovation and value. We will achieve this by providing our
customers quality assurance, exceptional service and compelling value.
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VISION:
BIRDY will transform and enrich lives through the transformation of environments. We will
design, manufacture and market well designed, high quality fabric and summer and winter
season styles at prices that make it easy for people to acquire and use with pride and joy.
VALUES:
● Passion for our work.
● Commitment to greatness.
● Integrity in everything we do.
● Deliver WOW through service.
● Provide exceptional value at all times.
● Embrace and drive change.
● Pursue growth and learning.
● Work as a team.
● Be happy and positive always.
QUALITY PROMISE:
BIRDY quality will transform and enrich lives with functionally quality and value.
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CLIENTS:
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STYLES COLLECTION
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CHAPTER - 2
LITERATURE REVIEW
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INTRODUCTION
● According to the industry the merchandising department recommends the industrial

engineers to develop initial planning.
● The production department has to place the production strip on planning board because
it’s difficult to answer the customers on spot and inform them the final dates of delivery.
● The target of the suppliers should be recorded in the FR (FINAL REPORT).
● The store has to maintain a thread consumption chart.
● Review executive diary with each team on a weekly basis till completion.
● Maintenance of post wash audit report.
Manuela Perez, Sanchez And Carnier (2000) Teleworking as an integration of information

and telecommunication technologies with human resources management, means a new job
organisation paradigm for companies working in the new economy. However, there are very
few empirical studies that have analysed the teleworking adoption issue from an
organisational theory perspective. This paper contributes, with empirical data from industrial
and service companies, to the analysis of teleworking diffusion based on hypotheses
developed from the agency, institutional and resource-based view theories.
Yeung (2005) It starts with the premise of the firm as a production function in neoclassical
economics and a cost minimisation device in transaction cost economics. By pointing out the
inadequacy in these mainstream economic perspectives on the firm, I draw upon recent
behavioral and managerial theories to develop a relational conception of the firm as social
networks in which actors are embedded in ongoing power relations and discursive processes.
In further elaborating this relational perspective on the firm as an organisational device, I
show how the firm is governed through social relations among different actors, how it is a
site of contested ideologies and political representations among these actors, and how space
and geographical scales matter in shaping its social construction. Taken together, this
organisational perspective aims to shift our research agenda in urban and regional
development from promoting the growth of the firm per se to understanding how the firm
serves as a relational institution that connects spatially differentiated actors in different places
and regions.
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Thomas (1978) The objective of this study is to examine the relationship between the
functional staff, who use computer-based information systems, and the data processing staff,
who are responsible for designing and managing these systems, in order to identify
organisational characteristics, information systems' characteristics and management choice
and personal factors, which can be shown to significantly influence the level of systems'
effectiveness, as measured by a number of components of user satisfaction. The
organisational behavior and information systems literature have been combined with case
study work to identify those factors which are likely to be of most influence to the
achievement of systems' effectiveness. The functional managers' questionnaire contained a
large number of attitude and opinion questions which were used to generate four user
satisfaction components. Three of these, called INTERACTION, SUPPORT and DESIGN,
are aspects of the user staff/data processing staff working relationship. The remaining one,
IMPACT, is a measure of the user's perceptions of company benefits arising from the use of
computer systems. The study findings show that a small number of factors explain the
variation in systems' effectiveness. In particular, the factors which were most influential in
achieving a high level of user satisfaction related to the nature of the interaction between the
two groups and the background of the data processing manager. In addition, a number of
managerial practices and techniques advanced in earlier information systems literature were
found to have negligible impact on systems' effectiveness.
Reddy and Gayathri (2000) The study of effectiveness of organisations has acquired a
significant role in modern industrial society because energy, human resources, finance, etc.
are invested in industrial organisations everyday. Organisational effectiveness is regarded as
an outcome of organisation's contextual, structural, strategic and process variables. The
present paper examines the relationship between organisational size (contextual variable),
structure (structural variable), communication (process variable) and effectiveness. For this
purpose six textile organisations (3 small and 3 large) were selected within the city of
Coimbatore which is considered "The Manchester of South India". From these textile
organisations 235 respondents were chosen from workers and suvpervisory levels who were
directly involved in the line of production. The results reveal that large organisations with
higher level of bureaucratization are able to communicate all policies and procedures
accurately to their members and function effectively, whereas small organisations with
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relatively less bureaucratization, more open and less accurate in communication are relatively
less effective in their functioning.
Bala Krishnamoorthy And V.B. Khanapuri (2018) The purpose of this is to explore how
sustainable organisational performance can be achieved by acquiring competitive logistics
capabilities. Regression models have been built between competitive logistics capabilities
and each of the variables of cost leadership, organisational flexibility, customer service and
organisational performance to determine the effects and relationships. The results indicate
that acquiring competitive logistics capabilities like organisational flexibility and customer
service have a greater positive impact compared to cost leadership on organisational
performance. With organisations seeking to deliver value to the market all the time in order to
remain competitive, do efforts to develop competitive logistics capabilities result in improved
organisational performance? This study provides evidence that acquiring competitive
logistics capabilities can lead to enhancement of organisational performance.
Ahmed M Attia (2016) Quality represent a major element in today's business world as it
affects companies' survival. Improving quality helps in improving the supply chain
performance and the company's performance. The current study firstly examines the effect of
quality management practices on the supply chain performance. Secondly, it tests the effect
of quality management practices on the company's performance. To test the suggested
relationship between the study variables, the researcher suggested two hypotheses and the
statistical analysis of the collected data support the acceptance of the two hypotheses. The
current study used different statistical techniques to test the collected data such as: regression
analysis and structured equation model.
Ampuh1, Sasmoko, Tindas, Widhoyok and Indrianti (2018) A company’s employees drive
its performance based on their capabilities. Employees with the capacity to produce such
solutions are referred to as human capital. Human capital is based on employee knowledge,
talent, understanding and experience (Souleh, 2014). It is a combination of three factors,
namely combination of three factors, namely This study examines how a textile organisation
can maximise its human capital through adopting positive organisational behavior. The
Neuroresearch method used here combines proportionally qualitative research method
(exploration) and the quantitative research method (explanatory and confirmatory). Research
instrument is calibrated by calculating the construct validity with the Rasch model approach.
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The findings of the study show the strongest determinant of a textile company that manifest
in the form of human capital is the indicator Value, which is formed and driven by the
indicator Hope.
Dash, Bhal and Udgata (2009) The Corporate Social Responsibility principle is mainly
concerned with the accountability of organisations towards all its stakeholders. In this article,
we assess the culture of the organisations and correlate it with their level of environmental
responsibility. We have analysed the organisational culture and environmental responsibility
of the sample organisations. By matching the Environmental Performance and Environmental
Responsiveness of organisations with their environmental responsibility (BOD level and
Technology) in a matrix form. We found four types of matching. Those which have low
culture and low environmental responsibility are called low matching, with high culture and
low environmental responsibility are called facade, with high environmental responsibility
and high culture are called high matching and at last those with high environmental
responsibility and low culture are called disconnect type. The results highlight the importance
of matching the measures of Environmental Responsiveness (ER; technology and BOD level)
with the beliefs of people (culture) to assess the organisational position on ER, that could
vary from committed to facade (only talk) to disconnect (responsiveness as an
administrative/procedural issue). We conclude that the culture of an organisation influences
its policy and strategy for protecting the environmental pollution.
McAdam and McClelland (2002) The purpose of this is to examine how textile companies
obtain ideas for innovations. The trend towards the production of commodity textiles in low
wage cost countries is forcing the closure of many textile companies. A number of these
companies have moved away from commodity textiles, and now specialise in niche markets
with highly technical products which are based on high performance synthetic fibres. The
ability to develop innovative new products can be a source of competitive advantage for these
companies and the generation of ideas for new products or ‘creativity’ is the first step in this
innovation process. An exploratory survey is used to examine the profitability of different
sources of new product ideas that are currently used by companies that consume high
performance synthetic fibres. Based on the key literature themes, and the survey findings, an
exploratory multiple case study approach is adopted involving eight organisations. The case
findings reveal many discrepancies between actual and recommended practice in the support
of creativity.
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Chapman (1998) This explores how accounting might be differentially implicated in the co-
ordination of activity as organisations face higher or lower degrees of uncertainty. It is argued
that one of the difficulties faced by many of the contingency studies that have addressed this
problem is their conceptualisation of accounting. The present study suggests that accounting,
as a tool for organisational control, exists not as a collection of techniques, but as on-going
processes. As such, the individuals involved with such processes might be expected to play a
substantial role in shaping them. Social network analysis forms the basis of an attempt to
understand these issues.
Kamalakannan. P (2016)
BACKGROUND - This research primarily focuses on thge impact of important Human
Resource Management HRM practices on organisational commitment in a textile mill setting.
PURPOSE/ OBJECTIVES - The purpose is to analyse the impact of chosen HRM practices
( Training and development, Staffing, Performance Feedback, Rewards, system, Motivation,
Welfare measures, Organisational communication, Employees participation in management )
on organisational commitment in a private textile manufacturing compant.
DESIGN / METHODOLOGY / APPROACH - Exploratory research helped identify

important HRM pratices. Analytical research helped in measurement of variables and their
impact using factor and regression analysis.
Peters, Svanström, Roos, Sandin, Zamani (2015) Climate change is a key environmental
challenge of our time. Carbon footprinting is a key environmental accounting tool for
business managers, policy makers and non-governmental organisations attempting to identify
mitigation measures that reduce the threat of climate change. The textile industry is
increasingly engaged in carbon footprinting as a part of policy development and product
design. As is the case for any accounting tool, there are a number of methodological issues
that need to be handled by analysts producing carbon footprint calculations, and by the
consumers of such information, in order to ensure that the information is meaningful in its
particular context. This chapter describes these key challenges, the standardisation processes
that have arisen to meet them, the outcomes of practical carbon footprint calculations for
textile manufacturing facilities and textile products, and recent work on carbon labelling of
22
products. It also attempts to describe current trends and attempts to qualitatively extrapolate
future developments in this field.
Venkatesh J and Aarthy C(2013) The success of any organisation is dependent on how
effectively it attracts recruits, and the manner in which it motivates and retains its workforce.
To cope up with the current situations, managements must be flexible enough in dealing with
their workforce and ensure loyalty in their employees. In order to satisfy the employees and
achieve organisational goals, the management must adopt new approaches to improve the
quality of work life of employees.This paper aims to measure the factors influencing the
quality of work life and the impact of quality of work life on employees’ performance. A
sample of 150 employees from a textile industry was selected and the study reveals that
organisational culture, training and development, compensation and rewards, and job
satisfaction differ fromdepartment to department, which have great impact on the quality of
work life of employees. The positive findingin this study is that there is a healthy relationship
among the subordinates and superiors which leads to effective communication and
cooperation. Thus, quality of work life of employees has a positive impact on productivity of
the employees
Resta, Pinto and Dotti (2016) An increasing number of textile firms are
adopting sustainability strategies for achieving long-term competitive advantage. In this
paper, a new decision-making process for the textile sector, exploiting the Organisational Life
Cycle Assessment methodology, is proposed. It provides a management system able to
support companies in monitoring and evaluating environmental performances with a dynamic
perspective and identify which activity and/or mechanical plant needs to be improved or
changed in order to reduce the environmental impact, enabling cost savings, and at the same
time, developing the business case for sustainability. In particular, for each Organisational
Life Cycle Assessment phase, an operational tool was established. The tools were developed
both by reviewing specific literature and by conducting in-depth semi-structured interviews
in six textile companies. Across firms, informants included the Managing Director, the Plant
Manager, shop floor supervisors and workers, and representatives from Corporate Social
Responsibility Committee, Manufacturing, Quality, and Accounting. Additionally, direct
observation (e.g., plant tours) was also used as data collection method. A case study of a
spinning company reveals the potential benefits of this decision-making process.
23
Bhavani and Tendulkar (2010) Drawing on international trade and industrial organisation
theories, this article identifies variables affecting (a) the export decision function, i.e. to
export or sell in domestic market, and (b) the export performance function, i.e. the share of
exports in output. These functions are estimated for Garment and Apparel producing units in
Delhi. The form of business organisation, reflecting access to capital, turns out to be a key
determinant in both functions. The estimated marginal impact of identified variables (scale
and share of sales expenses) on the probability of exporting in an estimated Probit model
declines sharply when moving from single proprietorship to partnership and on to limited
companies. On the other hand, every single determinant (scale, share of wages, share of sales
expenses and technical efficiency) has been found to have an increasing marginal impact on
export performance in an estimated Tobit model when moving across the three forms of
business organisation. Empirical results suggest two policy changes to boost export
performance. First, given the importance of scale for exports, the existing policy of reserving
garments and apparel for exclusive production in small-scale units needs to be scrapped.
Simultaneously, it is also necessary to amend current labour legislation applicable to large-
scale factory units, as it introduces labour market inflexibility and hence serves as an
impediment to the expansion of existing units and the entry of new units.
Sultana (2017) Corporate Social Responsibility is an ethical way of contributing towards the
society. It invokes one’s conscience and realises the need towards the development of society
by not merely taking profit maximisation as sole objective. Almost all types of industries are
realising the benefits of social responsibilities and textile industry is no exception from
this.Clothing, next to food is one of the basic necessities of human existence. Its existence is
from the time of human civilization. It occupies a sacred position and satisfies the most
inherent need of human being. The textile industry is diverse with different segments and
Powerlooms are a part of it contributing approximately 60 percent of total cloth production in
the country and provides employment to millions of weavers. The study is undertaken with
an objective to analyse the Corporate Social Responsibility of Rajanna Sircilla Powerloom
industry towards its weavers. The study concludes that the social security measures taken by
the Government and unit owners were effective in controlling the suicides of the weavers and
resulted in the development of their social and economical life.
Hodge, Ross, Joines, Thoney (2010) A research project was conducted to determine which
lean principles are appropriate for implementation in the textile industry. Lean manufacturing
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involves a variety of principles and techniques, all of which have the same ultimate goal: to
eliminate waste and non-value-added activities at every production or service process in order
to give the most satisfaction to the customer. To stay competitive, many US textile
manufacturers have sought to improve their manufacturing processes so that they can more
readily compete with overseas manufacturers. This study identifies the different tools and
principles of lean. The use of lean manufacturing in the textile industry was examined in this
research through interviews, plant tours and case studies. A model for implementing lean
tools and principles in a textile environment was developed.
Butnariu and Avasilcai (2013) The textile industry is the subject of many environmental
regulations and voluntary and administrative instruments. This tendency, together with the
increasing general public interest, determined changes in the management of any company
that wishes to fulfil the legislative demand and the demand of reporting. The first objective of
this study is to establish in what extent the implementation of an environmental management
system has an impact on organisational variables. The second objective is to identify the
influence factors for the environmental management performance. The results of the study
represent the base of some recommendations for the Romanian textile organisations so that
they obtain as many advantages as possible from their strategy of sustainable development.
We have used the survey method. We sent a questionnaire and we have received the answers
of the 31 representatives in all sectors of the textile industry.
Jafta and Cornelia (2003-12) At the beginning of the 1990s, the South African textile
industry faced many challenges, including the dismantling of protective barriers, requiring
firms to adapt to increased foreign competition in the local and global markets. Many opted
for investment in new technology. This study set out to analyse the behaviour of South
African textile firms in the process of introducing new technology in pursuit of
competitiveness. The analysis was conducted following the evolutionary approach in
economics (discussed in Chapter 2). This approach incorporates time, pays attention to the
deliberate actions of firms to shape their environment, as well as persistent diversity amongst
firms. This study asked two broad questions. First, what were the major trends in textiles
regarding technology, demand-side factors, the trade regime, etc. Chapter 3 sets the scene for
the rest of the study in that it illustrates how the competitive environment of textile firms has
changed and argues that the aggregate picture is often not a true reflection of the dynamics of
the industry, thus paving the way for micro-level analysis of firms and institutions. Secondly,
25
what were the subsequent responsesby textile firms and institutions to these changes?This
question is investigated for the global textile industry (Chapter 3), the South African, Italian
and Mauritian textile industries (Chapters 4 and 5), and for specific firms in the South
African textile industry (Chapters 6 and 7). Institutions play an important role in shaping the
development of industries, just as firms in an industry may influence institutions. The role of
institutions in the South African textile industry is considered in Chapter 5, which serves as
background to Chapter 6, where we enquire about the significance of these institutions from
the firms' perspective. The central focus of Chapter 6, however, is on the processof
acquisition and implementation of new technology in South African textile firms. The
implications of this process for other strategies, organisational processes, competencies, and
routines are also analysed. Basedon the outcome of the firm-level analysis, three categories of
firms are distinguished, namely leading firms, moderate adapters, and laggards. Using the
characteristics of the firms in each category, we select three firms to pursue further in case
studies. Chapter 7 presents the results of these case studies. Although the main focus of our
study is on the implementation of new technology, we want to illustrate in this chapter how
the successof this process critically depends on factors such as an appropriate organisational
structure, the competencies of management and labour, as well as the institutions in the
industry. We further highlight the important role that individuals, such as entrepreneurs, play
in shaping the paths of firms, their relationships with institutions, suppliers, and customers,
and even the structure of the industry. We conclude that investing in new technology is a
necessary but not sufficient strategy for successful rejuvenation of firms in a mature industry.
Complementary changes, such as in organisational structure, use of human resources, and
supply-chain relations, are of crucial importance, too (Chapter 8).
Venugopala, Sisodia and Preetha (2018) Organisations subsist in a knowledge-based society

where there exist a strong need to interact with its environment and establish relations. These
relationships help firms to procure and share knowledge which is quintessential for carrying
out their operations. The goal of this study ascertains the impact of relational capital
management in firm's performance in the textile industry in India. The study was conducted
among managers of leading textile manufacturing firms in Tiruppur area. The hypothesis set
for the study was empirically tested by using partial least square method, in the models set for
the study was found to be valid at P < 0.05. The paper concludes that relational capital
components and the firm performance are positively related.
26
Tsai, Ding and Rice (2008) Interfirm alliances provide a channel of communication between
partnering firms. However, two notable communication barriers hinder the effectiveness of
learning across firms. As the target knowledge is different from their existing knowledge base,
the recipient firms' incumbent knowledge base may not be sufficient to identify target
knowledge. In addition, inability to internalise and integrate acquired knowledge to the rest of
organisation may handicap the effect of new knowledge. A growing number of recent studies
have reported that the frequency of communication activities has positive contribution to the
interaction quality between firms. However, we know relatively less about the role of
transparency and receptivity in the relationships between communication activities and
learning effectiveness. To address this issue, we designed a survey study based on the
learning and knowledge transfer literature. The results of our analysis show that
communication improves interfirm learning effectiveness, but such relationship is mediated
by transparency and receptivity.
Guarnier and Trojan (2019)
● As part of supply chain, the suppliers need to be selected following the priorities of buyer
Company.
● The traditional criteria have been changed in order to reflect the new requirements of
supply chain
● The existing supplier selection models do not consider Social, Ethical and Environmental
criteria.
● Customers’ perceptions are essential to companies make sustainable decisions.
● A structured model can capture preferences from any textile market, improving the
decision process.
Kogg and Mont (2012) The general concern for the state of the environment sets
requirements on strategies developed by companies to curb environmental and social impacts
of their activities. One of the most notable changes in the way companies work with
sustainability issues is the shift of the focus from own operations to improving the
performance of supply chains. This paper aims to analyse the practise of corporate
responsibility in the supply chain through the lens of two distinct but related fields of
27
research: Global Value Chain analysis and Supply Chain Management. Using data from two
empirical studies that were designed to study the practise of Swedish buyers in addressing
social and environmental issues in their respective supply chains, we demonstrate that both
fields offer vital insights about how companies can and do exercise environmental and social
responsibility in their respective supply chains. We suggest that one can better integrate these
two perspectives on governance in the supply chain by acknowledging that responsibility in
the supply chain can both be exercised through choice and through inter-organisational
management. We discuss role of certification schemes in this context and provide
recommendations for future research.
Toms (2006) Using accounting records and financial data for a sample of cotton companies,
their individual and collective business histories between 1870 and 1914 are presented. The
process of capital accumulation is advanced as a crucial ingredient of the history of
Lancashire textiles. A rising class of promotional capitalists and individualistic entrepreneurs
is identified. Their reluctance to establish professional management hierarchies depended on
preferences for individual, instead of corporate, accumulation. Instead of investing in formal
monitoring systems, they preferred instead to rely on loose federal structures and informal
contacts with intermediaries in other markets. Investment strategies and profitability were
determined by these relationships, together with the impact of the trade cycle, but above all
were influenced by the character of capital ownership and accumulation.
Hilleforth and Hilmola (2008) In fashion and textile business, the demand changes rapidly
due to fashion trends and a volatile market situation. This demand is unpredictable and could
vary and change completely in a short time, creating high difficulties for supply chain. To
create a leagil (lean and agile) supply chain is one observed way for a fashion and textile
retailing company to optimise its performance and to remain competitive. One good example
from such is fashion retailer Zara, which has adopted leagile approach and combined this
with key success factors for fashion retailing. However, in this paper, we argue that the
leagile approach is not a universal solution in the fashion and textile business. For some
fashion and textile companies, the lean approach is more adequate. Case study findings and
simulation results reveal that the lean and leagile approach could coexist as different strategy
alternatives – simulation results favour leagile strategy, while five year profitability analysis
shows lean apparel retailer H&M to have higher profitability than Zara
28
Christenen and Bang (2013) In this paper we explore textile design activities and textile
design management from an industrial network perspective. The textile industry is probably
one of the most globalized manufacturing industries in the world and thus one of the most
dispersed industries on the globe.
Most studies on design management are framed inside the organisational context of the firm.
In this study the role and practice of textile design is addressed in perspective of the global
textile production network. The empirical data stems from six case studies exploring how
different types of enterprises are organised in larger networks of suppliers, customers and
other relations.
Comparing the organisational networks we discuss how design activities unfold under
different organisational settings. We also demonstrate that it is crucial for the companies who
rely on external production facilities to have a strong design management in order to maintain
the relationships in their network of customers and suppliers.
Murphy (2002) Organisational change encompasses production processes (quality

management, lean production, business re-engineering), management approaches (teamwork,
training, flexible work and compensation) and external relations (outsourcing, customer
relations, networking). Performance improvements from organisational investments are
greatest when production, management and consumer approaches are combined, and when
these bundled practices are implemented in conjunction with information and
communications technologies (ICT). One explanation for the “productivity” may be that
organizational change is key to realising benefits from ICT, while ICT is essential to
implementing organisational change, necessitating combined investments to raise
productivity growth. The proportion of OECD firms that introduced organisational changes
rose significantly in the 1990s and the incidence of organizational change has been highest in
service sectors. Larger firms, particularly those exposed to international.
Eiriz, Goncalves and Areias (2017)

Purpose
The purpose of this paper is to focus on the interaction process between organizations of a
knowledge network as a means to promote learning. In particular, the authors aim to answer the
29
following research questions: how do dyadic and network relationships contribute to inter-
organizational creation and transfer of knowledge? More specifically, which joint activities
between organizations facilitate inter-organizational learning within a knowledge network?
That is, the authors are interested in the relationship processes for inter-organisational learning,
aiming to identify and understand the joint activities through which organizations within an
institutional network generate and transfer knowledge.
Design/methodology/approach
Aiming at studying how six institutional actors generate and transfer knowledge, the existing
dyadic relationships between a focal actor (a technological center of the textile and clothing
industry – CITEVE) and each one of the other five institutional actors were studied. In the
study of this knowledge network the authors analyzed several documental sources and carried
out 19 interviews.
Findings
This study shows how dyadic and network relationships contribute to inter-organisational
creation and transfer of knowledge. It assesses several joint activities through which
organizations in the studied network learn with each other and compares the five dyadic
relationships in terms of their distinctive features. Through the cooperative effort based on
joint activities between actors, the studied network generates complementary and
multidisciplinary knowledge aiming to promote network learning of the studied organizations.
Management implications and suggestions for further research on network learning are
discussed.
Originality/value
This paper adds to the literature on network learning and management by empirically
illustrating how a network of organizations in a given industry contributes to knowledge
generation. It is an original contribution because, first, it allows a better understanding of how
organizations of a knowledge network interact and contribute for network learning. In
particular, the paper identifies a large number of joint activities for inter-organizational
learning in the context of a traditional industry. Second, the research shows empirically how
30
such interaction and learning occur in practice within a network context that comprises only
institutional actors.
Roy (1998) The textile industry in India, especially cotton textiles, has been going through a
major transition since the 1992 round of trade and regulatory policy reforms. The transition
has slowed down during the export and industrial recession of 1996-97 and 1997-98, but
should resume if conditions improve in 1998-99. Given its scale and the nature of the change,
the industry represents the most important example of structural transformation in industry
induced by the reforms. This article describes the process with reference to the weaving and
the textile machinery segments of the industry. The broad conclusions of the paper are the
following. The change in the textile industry can be interpreted as an instance of a delayed
integration with the world market. On the one hand, textiles have regained a 'leading sector'
role that it had nearly forgone in the pre-reform regime. But, on the other hand, having to
compete in a world market has exposed many areas of technological and organisational
weaknesses, especially in the capital goods sector.
31
CHAPTER - 3
RESEARCH METHODOLOGY
32
This thesis is about a textile company called Birdy Exports Pvt Ltd. The objective of the
study was to know how an organisation functions. To gain skills and knowledge in each field.
To unerstand an organisational structure. To identify clear examples of leadership styles that
promote good relationships.To know how an organization maximizes its competitive position
in the market.
The significance of this study was to gain knowledge and understanding about the company.
To know the number of divisions and the operation of each division. To understand how the
organization utilizes the resources.To know the control methods adopted by the company.
TYPES OF DATA
Primary data
⮚ Employees
Secondary data
⮚ Company website
⮚ Company final report (FR)
⮚ Other documents
33
CHAPTER - 4
DETAILED STUDY ON BIRDY
EXPORTS PVT LTD
34
ORGANISATIONAL STRUCTURE
An association is a gathering of individuals who together work to accomplish a shared
objective. Keeping in mind the end goal to cooperate effectively, the gathering must
locate the most ideal approach to compose the work that should be done with a
specific end goal to meet the objectives of the association. Hierarchical structure
characterizes how assignments are separated, gathered, and facilitated in associations.
Each association has a structure that elucidates the parts that hierarchical individuals
perform, with the goal that everybody comprehends their duties to the gathering. At
the end of the day an association outline is a diagrammatical shape which
demonstrates essential parts of an association including the real capacities and their
separate connections, it is a graphical depiction of positions in the endeavor and of the
formal lines of correspondence among them. It gives eye-perspective of the
connections between various offices or divisions of an undertaking and in addition the
relations between the administrators and subordinates at different levels. It empowers
every official utilizes to comprehend his situation in the association and to know, to
whom he revealing. Along these lines, clearly an association diagram has the
accompanying attributes.
• It is a diagrammatical introduction.
• It indicates foremost lines of expert in an association.
• It demonstrates the transaction of different capacities and connections.
• It demonstrates the channels of correspondence.
An association graph is only a kind of record demonstrating the formal authoritative
relationship which administration means ought to win. It is in this way, fundamentally a
strategy of introduction. It displays diagrammatically the lines of specialist and obligation
among various people and positions. It might be either individual or useful.
Individual association diagram delineates the connection between positions held by various
people. Utilitarian authoritative graph portrays the capacities or exercises of every unit and
sun unit in the association. Association diagram helps in the accompanying ways:
• It demonstrates the workers how their positions fit into the aggregate
association and how they identify with others. It demonstrates the lines of specialist
and duty among workers.
• It fills in as a significant manual for the new individual in understanding the
association and their preparation.
35
Directorate heads the organization and overseeing chief deals with the everyday
issues. They take every one of the choices in interview with the general.
Administrators and other administrative staffs lead the whole organization towards
accomplishing the objective and goals of the organization.
BIRDY ORGANISATION STRUCTURE
M64hh
The 5 departments are inter-linked and communication of all the departments is linked with
finance.
CHIEF EXECUTIVE OFFICER

The chief executive officer is responsible for the over All performance of the organization, as
laid down by the board of director’s over all strategy. The CEO has to directly report the
board of directors.
36
MERCHANDISE MANAGER
There are two merchandise managers in every team one is to follow up 4 to 5 brand styles.
The other manager follows more than 5 brands and has only 4 employees under him/her. The
work is passed from the merchandisers any issues with any of the department they can
directly contact the managers and CEO.
PLANNING MANAGER
The planning manager has an assistant with him who maintains and plans about each and
every style and directly contacts the mills for complicated fabric. The planner has to check
the 4 divisions under this department. And make sure that more than 55 styles has to Made in
one day.
R & D MANAGER
The R & D manager has to guide the fashion designers to forecast on the upcoming trends,
fabrics and color boards. According to the birdy calendar and should be ready with the
presentation for every 6 months the forecast has to be done for every 6 months.
INDUSTRIAL ENGINEERS
The industrial engineers are in-charge of man power and the different kinds of machines used
in the factory the industrial engineers have to decide which machine is required for the
particular style.
FINANCE DEPARTMENT
All the expenses of the organization is carried out by the finance team. The finance team has
to pay the staff compensation on time and hike for the employees should be given based on
the performance once in 11 months. It’s the duty of finance manager to keep a record of well
performing employees.
DEPARTMENTAL STUDY
Departmentation is the procedure of gatherings the different exercises into discrete units of
office. A division is an unmistakable segment of the business foundation worry with a
37
specific gathering of business exercises of like nature. In specialty units division is important
for sub separating the exercises and simple reference.
Departmentation at birdy is done based on capacities i.e. gathering of the exercises into major
useful divisions.
DEPARTMENTS AT BIRDY:
● Merchandising office
● Finance office
● Research and advancement division
● Planning and testing division
● Industrial engineers.
MERCHANDISING DEPARTMENT:
Promoting is any training which adds to offers of items. Visual show promoting implies stock
deals utilizing item plan, choice, bundling, evaluating and show that Stimulates shoppers to
spend more.
This division assumes a noteworthy part in birdy sends out. This is the primary division and
the work is begun from merchandisers. The Merchandisers utilize a delicate product called
SEAMLESS (ERP). Every single detail for the reference of merchandisers and higher
specialists
There are two directors in the promoting group.
● INCHARGE MANAGER
● FOLLOW UP MANAGER
PROCESS:
1) SEASONS: They search for texture which is appropriate for winter and summer season.
What's more, acknowledge the requests from the clients and they ensure that they send
the texture choice record inside seven days. They guidance the clients for cost of the
texture and outline. Once the clients select the texture they discharge the tech petition for
test pieces. The tech record will be sent to the testing office.
2) SAMPLING: so the principal arrange in inspecting is C0 i.e., proto example. So under
proto example they don't utilize the correct materials they utilize the nearing materials
and send it to the client.
38
3) Stage 2 is C1 they utilize the right materials in organize 2 if the clients request to make a
few amendments in the outlines and materials it is done in the stage 2.
Stage 3 SMS (SALES MAN SAMPLE) under this stage 28+1 pieces are made 28 are for
the client and 1 is for division reference and these examples are made for nothing of cost.
SERVICES
● SOURCING: their purchasing house sources consistent piece of clothing producers. Their
texture specialized division sources materials all finished India and abroad. What's more,
has a long skill in illuminating texture issues.
● MANUFACTURING : they have their own particular assembling unit of 600 machines in
house weaving unit and refreshed advancements. They are likewise intently connected
with different exporters (25 years) to execute your requests.
● DEVELOPING/SAMPLING: with 10 design producers chipping away at LECTRA and

100 testing machines their inspecting unit is prepared for every one of your advancements.
Style outlines, proto examples, salesperson tests, designs, smaller than usual markers.
● INSPECTION: In every one of their providers including their own unit, their quality
group goes about as an outsider for pre-shipment assessment, and is your quality
affirmation. Their first positioning in numerous client's insights demonstrates their
experience.
● PLANNING AND MERCHANDISING: finishing the specialized records, designating

and arranging orders with providers, endorsements, creation take after up's,
correspondence, one group of merchandiser is devoted to every client.
● DOCUMENTATION: Their group co-ordinates and confirms all documentation pre and
post shipment for every one of their providers. They additionally create measurements
client shrewd and provider savvy.
ADVANTAGES
● The merchandisers have a reasonable and unmistakable impact on retail deals and all that
really matters which is an objective of business approach.
● An increment in clients frequently means an essential increment in finance.
● Good marketing can bring about an expansion in benefit.
● It may likely cost the time, exertion, and cash in the short run.
39
● The merchandisers can build the measure of clients with increment deal and achievement.
DISADVANTAGES
● Merchandising cost contrasts.
● Costs incorporate research and item advancement, assembling, transportation and

advancement.
● Merchandisers over an administration situated business is keeping up stock control.
● For merchandisers building up a little item can be costly and tedious.
● Sometimes the client base isn't solid which may prompt loss of the organization.
FINANCE DEPARTMENT
Birdy sends out back group:
Most business people consider this is the most vital capacity in the business. This is on the
grounds that all organizations needs a consistent stream of salary to pay the bills. Fund staff
records all the cash earned and spent with the goal that the senior chiefs dependably know
how much benefit or misfortune is being made by every maker or part of the business and
how much cash is as of now held by the business. This empowers basic choices to be made
quickly and precisely in light of the fact that they depend on exact data. Now and again, this
can be mean the contrast between the achievement or disappointment of the business in
general.
Diverse sorts of money related specialists are utilized:
a) Control screens past due installment and made a move to recuperate awful obligations.
b) Finance staff underpins the bookkeeper by keeping money related records, pursuing up
the late installments and petitioning God for things obtained. Region utilizes PC
bookkeeping bundles to record budgetary exchanges and get ready records and
additionally spreadsheets to dissect the money related information. At long last, area
exchanging and administrations will regularly require cash to satisfy particular points and
targets connected to development, extension or just refreshing the hardware or apparatus.
These things might be purchased from cash kept down (held) from past benefits, yet
generally extra cash will be required. In the event that the business needs to obtain cash it
will need the least expensive financing costs conceivable and furthermore need great
40
reimbursement terms. Choosing where to acquire these assets is an expert employment
and regularly is the undertaking of the senior monetary administrator.
Fund capacities:
● Producing receipt, checking installments are gotten and pursuing up finished due
installments.
● Recording cash got.
● Checking and paying receipt got.
● Preparing the finance and paying staff compensations.
● Monitoring departmental spending plans to check directors are not overspending.
● Issuing general spending reports to every single departmental supervisor.
● Producing income conjecture and customary monetary reports for senior directors.
● Advising senior directors on wellsprings of fund for capital use.
● Producing the statutory records every year.
At birdy the objectives are set and they are trailed by a legitimate sorted out way like:
● Their designs are private and the plans are in the hands of upper administration as the
world is to rivalry.
● All designs depend on money related source and the labor directly having.
The qualities and obligations of back administrators are:
● Updating and checking on everyday records.
● Preparation of the archives.
● Providing information to the administration on time.
● Making the installments.
41
● MAY/ JUNE agreement on key opportunities and risks
● JULY/ AUGUST checkpoint on financials and strategies
● SEPTEMBER planning process to set financial priorities
● OCTOBER/ DECEMBER align business plan funding to strategy
● MONTHLY review monthly metrics.
PLANNING AND SAMPLING DEPARTMENT:
Under this department there is a planner who plans how the work has to be done and he is the
head of sampling department.
So the planner has to maintain a DPR (DAILY PRODUCTION REPORT) , 55 styles has to
be done in one day 55 is the target per day. The tech files are sent from the merchandisers to
the sampling department. Under the sampling department there is a planner all the tech files
42
are passed to him and he takes the files and plans how the work has to be done and makes a
sample report on it. Per day the planner gets 55 styles. And he divides all the patterns which
Contains embroidery, patterns, and designs which contains logo. The planner has 4 teams
under him.
a) Cutting b) stitching c) washing d) inspection
Under inspection the brand tags are approved and tags are put every team has 20 members.
And after all this if the sample is approved then it is sent to the PPS (PRE PRODUCTION
SAMPLE) and once the planner gets tech files he is supposed to make sample report and give
it in the cutting and stitching department. The planner has to make DPR. If the proto sample
is not liked.
PLANNING PROCESS
STAGE 1: Determining the merchandising requirements
Planning in merchandising is at two levels:
● The creation of the merchandise budget.
● The assortment plan
HIERARCHY:
43
IMPORTANCE OF PLANNING
● Color boards ( the color which is going to be on the trending list for different kind of age
groups)
● They do an research on designs and patterns if the designs are hand sketch and they develop
on the designs.
RESEARCH AND DEVELOPMENT WORK FLOW
44
.
Firstly the collection of fabric, materials, and which are the brands to be focused in the
particular year’s been collected.
If the fabrics are a bit complicated they directly contact to the other mills. And place order for
the fabric required for season of 6 months.
The previous season fabric is sent to the mills and the fabric is used as present season fabric
after recycling and auditing.
Selection is done on the materials and all the accessories required for each and every style or
pattern.
They follow up few brands which are on trending list.
The record is maintained by the merchandisers.
GSM (GRAMS PER SQUARE) the file is maintained by all the departments employees.
45
They allocate all the files according to style and season wise.
First the managers follow up the orders and then the second follow up is done by the
employees.
The thread has to be matched according to the trend color and every brand has a particular
standard color.
The thread has to be sent for washing to check the quality and the threads has to be washed
thrice with acids and without acids.
Every team has to follow up maximum of 5 brands.
HOW RESEARCH AND DEVELOPMENT IS USED IN BIRDY
Research and development is basically done for the growth of the organization. They make
sure that they have a competitive edge over their competitors. R&D in birdy is used for clear
foresee of future upcoming problems for which solution is much needed. The role model of
R&D acts as a catalyst for speeding up the growth of the organization. By introducing with
the upcoming trends in market and what will be the street wear color code for the year. They
research on different mills and enquire about the other mills so that they have a tuff
competition between their fabric suppliers. And to attract the France customers towards their
factory and supply of fabric.
STEPS
● Presentation is done on the upcoming trends.

● Search for fabric and start making/getting fabric of the coming trends to the factory.
● Research of design and patterns.
● Train the industrial engineers about the designs and patterns and get those machines to the
factory.
● Mandatory visit to France for every 6 months with the R&D team and visiting different 5
STAR restaurants and to alert the workers of restaurants about the uniforms.
46
ADVANTAGES
● The federal government has allowed birdy to use 20% of their R & D expenses as tax
deductions.
● The company has the option of taking the expense as one time deduction since when the
research started happening in birdy.
● They can start developing technologies and solutions that may open up completely new
markets to the organizations.
● The chance of being challenged by the other companies by investing and developing new
technologies to reach new markets can help you to attract qualified and talented
employees.
INDUSTRIAL ENGINEER DEPARTMENT
● It is the duty of industrial engineers to get the latest machines and equipment to the
factory.
● And update the latest styling software in the machines.
● Every embroidery design has a software which is controlled by the industrial engineers.
● And the thread consumption has to be checked and maintained
● The threads has to be sent to the quality department and the threads have to be washed
with the acids and without the acids to check the quality and colors.
47
PREPARATION STARTS ON FLOOR( PRODUCTION ACTIVITIES)
● Week plan ● Receive ● Review

● Review quality file ● Check week all preparation
production ● Check size plan work in IE
File set sample ● Review and quality and
● Review PP ● Review PP complete planning
sample sample production
● Organize ● Organize file
booking & quality ● Organize

Man power training production
resource marker in
● Check cutting
● Prepare quick
production .
change
marker in
Over plan
cutting
STEP 1 OF THE PROCESS
● The industrial engineer and the line manager has to check the day or weekly plan.
● The production file has to be reviewed by the planner.
● Pre- production file has to reviewed and sent for sampling
● And the samples has to be done within a period of one week so it’s the duty of line
manager to quickly change the plan according to the deadline.
48
● The merchandisers has to review the quality file from the customers.
● In sample size the sizes are not made of exact size asked by the customers. It may be
small or big and after the sample is sent to the customers if the customers ask for changes
only then the changes will be done accordingly.
● After sampling the pre- production saThe preparation has to be reviewed in the industrial
engineer department, quality department and planning department
● The fabrics might be changed for pre-production the quality of the fabric may not be
same.
● The quality leader and planner has to visit the cutting department often.
● The planner has to review the complete production file with the merchandisers.
● The preparation has to be reviewed in the industrial engineer department, quality

department and planning department.
ROLES OF INDUSTRY ENGINEER
● Putting something into use of sewing operators through the standard test.
● Process of figuring out the worth, amount, or quality of something existing production
target and fix a new production target.
● Extend work measurement in other processes like cutting section and finishing section.
● Preparing daily production reports, monthly improvements reports with graphical

presentations.
● Time study and updating time study.
● Research on motion study and putting into use of the better system to eliminate excess
movements.
● Research on new machinery and latest systems that meet companies long term goal and
preparing cost benefits analysis and ROI for the same.
49
● Research and development for samples before production start.
HOW THE DEPARTMENTS ARE INTER LINKED

The research and development department is linked with merchandising department and
finance.
The merchandisers helps the research department in following up with the styles and quality
of the fabric.
And the finance department is inter-linked with research and development department
because the expenses of researchers are carried out by the finance department.
The IE department is linked with all the below 4 departments.
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FACTORY MANAGER
These are the production activities of a factory manager.
Birdy operates throughout the day and weekends. A factory manager is usually the most
senior manager in an industrial factory. The factory manager goals are usually tied to the
amount of quality of the items that the factory is producing.
51
PLAN OF ANALYSIS: It is done by the line manager.
INDUSTRY ENGINEERS
AND TEAM LEADER
● Implement line plan

● Balancing man power
● Auditing system
● Focusing high risk operation
● Report daily production operation wise to the line manager
● Collect produced pieces and count size wise
● Enter goods movements transactions in seamless
● Check the cutting review
● Check the Stitching review
● check the finishing review
● Report the results to line manager
● Enter packing documents in finishing.
PROBLEMS ON STYLING SOFTWARE:

● It depends on the fabric which customers select and what kind of wash they approve for
the fabric.
● The shades which the customers select are matt finish so before sending the sample the
color should be washed for more than 3 times with different acids to check the results but
still the customers aren’t satisfied with the sample they ask to re-do again.
● When the fabric is shrinked it is difficult to set the software for designing.
● Color variation occurs and the 4 points inspection system which is updated on software
turns out to be negative.
● Once it changes to negative the whole process has to be done again.
● Inspection is done on formula based so if the orders are complicated and when birdy has
no time to follow up the bulk orders they accept the order and give it to other suppliers.
● The suppliers don’t finish it on time.
● It creates a Confusion and most of the time 40% of pieces are damaged.
52
DEPRECIATION CALCULATED ON MACHINERY:
Every year 10% is calculated on the machinery.
SYSTEM AUDITING: system audits are the key of management tools for achieving the
objectives which are set in the policy of organization. To evaluate the system of organization
they have a fixed standard. The team members of the audit are supposed to be finalized.
MANAGEMENT SYSTEM AUDITING PROCESS
53
McKinsey 7s Model
Introduction
McKinsey 7s show is an apparatus that breaks down association's authoritative plan by taking
a gander at 7 key interior components: procedure, structure, frameworks, shared esteems,
style, staff and abilities, keeping in mind the end goal to distinguish in the event that they are
viably adjusted and enable association to accomplish its targets.
The model can be connected to numerous circumstances and is a significant apparatus when
authoritative outline is at question. The most widely recognized employments of the structure
are:
● To encourage hierarchical change.
● To help execute new system.
● To distinguish how every zone may change in a future.
● To encourage the merger of associations.
7s factors
In McKinsey demonstrate, the seven territories of association are separated into the 'delicate'
and 'hard' regions. Technique, structure and frameworks are hard components that are
considerably simpler to distinguish and oversee when contrasted with delicate components.
Then again, delicate zones, albeit harder to oversee, are the establishment of the association
and will probably make the supported upper hand.
Strategy is a plan made by a firm to achieve upheld high ground and viably fight in the
market. What does an inside and out balanced system mean in 7s McKinsey illustrate? All
around, a sound technique is the one that is doubtlessly articulated, is Long haul,
accomplishes upper hand and is strengthened by solid vision, mission and qualities. Be that as
it may, it's difficult to discern whether such methodology is all around lined up with different
components when examined alone. So the key in 7s demonstrate isn't to take a gander at your
organization to locate the considerable technique, structure, frameworks and so forth however
to look if it’s lined up with different components. For instance, here and now technique is
typically a poor decision for an organization however in the event that it’s lined up with other
6 components, at that point it might give solid outcomes
54
Structure speaks to the way business divisions and units are sorted out and incorporates the
data of who is responsible to whom. As it were, structure is the authoritative graph of the firm.
It is likewise a standout amongst the most obvious and simple to change components of the
system.
Frameworks are the procedures and techniques of the organization, which uncover business'
day by day exercises and how choices are made. Frameworks are the zone of the firm that
decides how business is done and it ought to be The principle center for administrators amid
authoritative change.
Aptitudes are the capacities that company's workers perform exceptionally well. They
likewise incorporate capacities and capabilities. Amid authoritative change, they
Request frequently develops of what aptitudes the association will really need to fortify its
new framework or new structure.
Staff part is stressed over what compose and what number of laborers an Affiliation will need
and how they will be enrolled, arranged, induced and adjusted.
Style addresses the way the association is managed by top-level chiefs, how they relate, what
moves do they make and their symbolic regard. By the day's end, it is the organization style
of association's pioneers. Shared Values are at the center of McKinsey 7s display. They are
the standards and principles that guide worker conduct and friends activities and along these
lines, are the establishment of each association.
How the model is used in birdy:
Hard elements:
● STRATEGY: McKinsey’s model helps the company to determine how to implement

a best proposed strategy. And will achieve it by providing the best quality assurance
on their materials and fabric.
● STRUCTURE: The organization is structured by board of directors, and chief

executive officers. All the department employees has to report the head of the officer
for any issues or queries regarding the orders.
55
● SYSTEM: The daily work starts from the planning department so all the members of
each and every department and team get in touch with the planners and keep a track of
how much the work is completed. And make sure that every employee designs at least
of two style orders every day.
Soft elements:
● SHARED VALUES: Their passion towards the work is one of the greatest values of
birdy. And delivering WOW designs through services.
● STYLE: The style of leadership adopted by birdy employees is democratic leadership.

The sub-ordinates are involved in making of the decisions.
● STAFF: The employees are friendly in nature and they are capable to maintain
alignment during changes in the company.
● SKILLS: The employees have relate this model to birdy to understand and find the
likely outcomes of future changes within the organization.
56
CHAPTER - 5
RECOMMENDATION & FINDINGS
57
SWOT ANALYSIS AND INTERPERTATION
SWOT investigation is a procedure that distinguishes an association's qualities, shortcomings,

openings and dangers. In particular, SWOT is a fundamental, investigative structure that
evaluates what a substance (as a rule a business, however it can be utilized for a place,
industry or item) can and can't do, for factors both inward (the qualities and shortcomings)
and in addition outer (the potential openings and dangers). Utilizing natural information to
assess the situation of an organization, a SWOT examination figures out what helps the firm
in achieving its goals, and what deterrents must be overcome or limited to accomplish wanted
outcomes: where the association is today.
STRENGTHS OF BIRDY COMPANY
● Managing director MRS RATNA NAGARAJAN is a good experienced person with vast
experience in manufacturing, optimum utilization of resources and man power planning.
● Technical development division manager MR. SHYAM has a good relationship with
different mills in case if the fabric is complicated it’s Mr. shyam who makes the work
easy for all the employees.
● Employee’s satisfaction resulted in long service of employees with this employees and
staff have more knowledge and capability.
● BIRDY is having really very good own assets like land and machinery.
WEAKNESS OF BIRDY COMPANY

● In small and medium scale industry attritions (employees leave the company very
frequently.), only 25% of total strength will result in training the new once, this leads to
delay in manufacturing process.
● The government new policies like demonetization resulted in flow of money in the
market which resulted in less orders and delay in getting the money from customers.
● Present customer field is competitive based in terms of less margin and more stringent
specification which leads to less profit.
58
OPPORTUNITIES OF BIRDY COMPANY:
● BIRDY is having a wide customer base and very good customer’s satisfaction this is a
bright opportunity in getting orders all the time.
● BIRDY is having reputed customers, with this understanding by both buyers and sellers is
very easy and opportunities are wider.
● BIRDY skills are the assets to the company which leads to good opportunities.
THREATS TO BIRDY COMPANY:

● The employees working in the company will start their new business this will be a threat
to the company.
● Maintain the new customers specifications which are difficult to manufacture is also
considered to be a threat in some occasions.
59
SUMMARY OF FINDINGS
● Officials are qualified and talented.
● Company works as per the theoretical background.
● Innovative ideas are found.
● Dedication to organization noticed as many are working beyond the working hours for
hike in salary.
● Company manufactures verity of products this will be their core strength to overcome any
recession, demonetization, non-availability of particular materials.
● Company utilizes the availability of the resources like manpower, machinery and talents.
● They have good housekeeping.
● Company extends support to the well-wishers.
● Company is doing many corporate social responsibilities too.

● Top management keeps visiting France to keep the customers in touch with the customers.
60
RECOMMENDATIONS
● Scrap material around the factory needs to be checked.
● Inventory of materials to be checked.
● Dead stock to be identified.
● Roles and responsibilities to be fixed by the company to be verified, on quarterly basis or

half yearly basis.
● Safety slogan to be increased.
● Workers uniform must be mediatory.
● Right person for the right job should be allotted.
● Vision, mission and objectives should be communicated throughout the organization at all
levels of the employees.
● Placement of right people at right place should be insured, nepotism should be restricted
at recruitment and selection.
● Culture of induction training should be initiated for newly recruited employees.
● Training needs of the employees should be assessed on the basis of their performance.
● Practice of evaluation of the effectiveness of the training should initiate.
● Structured succession plan should be developed for the tentative vacancies, especially for
the technical and key positions
● Practice of employee satisfaction survey should be initiated at annual intervals.
● The day care for employee children’s should be kept certain miles far away from the
factory not within the factory premises.
● First aid facilities should be improved for the factory workers.
● Relaxation time for the factory workers is too less.
61
CHAPTER - 6
LEARNING EXPERIENCE
62
The environment in an organization is totally different from the experience in our college and
class rooms. There, the people are busily working towards achieving the targets given to them.
Even a small careless mistake may lead to crores of loss for the company. So, the
workers/employees must be efficient enough to make a bold move to finish the work within
the stipulated time to achieve the target.
Time is given more importance and “no tomorrows” and “no procrastination”. There will be
deadlines within which things have to be done or completed otherwise hard consequences
waiting for us. Reaching the work place in time, being obedient and loyal to the superiors and
adhering to the work place etiquette are the important values to be adopted to fit into any
organization.
Got some tips regarding how to manage the people, how to behave with the men counterparts,
professionals, team work, how to work in a group and how to be with workers. The intern
was able to understand the importance of human resource in an organization. Without people
there is no business. The intern understood the importance of treating the employees well
since dignified treatment of employees is indispensable for the growth of an organization.
The learning experience about birdy was great.
63
CONCLUSION
After the successful completion of two weeks of summer internship training, it has been
understood that birdy need to become more awaken towards all the major players to survive
in the market, because all the competitors are playing good role in the market. Many
companies are providing fabric on a lower cost and best values to customers. Market
conditions like test, preference, tread is changing regularly, so company has need to adopt the
best superior technology to gain the more market share in the future. Many seniors’
experienced and knowledgeable officials are found at birdy Compare to their total service and
experienced knowledge. With the latest machines and adequate manpower company can
achieve for the more in terms of quantity and value. The aggregate total strength in achieving
the goals can be still higher.
Birdy’s long term ambition is to become the leading office merchandising company.
However, for birdy getting there is not simple about developing profitability and market share.
As a national organization birdy has chosen to undertake a leadership role in creating a
sustainable way of working. It has educated suppliers to understand how and why sustainable
production is vital. This has helped birdy differentiated itself from its competitors.
Consumers are made aware of birdy’s commitment to sustainability through its involvement
with many other organizations. Birdy is now considered by both suppliers and consumers to
be a responsible company that they can trust.
The best part about birdy is their branches are located in Madurai, Tiruppur , Chennai,
Bangalore. But more of improvements have been done in tiruppur.
64
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66

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“ORGANIZATIONAL STUDY AT BIRDY EXPORTS

Project Report Submitted in Partial fulfilment of the requirement for

Abstract of the project

The current status of Birdy Exports Private Limited is - Active.

HR is considered by many business strategists to be the most important of all company

Understanding Human Resources

● Managing and using people effectively

● Developing competencies that enhance individual and organizational performance

● Tying performance appraisal and compensation to competencies

● Increasing the innovation, creativity, and flexibility necessary to enhance

● Applying new approaches to work process design, succession planning, career

● Managing the implementation and integration of technology through improved

RECRUITMENT AND SELECTION

COMPEMSATION AND BENEFITS

TRAINING AND DEVELOPMENT

NEED OF THE STUDY

● And why do they work for the next coming season.

● How many brands are connected to Birdy.

● To know which department does the inspection of quality.

BIRDY carries a number of business like:

● Designing of jerkins and jerseys.

● Specialized in children’s world wide fashion.

● Passion for our work.

● Integrity in everything we do.

● Deliver WOW through service.

● Provide exceptional value at all times.

● Embrace and drive change.

● Pursue growth and learning.

● Be happy and positive always.

● According to the industry the merchandising department recommends the industrial

Manuela Perez, Sanchez And Carnier (2000) Teleworking as an integration of information

DESIGN / METHODOLOGY / APPROACH - Exploratory research helped identify

Venugopala, Sisodia and Preetha (2018) Organisations subsist in a knowledge-based society

Guarnier and Trojan (2019)

● Customers’ perceptions are essential to companies make sustainable decisions.

Murphy (2002) Organisational change encompasses production processes (quality

Eiriz, Goncalves and Areias (2017)

⮚ Company final report (FR)

BIRDY ORGANISATION STRUCTURE

CHIEF EXECUTIVE OFFICER

● Research and advancement division

● Planning and testing division

● DEVELOPING/SAMPLING: with 10 design producers chipping away at LECTRA and

● PLANNING AND MERCHANDISING: finishing the specialized records, designating

● An increment in clients frequently means an essential increment in finance.

● Good marketing can bring about an expansion in benefit.

● Costs incorporate research and item advancement, assembling, transportation and

● Merchandisers over an administration situated business is keeping up stock control.

● For merchandisers building up a little item can be costly and tedious.

● Recording cash got.

● Checking and paying receipt got.

● Preparing the finance and paying staff compensations.

● Monitoring departmental spending plans to check directors are not overspending.

● Issuing general spending reports to every single departmental supervisor.

● Advising senior directors on wellsprings of fund for capital use.

● Producing the statutory records every year.

The qualities and obligations of back administrators are:

● Updating and checking on everyday records.

● Preparation of the archives.

● Providing information to the administration on time.

● Making the installments.

PLANNING AND SAMPLING DEPARTMENT: