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A STUDY ON TRAINING AND DEVELOPMENT
INDEX
S.NO TOPICS PAGE NO.
1 INTRODUCTION 2-5
2 COMPANY PROFILE 6-11
3 RESEARCH METHODOLOGY 12-15
4 EMERGENCE OF TRAINING AND 16-18

DEVELOPMENT
5 TRAINING METHODOLOGIES 19-24
6 FINDINGS, SUGGESTIONS AND 25-28
CONCLUSION
29-30
7 BIBILOGRAPHY
SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 1

CHAPTER-I
INTRODUCTION

CHAPTER-I
INTRODUCTION
HUMAN RESOURCE MANAGEMENT:
Training and development is one of the key HR functions. Most organizations look at
training and development as an integral part of the human resources activity.
“HRM is concerned with the people work within the organization to achieve the
objective of the organization. It concerns with acquisition of appropriate human
resources, developing skills and competencies, motivating them for the best
performance &ensuring their continued commitment to the organization to achieve
organizational objectives.”
Human Resource Management is characterized as the arrangement of exercises,

projects and capacities that are intended to expand both hierarchical and also worker
viability.
Scope of HRM without a doubt is vast. All the activities of employee, from the time of
his/her entry into an organization until he/she leaves, come under the horizon of HRM.
The divisions incorporated into HRM are Recruitment, Payroll, Performance

Management.
Technically training involves change in attitude, skills or knowledge of a person with

the resultant improvement in the behaviour. For training to be effective it has to be a
planned activity conducted after a through need analysis and target at certain
competencies, most important is to be conducted in a learning atmosphere.
HUMAN RESOURCE ACTIVITIES:
The important activities undertaken as follows
1. Planning of job design, job analysis.

2. Procurement, recruitment, selection.
3. Induction, placement, training & development.
4. Compensation, rewards benefits, retrial benefit medical& health care.
5. Motivation-motivational aids, bonus, incentives.
6. Profit sharing, non-monetary benefits, career development.
7. Growth, decision making, delegation of authority & power promotion.
8. Employee participating grievance handling, collective bargaining and other

mutual understanding and trust.
9. Employee evaluation, performance improvement HR audit, HR accounting.
OBJECTIVES OF HRM:
To provide, create utilize and motivate employees to accomplish organizational goals
 To secure integration of individuals & groups in securing organization

effectiveness.
 To study the training procedure existing in the organization.
 To evaluate the effectiveness of training and development methods(both of the
job and on the job methods)
 To know about the opinions of the employees regarding training and
development.
 To study the effectiveness of training programs.
TRAINING PROCESS:
The step to be followed in conducting the training process would be:
1. Setting evaluation criteria.

2. Assessing the knowledge prior to training.
3. Training or developed workers.
4. Assessing the knowledge after training.

5. Transfer of the job.

6. Follow up studies.
TRAINING AND DEVELOPMENT:-
Training:
Training refers to a planned effort by a company to facilitate employee’s learning of job

related competencies.
The goal of training is for employees to
1. Master the learning, ability and practices underscored in preparing

programs, and
2. Apply them to their everyday exercises.
3. Training viability alludes to the banquet that the organization and the
students get from preparing.
4. Training outcomes or criteria refer to measure that the trainer and the
company use to evaluate training programs.
5. Training evaluation refers to the process of collecting the outcomes needed
to determine if training is effective.
6. Evaluation design refers to from whom, what, when, and how information
needed for determining the effectiveness of the training program will be
collected.
Development:
Development is an attempt at improving an individual effectiveness through a planned

and deliberate process of learning. The concept of development is not a short affair like
training but is a continuous process to make the employee move towards higher
efficiency in a related atmosphere.

Today the development is required for everybody. If an individual in the organization

develops then organization develops and it in turn reflects on society. HRD is once area.
Which concentrates on development, which is not limited to executives, as non-
executives may sometimes possess more skills a d knowledge than executives?

CHAPTER-II
COMPANY PROFILE

UltraTech Cement Limited is an Indian cement company based in Mumbai. It is a subsidiary of the Indian
multinational conglomerate, Aditya Birla group. UltraTech is the largest manufacturer of grey cement,
ready mix concrete (RMC) and white cement in India with an installed capacity of 116.75 million tonnes
per annum, and is the only company in the world to have a capacity of over 100 million tonnes in a single
country, outside of China.
UltraTech Cement has 23 integrated plants, 1 clinkerisation plant, 26 grinding units and 7
bulk terminals. Its operations span across India, UAE, Bahrain and Sri Lanka.
In the white cement segment, UltraTech goes to market under the brand name of Birla White.
It has a white cement plant with a capacity of 0.68 MTPA and 2 WallCare putty plants with a
combined capacity of 0.85 MTPA.
With 100+ Ready Mix Concrete (RMC) plants in 39 cities, UltraTech is the largest
manufacturer of concrete in India.
HISTORY, PRODUCTS, MILESTONES OF ULTRATECH CEMENT:
Ultratech Cement was incorporated in 2000 as Larsen & Toubro. Later it was demerged and
acquired by Grasim and was renamed as Ultra Tech Cement in 2004. Today Ultratech
cement a part of Aditya Birla group, is the country’s largest exporter of cement clinker.
UltraTech Cement Limited has an annual capacity of 52 million tonnes. It manufactures and
markets Ordinary Portland Cement, Portland Blast Furnace Slag Cement and Portland
Pozzalana Cement. It also manufactures ready mix concrete (RMC). All the plants have
received ISO 9001 certification.
The company has 11 integrated plants, one white cement plant, one clinkerisation plant in
UAE, 15 grinding units 11 in India, 2 in UAE, one in Bahrain and Bangladesh each and five
terminals, four in India and one in Sri Lanka.
The export markets span countries around the Indian Ocean, Africa, Europe and the Middle
East.
Narmada Cement Company Limited was amalgamated with UltraTech in May 2006, while
Samruddhi Cement Limited was amalgamated with UltraTech Cement Limited in July 2010.

UltraTech Cement Middle East Investments Limited, a wholly owned subsidiary of the
Company acquired management control of ETA Star Cement together with its operations in
the UAE, Bahrain and Bangladesh in September, 2010
UltraTech's other subsidiaries are Dakshin Cements, Harish Cements, UltraTech Ceylinco (P)
and UltraTech Cement Middle East Investments.
Products:
It manufactures ordinary Portland cement commonly used in dry–lean mixes, general–
purpose ready–mixes, and even high strength pre–cast and pre–stressed concrete.
It produces Portland blast furnace that has features like lighter color, better concrete
workability, easier finishability, higher compressive and flexural strength, improved
resistance to aggressive chemicals and more consistent plastic and hardened consistency. It
also manufactures Portland Pozzolana cement.
Ultratech cement exports over 2.5 million tonnes per annum which accounts for 30% of
country’s total exports. It exports to countries like Africa, Europe and the Middle East.
Milestones:
UltraTech Cement received Greentech Environment Excellence Award by the
Greentech Foundation, New Delhi in the year 2000–2001
The Aditya Birla Group is the 11th largest cement producer in the world and the seventh
largest in Asia.
In 2004–05 it received State and Zonal level I prize for overall performance in Mines
safety.
2009–10
State Level Environment Award (Plant)
Rajiv Gandhi Environment Award for Clean Technology
National Award for Prevention of Pollution
Greentech Environment Excellence Gold Award
Asian CSR Award
Business World FICCI–SEDF CSR Award
IMC Ramkrishna Bajaj National Quality Award

2010–11
Subh Karan Sarawagi Environment Award
ASSOCHAM CSR Excellence Award"
HUMAN RESOURCES:
Your Company believes that its knowledge capital will drive growth and
profitability. Your Company enjoys a strong brand image as a preferred and caring employer.
The ongoing focus is on attracting, retaining and engaging talent with the objective of
creating a robust talent pipeline at all levels. We also worked to strengthen the 'World of
Opportunities' employee positioning initiatives. Initiatives like a hiring freeze at some levels,
robust talent reviews, career development conversations and best–in–class development
opportunities will help enhance the employee experience at your Company.
SAFETY:
The safety of employees, customers, vendors and those residing in
proximity to your Company's operations is a continuing priority at your Company. Your
Company's Safety Board is chaired by the Managing Director, supported by eight sub-
committees, each of which is chaired by a Unit Head. Your Company conducted Visible Felt
Leadership workshops and other initiatives through the year, covering line managers and
workers. During the year, more than 200,000 safety observations were carried out, resulting
in the identification and correction of unsafe acts or conditions. Structural stability was
another focus area. All your Company's plants are audited by third party experts and this is
followed up with the identification of action areas for further correction.
CORPORATE SOCIAL RESPONSIBILITY:

In terms of the provisions of Section 135 of the Companies Act, 2013
("the Act") read with Companies (Corporate Social Responsibility Policy) Rules, 2014, the
Board of Directors of your Company has constituted a Corporate Social Responsibility
("CSR") Committee which is chaired by Mrs. Rajashree Birla. The other Members of the

Committee are Mr. G. M. Dave, Independent Director, Mr. O. P. Puranmalka, Non–

Executive Director and Mr. K. K. Maheshwari, Managing Director. Dr. Pragnya Ram, Group
Executive President, Corporate Communication & CSR is a permanent invitee to the
Committee. Your Company also has in place a CSR Policy which is available on your
Company's website viz. www.ultratechcement.com
Your Company's CSR activities are focused on Social Empowerment & Welfare,
Infrastructure Development, Sustainable Livelihood, Health Care and Education. Various
activities were initiated during the year in villages neighboring plant locations, resulting in a
spend of h 50.89 crores (1.8% of the average net profits of the last three years for the
purposes of CSR). Your Company also identified projects under the Swachha Bharat
Abhiyaan, work on which was started and will be intensified in the current year.
HIERARCHY:
1. Unit head
2. Functional head
3. Department head
4. Section head
 Professional
 Staff
 Wage board employees
FUNCTIONS:
 Human Resource
 Finance & Commercial
 Technical
 Power Plant
 Mine

VALUES:
 Integrity
Acting and taking decisions in a manner that is fair and honest. Following the
highest standards of professionalism and being recognized for doing so. Integrity for
us means not only financial and intellectual integrity, but encompasses all other
forms as are generally understood.
 Commitment
On the foundation of integrity, doing all that is needed to deliver value to all
stakeholders. In the process, being accountable for our own actions and decisions,
those of our team and those on the part of the organization for which we are
responsible.
 Passion
An energetic, intuitive zeal that arises from emotional engagement with the
organization that makes work joyful and inspires each one to give his or her best. A
voluntary, spontaneous and relentless pursuit of goals and objectives with the
highest level of energy and enthusiasm.
 Seamlessness
Thinking and working together across functional groups, hierarchies, businesses
and geographies. Leveraging diverse competencies and perspectives to garner the
benefits of synergy while promoting organizational unity through sharing and
collaborative efforts.
 Speed
Responding to internal and external customers with a sense of urgency.
Continuously striving to finish before deadlines and choosing the best rhythm to
optimize organizational efficiencies.

CHAPTER-III
RESEARCH METHODOLOGY

CHAPTER-III
RESEARCH METHODOLOGY
INTRODUCTION:
Research is a systematic method of finding solutions to problem. It is essentially an

investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.
The research here in this study is associated with the Training and development at ULTRA
TECH CEMENT LIMITED.
NEED FOR THE STUDY:
 The purpose of the study is to identify the Training and development process in
ULTRA TECH CEMENT LIMITED.
 Provides information for future in all areas of the organization.
 Aids in improving organizational communication.
 Helps employees to adjust to change.
SCOPE OF THE STUDY:
The development of organization depends upon the employees. For organizational

productivity training and development assumes great significance. The Training enables the
management to face the pressure of changing environment. It results in increase of quantity
and quality of output.
 Perception of the employees towards the training and development.

 Willingness of the employee towards the training and development.
 Enhancement of knowledge and skills of the employee and feed back of effectiveness
of the training and development program.

OBJECTIVES OF THE STUDY:
 To know and evaluate the skills of the employee to perform their jobs.
 To understand the impact of training program on employees.
 To find out the opinion and satisfaction level of employees on training and
 development program.
 To know the competencies of the employees before and after the training and
development program.
 To study the various training programmed organized by the organization.
SAMPLING SIZE:
Number of the sampling units selected from the population is called the size of the sample.
The present study consists of 21 respondents as a sample of various departments of ULTRA
TECH CEMENT LIMITED.
SAMPLING TECHNIQUES:
The type of sampling technique adopted in this project analysis is simple random sampling.
Employees from Human Resources departments were approached and data was collected by
administrating questionnaires to know their opinion about Training and development in their
organization.
SOURCES OF DATA COLLECTION:
The sources of data collected for this study includes both primary data and secondary
sources.
Primary data: The data is collected from the employees through questionnaires.
Secondary data:
The data sources consists both the internal and external data. Internal data was collected from
the companies report and record. External data includes the published data such as books on
HR and websites.

TOOLS FOR DATA COLLECTION:

The study on Training and development has been carried out by the questionnaire of 20
questions related to various aspects of motivation circulated among 21 employees of the
company at ULTRA TECH CEMENT LIMITED.
The collected data is tabulated and then analyzed by using simple percentages.
LIMITATIONS OF THE STUDY:
 The data was collected through questionnaire. The response from the respondents may
not be.
 The sample taken for the study was only 21, and the results drawn may not be
accurate.
 Lack of time period was another limitation of the study.
 The survey was done during the working hours.
 Due to the pandemic some obstacles are raised.

CHAPTER-IV
EMERGENCE OF
TRAINING AND
DEVELOPMENT

CHAPTER-IV
EMERGENCE OF TRAINING AND DEVELOPMENT:

Training and development in the United States emerged in the period during and after its
involvement in World War II. During this period, there was a dramatic increase in the
demand for trained workers brought on by the expanding wartime economy and by
technological innovations. The rise of the U.S. labour movement during this period also
contributed to the growth of employee training and development. After overcoming
substantial resistance to its establishment during the early 1900s, the U.S. labour movement
has become a strong proponent of training (Glass, 2013). As Swanson and Torraco (1995)
stated, “Although the popularity and influence of labour unions has undergone significant
change over time, organized labour has consistently supported extending the availability of
education and training seen as broadening the skill base of its membership” .
World War II, Training Within Industry (TWI), and the G.I. Bill :-
A major influence on the emergence of training and development in the post–World War II
period was the legacy of the TWI service developed during World War II. The TWI service
was a nationwide partnership between industry and the U.S. War Manpower Commission to
rapidly scale up the production of military hardware and efficiently train millions of new
workers and super visionored for the enormous transformation to a wartime economy. TWI
helped to establish technical training programs in 16,511 manufacturing plants nationwide
with new methods such as the four-step job instruction program (Dooley, 1945). By the time
TWI was shut down in 1945, it had trained 23,000 people as trainers and certified 1,759,650
production supervisors. During the war, training had become established in many companies.
With the gradual return to a peacetime economy, training, although reduced in size, was to
remain a permanent fixure in most companies. As a catalyst to the development of human
resource development (HRD) decades later, the wartime training movement had also

established a new profession—the training director (Carnevale, Gainer, &Villet, 1990). The
increasing prevalence of training directors across industry and business and the need for a
professional network and forum for continuing education led to the formation in 1945 of the
American Society of Training Directors, the precursor to the American Society for Training
and Development (ASTD) and the Association for Talent Development (ATD) (Steinmetz,
1976). Education and training in the post–World War II era also was significantly affected by
the Servicemen’s Readjustment Act of 1944, commonly known as the G.I. Bill (Frydl, 2009).
Considered by economists and historians as a major political and economic success, the G.I.
Bill provided members of the military returning from World War II with several benefits
(e.g., low interest loans, mortgage assistance, and unemployment compensation) including
tuition and expenses to attend college, complete high school, and participate in vocational
education (Olsen, 1974). The G.I. Bill’s beneficial effects were seen in the dramatic growth
of education and job training programs stimulated by the legislation and in the level of
participation; an estimated 2.2 million veterans attended post-secondary education, and 5.5
million participated in job training programs sponsored by the G.I. Bill in the decade
following its passage (Bound & Turner, 2002).

CHAPTER-V
TRAINING
METHODOLOGIES

CHAPTER-V
TRAINING METHODOLOGIES:
Preparing strategies are multifaceted in extension and measurement and each reasonable
for a specific circumstance. The best strategies for one circumstance may not be best
for gatherings or undertakings. A successful preparing strategy for the most part
satisfies these destinations; gives inspiration to
ON THE JOB TRAINING:
Virtually every employee, from the clerk to company president, get as some on job
training when he joins the mechanics are craftsman, receive prompt criticism, rehearse
in the genuine workplace, and connect with similar individuals they work with in the
wake of preparing. Under this procedure a representative is set in another occupation
and is told how it may perform it is mostly given for unskilled and semiskilled jobs like
clerical and sales job. These are a variety of on the job training methods; such as
caching, are understudy, job rotation and special assignments.

Job instruction training:
This technique requires gifted mentors, broad employment examination, preparing

plans and earlier evaluation of the learner's occupation knowledge. This strategy is
likewise known as "Training through well ordered learning".
Vestibule Training:
This method is a classical training, which is often imparted with the help of the
equipment and machines, which are identical with those in news in the place of work.
Apprenticeship:
This fielding which apprentices training is offered numerous and range from of a
craftsman, a mechanist, toolmakers, printer, pattern designer, carpenters, weavers,
fitters, jewellers, diesinkers and electricians major part of training time spent on the job
productive work. Each understudy is given a program of assignments as indicated by a
foreordained calendar, which accommodates effective preparing in the exchange
abilities.
Coaching:
Storing is one of the preparation techniques, which is considered as a remedial strategy

for insufficient execution. As per a study by International Coach Federation (ICF), more
than 4000 organizations are utilizing mentor for their administrators. These coaches are
experts most of the time outside consultants.
OFF-THE-JOB TRAINING:
Off-the-job simply means that training is not a part of job activity. The actual location
may be in the company class room are in places which are owned by the company, or
in universities. Which have no connection with the company?
Lecturers:

Lecturers are regarded as one of the simplest base of important knowledge to the
trainees, especially when facts, concepts of principles, attitudes problem solving
abilities are to be taught.
Pros:
1. Less time is needed for the trainer to prepare than other methods.
2. It provides information quickly when it is less important that the trainees retain a lot
of details
Cons:
 Does not actively involve trainee in training process.

 The trainee forgets much information if it is presented only orally.
The Conference Method:
In this method the participating of individuals confer to discuss points of common

interest to each other a conference is basic to most participating group concerned
methods of Development.
Pros:
 There is a lot of trainee participation.

 The trainee build consensus and the trainer can use several methods to keep
sessions interesting.
Cons:
 It can be difficult to control a group.

 Opinions generated at the conferences may differ from the managers ideas
causing conflict.
Seminar or team discussions:

This is an established method for training. It may be based on a paper prepared by one
or more trainees on a subject selected in consultation with the person in charge of the
seminar. It may be part of the study are related to theoretical studies or practical
problems.
Pros:
 Group members are involved in the training.

 The trainer can use many group methods as part of the seminar activity.
Cons:
 Planning is time consuming

 The trainer must have skills in conducting a seminar.
 More time is needed to conduct a seminar than is needed for many other methods.
Case studies:
In this method an actual business situation is described in writing in a comprehensive

manner. Trainees ask to appraise an analysis the problem situation and suggest
solutions.
Pros:
 A case study can present a real life situation which lets trainees consider what
they would do.
 It can present a wide variety of skills applying in which knowledge is important.
Cons:
 Case can be difficult to write and time consuming to discuss.

 The trainer must be creative and very skilled at leading discussions, making
points, and keeping trainees on track.
Role playing:

In role playing trainees act how to give role as they would in a stage play. Two or more
trainees assigned parts to play before the rest of the class this parts does not include any
memorization of lines are any rehearsals. The role players are simply important situation
and of the respective roles they have to play.
Pros:
 Trainees can learn possible results if certain behaviours in a class room situation.
 They get an opportunity to practice people skills.
 It is possible to experiment with many different approaches to a situation without
aliening and actual customers.
Cons:
 A lot of time is spent making a single point.

 Trainees must be skilled and creative in helping the class from the situation.
 Income role play situations, only a few people get to practice while others watch.
Demonstration:
Demonstration is a very effective for basic skills training. The trainers show trainee
how to do something. The trainer may provide an opportunity for trainees to perform
the task being demonstrated.
Pros:
 This is emphasized the trainee’s involvement.

 It engages several senses like seeing, hearing, feeling, touching.
Cons:
 Planning is time consuming.

 The trainer must have skills in conducting a seminar.
 More time is need

Simulation:
Trainers participate in reality –base, interactive activity where they imitate actions
required on the job. It is useful technique for skills development.
Pros:
 Trainers participate in a reality-base interactive activity involved in the learning

process.
 It directly applies to jobs performed after training.
 Simulation involves yet another learning style, increasing the chance that trainee
swill retain what they have learned.
Cons:
 Simulation is time consuming.

 Trainer must be very skilled and make sure that trainees practice the skills
correctly.

CHAPTER –VI
FINDINGS
SUGGESTIONS AND
CONCLUSION

Findings
The training programs are organized quarterly in UltraTech cement Ltd.
1. Majority of the employee are willing to attend the training programs.

2. The employees have said that Training is necessary to enhance their skills.
3. Majority of the employees have said that Training programs have been giving
from the above 15 years
4. In UltraTech cement Ltd both off the job and on the job training are identically
suitable.
5. Majority of the employees have said that fruitful changes are experienced in
working efficiency after being trained.
6. Greater part of employees accepted that training improves the performance.
7. According to the survey training enhances the organization effectiveness.
8. Majority of the employees have said that training builds up team spirit.
9. The adopted training procedure appears to be satisfactory to the employees of
the UltraTech cement Ltd.
10. The duration of the training program about 0-5 days.
11. UltraTech cement Ltd adopted on the job training method.
12. Majority of the employees Admitted that training is helpful to accomplish
individual goals too.

Suggestions
 Majority of respondents expressed their satisfaction training and development
of ultratech cement limited. the company may maintain this level of
satisfaction with continuous efforts
 Evaluation of training programs may conducted more seriously in order to
further improve training program
 Training programs being conducted a regular interval with further updating and
modification.
 Regular feedback should be taking from particular during after the training program

Conclusion
On the basis of analysis made, the following conclusions are drawn
 Maximum number of employees finds healthy environment at UltraTech

cement Ltd.
 The employees are satisfied the training and development program given to
them in UltraTech.
 Training and development programs helped to developing skills of
employees.
 Therefore continue same in the future as well.

CHAPTER-VII
BIBLIOGRAPHY

CHAPTER-VII
Bibliography
 1. P. Subba Rao: Essentials of Human Resource Management and Industrial
Relations. Himalaya Publishing House 2008.
 2 . Bhatacharya D.K., Human Resource Development, First Edition 2009,

Published by Himalaya Publishing House.
 3. Raymond Noe , Employee Training & Development, First Edition

2008,Published by Tata McGraw Hill.
Website :-
www.google.come
wwwwww.hr.com
www.startegichrinc.com
.wikipedia.org

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A STUDY ON TRAINING AND DEVELOPMENT

S.NO TOPICS PAGE NO.

2 COMPANY PROFILE 6-11

3 RESEARCH METHODOLOGY 12-15

4 EMERGENCE OF TRAINING AND 16-18

5 TRAINING METHODOLOGIES 19-24

6 FINDINGS, SUGGESTIONS AND 25-28

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 1

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 2

Human Resource Management is characterized as the arrangement of exercises,

The divisions incorporated into HRM are Recruitment, Payroll, Performance

Technically training involves change in attitude, skills or knowledge of a person with

HUMAN RESOURCE ACTIVITIES:

The important activities undertaken as follows

1. Planning of job design, job analysis.

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 3

2. Procurement, recruitment, selection.

3. Induction, placement, training & development.

4. Compensation, rewards benefits, retrial benefit medical& health care.

5. Motivation-motivational aids, bonus, incentives.

6. Profit sharing, non-monetary benefits, career development.

7. Growth, decision making, delegation of authority & power promotion.

8. Employee participating grievance handling, collective bargaining and other

9. Employee evaluation, performance improvement HR audit, HR accounting.

To provide, create utilize and motivate employees to accomplish organizational goals

 To secure integration of individuals & groups in securing organization

The step to be followed in conducting the training process would be:

1. Setting evaluation criteria.

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 4

5. Transfer of the job.

Training refers to a planned effort by a company to facilitate employee’s learning of job

The goal of training is for employees to

1. Master the learning, ability and practices underscored in preparing

Development is an attempt at improving an individual effectiveness through a planned

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 5

Today the development is required for everybody. If an individual in the organization

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 6

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 7

HISTORY, PRODUCTS, MILESTONES OF ULTRATECH CEMENT:

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 8

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 9

CORPORATE SOCIAL RESPONSIBILITY:

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 10

Committee are Mr. G. M. Dave, Independent Director, Mr. O. P. Puranmalka, Non–

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 11

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 12

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 13

Research is a systematic method of finding solutions to problem. It is essentially an

NEED FOR THE STUDY:

SCOPE OF THE STUDY:

The development of organization depends upon the employees. For organizational

 Perception of the employees towards the training and development.

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 14

OBJECTIVES OF THE STUDY:

SOURCES OF DATA COLLECTION:

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 15

TOOLS FOR DATA COLLECTION:

LIMITATIONS OF THE STUDY:

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 16

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 17

EMERGENCE OF TRAINING AND DEVELOPMENT:

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 18

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 19

SRI KRISHNADEVARAYA INSTITUTE OF MANAGEMENT 20