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RANI CHENNAMMA UNIVERSITY BELAGAVI
BIJAPUR Liberal District Education Association

A.S.PATIL COLLEGE OF COMMERCE, MBA PROGRAMME (AUTONOMOUS)
(Approved by AICTE, New Delhi & Affiliated to Rani Chennamma University, Belgavi)
A Report submitted in Partial Fulfillment of the Requirement for the Award of
MASTER OF BUSINESS ADMINISTRATION
PROJECT REPORT ON
“ORGANISATION STUDY AND IMPACT OF TRAINING DEVELOPMENT ON

EMPLOYEE AT BMM ISPAT LTD. DANAPUR HOSPET (TQ) BELLARY (DISTRICT)”
Submitted by
MANJUNATH.B.JAHAGIRDAR
MBA II SEMESTER
Reg.No.MBA13020
2013 – 2015
Internal guide EXTERNAL GUIDE

Prof.ASHWINI.YARNAL Mr.G.SRIDHAR
HRMANAGER
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A.S.P.COLLEGE OF COMMERCE AND MBA PROGRAMME COLLEGE (AUTONOMOUS) BIJAPUR
ACKNOWLEDGMET
First and Foremost, I would like to place my gratitude to the BLDEA’S A.S.P
COLLEGE OF COMMERCE MBA PROGRAMME (Autonomous) for including
project report work at MBA course and thereby giving me this practical
experience.
I express my heartiest thanks to my company guide Mr.G.Sridhar( HR-manager) as
well as my project guide Mr.Maruti(sr.HR officer) , for providing me an
opportunity to do my project work in their organization.
Any accomplishment requires the efforts of many people I am Indebted to all the
employees of BMM ISPAT LIMITED, who in spite of their busy schedule helped
in all the way of providing information directly or indirectly collecting data for my
report and to complete my project work successfully, by giving timely assistance.
Lastly, I express my sincere thanks to Dr.Savita.S.kulkarni DIRECTOR of

BLDEA’s MBA Programme (Autonomous) Bijapur; I also would like to thank my
internal guide Prof.MAMATA BANNUR who guided me throughout my project
work.
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DECLARATION
I the undersigned student Mr. Manjunath.B.Jahagirdar hereby declare that the

project entitled “ORGANIZATIONAL STUDY AND IMPACT OF TRAINING
AND DEVELOPMENT ON EMPLOYEES” with reference to “BMM ISPAT
LTD., DANAPUR VILLAGE HOSPET (TQ) BELLARY (DISTRICT)”. I carried
out an independent research work during 05th august to 05th October 2014. A report
submitted in Partial fulfillment of the requirement of MASTER OF BUSINESS
ADMINISTRATION, of Rani Chennamma University, Belgaum from BLDEA’s
A.S.PATIL College of Commerce.
Place: BIJAPUR Manjunath.B.Jahagirdar

Date: REG NO.MBA13020
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TABLE OF CONTENTS
CONTENTS PAGE NO
Executive Summary
Chapter 1 Introduction to concept
Chapter 2 Industry Profile
Chapter 3 Company Details
Organization structure
Product Profile
plants
Board of Directors
Departments and
functions
SWOT Analysis
Chapter 4 Theoretical frame work
Introduction to Training
Development
Need for training
Types of training
Principles of training
Training programs in
BMM and Process
Chapter 5 Research Methodology
Purpose of study
Need of study
Objective of study
Limitation of study
Research Design
Analysis and
Interpretation
Chapter 6 Findings and suggestion
Findings of the study
Suggestion of the study
Conclusion of the study
Bibliography
Appendix : Questionnaire
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EXECUTIVE SUMMARY
BMM is known for the excellence of its quality and production of crude steel potential in tones in the
world. And its main productions are pellets,Billetes,Sponge Iron,TMT Bars,Power generation,etc.The
project was under taken at BMM ISPAT LTD., DANAPUR
VILLAGE,HOSPET(TQ),BELLARY(DISTRICT) The study was made to know “impact of training
and development on employees”.
As in depth study was made to understand the organization as a whole. The project contain the profile
of the company, organization chart, functions of departments, working office time related to BMM
ISPAT LTD.,DANAPUR. Information collected through company guide and other related materials
like prospects, company website, company magazines, etc.
Never before has the rapid increase in new knowledge and technology and in the base of change and
itself demanded a learning response as great as what is now required to remain competitive. Today
individuals and organizations must become continuous learners to survive and hence it is not
surprising to find that most successful organizations operate in a continuous learning mode.
The challenge of globalization, technological innovation increasing competition and growth through
expansion, diversification and acquisition has had a wide-ranging and far reaching impact on HRD.
There is a need for a continuous process that aims at providing fresh knowledge and skill inputs to the
employees so as to ensure the development of their competencies, dynamism, motivation and
effectiveness in a systematic and planned way, thereby improving the productivity and overall
organizational effectiveness. As a result, training and development activities have acquired great
significance and are now firmly Centre-stage in most of the organizations. Hence it can be said that
with the advent of free market economy rapid change in the environment, training and development
activities have assumed an importance never before witnessed in Indian corporate history.
Training is the process of assisting a person in enhancing his efficiency and effectiveness at work by
improving and updating his professional knowledge developing his personal skills relevant to his work
and cultivating in him appropriate behavior and attitude towards his work and people he is working
with. Development takes place as a result of training and essentially implies growth plus change. Thus,
training and development go hand in hand. My endeavor has been to gain an in-depth insight into the
process of discovering, harnessing and developing of the human capital to the benefit of both the
individual and the organization into days highly dynamic and competitive business world through a
comprehensive study and analysis of Impact of training and development of employee at BMM ISPAT
LTD., DANAPUR, HOSPET (Tq) Karnataka state. The study was based on Primary and secondary
data that was collected from employees and company reports, observation, respectively. For the
purpose of study 100, employees have been chosen as a sample size through convent random
sampling. Data collection was done through Percentage method that is used in making comparison
between two or more criteria.
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1. INTRODUCTION
Human resource development is based on inherent potential in every human which can be manifested
by giving management direction and orientation. Human resource is an unpredictable resource but it
has unlimited potential. HRD process maximizes the use of human resource by way of optimizing
competence of future challenges and utilizing unemployed resource. The roles and activities of HRD
mechanism being used and facilities, opportunities provided. Thus the role of HRD starts from the
analysis of the organizational objectives /goals characteristics of available resources and desired
specification. Manpower planning, recruitment, placement, performance appraisal, reward,
punishments and maintenance of resource, organizational climate etc.
Training is the act of increasing the knowledge and skill of employee for doing a job. It is concerned
with imparting specific skills for particular purposes. Training is not something that is given only once
to new employees. All employees new and old learn receive training throughout their stay in
organization. This is so because in the process of directing employees’ efforts and administering
rewards and punishments to them the manager continually shapes their behavior everyday whether
consciously or unconsciously. Training program focused more on preparation for improved
performance in a particular job. Most of the training used to be form operative levels like mechanics
machine operators and other kind of skilled workers. When the problems of supervision increased the
steps were taken to train. Supervisors for better supervision however the employees was more on
mechanical aspects.
Title of the project
"A study of impact of training and development on employees at BMMIL”
PURPOSE OF THE STUDY

 The purpose of doing this project is mainly to make a thorough study of the impact of training and
development.
 To access the company’s trends for the previous years with regard to training and developments.
OBJECTIVES OF THE STUDY

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 To study training and development in organization and the process of training and
development at BMMIL.
 To measure the satisfaction level of employees about the training and development at
BMMIL.
 To examine the impact of training and development on employee satisfaction at BMMIL.
LIMITATIONS OF THE STUDY

 The time is adequate only to conduct a narrow study on the topic.
 I faced difficulty in collecting data because of busy schedule of the respondents.
 Because of the busy schedule respondents may not have answered properly which may
not hold true in case they would have been given lot of time to answer.
 It was difficult to get information from the organization guide due to their busy schedule.
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INDUSTRY PROFILE
India has emerged as the fourth largest steel producing nation in the world, as per the recent
figures released by world steel association in April, 2011. India is currently the 2nd largest
producer of crude steel in the world. The industry is equipped to meet over 90% of country’s
total requirement of steel, with imports restricted primary to small quantity of sophisticated high
value additional products.
Steel is a product of capital intensive and complex industry that requires national attention for its
development. The demand of steel is a basically derived demand, growth in the industry is
dependent on the level of activity of the steel consuming industries specifically the construction,
automotive, appliances and other durables.
The industry is in the threshold of a new era. The departure from a regime of control of free
market, from production to completion, from public sector to private sector investment and from
an inward marketing policy to a global vision has all placed. The industry in a core of
development and there has been endless opportunities and also at the same time stiff challenges
and a terrain of uncertainty to improve its strength and competitive edge to good quality products
at lower prices.
Steel is crucial to the development of any modern economy and is considered to be the backbone
of human civilization. The level of per capita consumption of steel is treated as an important
index of the level of socio economic development and living standards of the people in any
country. It is product of large and technologically complex industry having strong forward and
backward linkages in terms of material flows and income generation. All major industrial
economies are characterized by the existence of a strong steel industry and the growth of many
of these economies has been largely shaped by the strength of their steel industries in their stages
of development.
The new Greenfield plants represent the latest in technology. Output has increased, the industry
has moved up in the value chain and exports have risen consequently to a greater integration with
the global economy. The new plants have also brought about a greater regional dispersion easing
the domestic supply position notable in the western region. At the same time, the domestic steel
industry faces new challenges.
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Company Profile
An enterprising enthusiastic man LATE UDAYCHAND SINGHI was drawing the blue print of
his small mines minerals business in 1976. He was an experienced person to supply iron ore to
MMTC. Subsequently they started developing markets in the private sector. This lead to the
emergence BMM GROUP. BMM GROUP is one of the India’s exporters of iron located in the
Bellary – Hospet – Sandur Belt in Karnataka, India. BMM believes “THINKING IS THE
CAPITAL EXPERTISE IS THE WAY HARDWORK IS THE SOLUTION”.
At present Mr.DINESH KUMAR SINGHI heads BMM group in his capacity of MANAGING
DIRECTOR> He is known as seasoned business person and is also a qualified engineer and has
under gone intensive training in the industry. The singhi group is a well known business group in
the field of mining of iron ore and operating mini steel plant producing sponge iron, TMT bars
and electric power.Today, BMM is a 2000 Crores company due to its focus on market
orientation and optimal usage of technology to achieve process efficiency and value addition.
BMM has always believed in the principle of sharing and hence continues to transfer this benefit
derived from sustained growth to its employees, partners and associates. The Bellary-based
Bharat Mines & Minerals (BMM) has chalked out plans to set up a Greenfield steel
manufacturing plant at Hospet in Karnataka at an estimated investment of around Rs.6, 700
crores. The plant is expected to have an annual steel manufacturing capacity of around 2.2
million tonnes. The company already owns and operates a pelletisation plant, beneficiation plant,
sponge iron plant, induction furnace and a steel rolling mill. BMM is also diversifying into
cement production and its cement manufacturing plant is set to come up at Anantpur in Andhra
Pradesh. The company land hold is 3600 acres and it is a public limted company and it is a large
scale industry.
Location:
BMM group is located in the northern region of Karnataka. Nearby Hospet – Bellary – Danapur
has a serene environment and beautiful places for sightseeing within its vicinity.
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BMM ISPAT LTD
Organization:
It is established in 1976 by late Udaychandh Singhi, Bharat Mines and Minerals is one of India’s
largest exporters of iron Ore. The mines, located in the Bellary – Hospet – Sandur belt of
Karnataka India. Are rich with a range of grades / types of iron Ore catering to diverse
requirements of steel mills “Thinking is the capital, Expertise is the way, and hard work is the
solution. “ The present turnover of the company is 2 million tons per annum. Intense researches
over a period of 4 years and exceptional levels of performance have enabled the company to
secure a license from the government of India to export its products through private channels.
BMM has set an export target of 5 million tons of Iron Ore. This is apart from catering to the
needs of established domestic customers. At present, BMM holds on hand a deposit of 30 to 40
million tons of Iron Ore and is expertise of the team and the total commitment of the workforce.
This BMM team, with its unique competencies is poised to transform the company into global
leader.
Mission:
To be a manufacturing group in the Infrastructure segment and provide quality products by
earning the respect and loyalty of Customers, Channel Partners, Employees and Suppliers.
Being a professional team that leads by personal example to inspire and nurture talent within the
Organization and disseminate BMM values Team: Idea, resources, focus, clarity and sound
business strategy are alone not sufficient. Bring together a great team which considers problems
as disguised opportunities and work together with determination to achieve the goals.
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GOAL AND OBJECTIVES:
 Achieve 100% and overshoot the rated capacity.
 Ensure to minimize shut downs
 Achieve zero breakdowns
 Complete term effect
 Optimum utilization of available resources
 Production capacity
 Machines and Equipments
 Infrastructural and utilization
 Minimizes costs and Ensuring optimum use of time
OVERVIEW OF THE COMPANY:
The mining production increased two hold from 1 million tons to 2 million tons per annum.
This group with its sincere efforts and intense research efforts since 4 years successes in
entering channels for exports and won a government license to export through private
channels. This group has set an export target of million tons of iron ore, apart from catering
to the need of the established domestic customers.
BMM group has undergone major expansion by acquire small and medium mines with
deposits of higher grade materials around Bellary – Hospet belt. This group has mechanized
all its mines by introducing latest machineries, plant etc.
A cater to all type of blast furnaces of international standards.
SOURCES OF RAW MATERIALS:

 H.R.Gaviappa
 Karthik mines
 The coal has been imported from South Africa and Indonesia, are of good quality.
BRANCHES:
 Bangalore
 Hospet
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LOGO OF THE COMPANY:
In our efforts positions ourselves as a company to definitely associate with, have our barn
appearance with a new sun like logo that is inspired by the Behr’s atomic structure of iron
(FE). Distinct and new age form the new BMM logo inherently display dynamism and
motion while the colour depict the stability, maturity and passion of the company.
The tagline “POTENTIAL IN TONNES” besides too obvious natural potential also portrays
the immense possibilities of growth intrinsic in the company and its people.
BMM INFRASTRUCTURE:
The company has mines with different grades and types of iron ore in Bellary – Hospet –
Sandur belt which is places geographically from east and west coast.
BMM group is the only exporter who leads its ore from 8 loading stations and has been
allotted a permanent for stocking and loading iron is Margoa port for its excellent in export
of iron ore and also owns the infrastructure in Goa with stocking capacity of around 2 lakh
tones of iron ore with jelly points facility to load the barges. BMM also export its iron ore
through various other ports viz, Panjim, and Chennai, Vishakhapatnam, and Mangalore port.
CORPORATE SOCIAL RESPONSIBILITES:
BMM in being a good Corporate Citizen is committed to its activities in the area of
Corporate Social Responsibility (CSR). BMM hence has been able to have deeper
relevance to the society by creating values that is inclusive and truly benefits all.
The few of the CSR activities of the BMM Group are as follows:
BMM has set up a foundation called "ANURAG REHABILITATION PROGRAMME

FOR A DISABLED CHILD" way back on 20.10.2008 in association with Sanjeevini
Hospital, Kappagal Road, Bellary 583 103 to provide free treatment for club foot disease
in children which is very prevalent in and around Bellary. The foundation have conducted
operations and successfully cured till date around 300 kids.
BMM have constructed 700 houses at Kudloor & Motur Villages in Siraguppa Taluk of
Bellary District in Karnataka for the people who lost their house in the floods in the year
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2009.As committed and promised all 700 houses are completely built and handed over to
the Government. The Deputy Commissioner, Bellary recently conducted a program and
has started distributing the houses for the homeless who lost their house in floods.BMM
have spent Rupees Seventeen Crores on this project.
They provide school bus for village students at Danapur village and also provides free
books to the village schools and once more important is they arranging the RO water
purification project for the villagers and recently they held Yoga prakruti chiktsalya
Kendra recently in BMMIL Danapur.
ENVERONMENT:
We have shown our commitment towards keeping our surroundings eco – friendly by
planting more than 0.5 million saplings of different species in and around our mining
areas. Pioneers in this space in the Bellary – Hospet belt, were the first private company
to have a water pipeline project up the hill to facilitate afforestation and suppression in a
scientific manner
CULTURE:
We have constructed a temple at the mining area for surroundings villages. Where major
functions are held every November 4000 to 5000 people from across 10 to 15 nearby
villages attend these functions every year.
PRODUCT PROFILE
PRODUCTS OF BMM GOUP:
 SPONGE IRON
 INDUCTION FURANCE
 ROLLING MILL
 25 MW POWER PLANT
 PELLET PLANT
 BENEFICIATION PLANT
 BRICK PLANT
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Manufacturing Plant
We at BMM believe that true potential is quantified only by excellence in performance. Entrenched with
ambition, sincerity and dedication to deliver world-class products and services in the industries of Steel,
Iron & Power we strive to provide exceptional superiority, most competitively.
Our current capacities are:

Beneficiation Plant 2.60 Million Tons per annum
Pellet Plant 2.40 Million Tons per annum
Sponge Iron Plant 0.73 Million Tons per annum
Induction Furnace 0.10 Million Tons per annum
Rolling Mill 0.09 Million Tons per annum
Integrated 1.25millon
steel plant Tons per annum
Power Plant 235MW
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Pre heating technology 500 TPD Sponge iron plant:

BMM ISPAT LIMITED is India’s first 500 TPD sponge iron plant with pre heating
technology. This is a coal based sponge iron process utilizing waste gas generated
in the system to preheat the pellets, which reduces coal consumption and also has a
positive impact on the environment. First Axis, 500 TPD is commissioned in
November 2008 and expanded to 4X500 TPD by 2011.
 Raw material required is sized Iron Ore pellet (8 - 16 mm), non-coking coal of size
0-25 mm and Dolomite of 4-8 mm size. The feed pellets are preheated to 900° C
with the exhaust gas coming from the main kiln in counter direction. Temperatures
of the charge bed inside the main kiln are confined to the maximum of around 950-
1080°C. The reducing agent CO is generated by coal gasification. The CO reduces
the iron oxide gradually to metallic iron as charge travels to the end of the kiln. The
product discharge from the kiln is indirectly cooled in rotary cooler to 100°.C.
Sponge Iron: Sponge iron is a generic name of metallic product obtained through reduction of
iron oxide (Hematite) in solid state.
Capacity: 500 Tons per day (TPD)
Raw materials:
 Iron ore
 Non coking coal
 Lime stone or dolomite
Major units:
 Rotary kiln
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 Rotary coolers
 After burning chamber
 Screens
 Magnetic Separation
Technology: Direct Reduction of iron ore in Rotary Kiln.
Products: Sponge iron Lumps and Fines.
Bye products: Dolochar and Waste gases.
Utilization of Bye Products:
 Dolochar can be used for power generation in power plant.

 Waste gases can be used for power generation in power plant.
INDUCTION FURANCE AND CONTINEOUS CASTING MACHINE
Introduction:
There are 4 induction furnace in which 2 is used alternatively using power furnaces were not
wide spread because they were very expensive. Due to improved reliability and technological
advancement of power electronics, inverters are available at an economical rate and the use of
induction furnace has spread widely. For the working of induction furnace the power is
generated within the company. Here the product of SID i.e., oxygen / waste gases are used for
power generation.
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Billets: Melting charge in furnace by using the principal of electromagnetic induction.
Capacity: 300 tons per day
Raw materials:
 Sponge Iron
 Scrap
 Ferro Alloy
 Aluminum
 Sodium Silicate
Technology:
 Electro herm
 Concast India
Product: MS Billets
Product Size: 100 to 200mm2
Bye Product: Slag
ROLLING MILL
BMM ISPAT LIMITED commissioned its Rolling Mill in June 2006. The M.S.Billets produced
from the Induction Furnace are heated in a reheating furnace and rolled through a number of
rolling stands which progressively reduce the billet to the final size and shape of the bar..
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Process:
Heating is carried out by combustion of producer gas generated in coal based producer
gasifier unit The Thermo Mechanical Treatment Process takes over and the bar is subjected
to heat treatment in three successive stages.
The three stages are as follows:
 The first stage of ‘Quenching’.

 The second stage of self-tempering.
 The Third stage of Atmospheric cooling
Capacity: 25 tons per hour
Raw materials: Billets
Technology: Temp core
Product: TMT (Thermo Mechanically Treated) Bars.
SIZES: 8mm, 10mm, 12mm, 16mm, 20mm, 25mm, 28mm & 32mm.
220KV SUB STATION or SWITCH YARD
Capacity: 220KV
Major units:
 20MVA Transformers
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 245 KV current transformer/inductive voltage transformer /capacitive voltage transformer
 245 KV SF 6 circuit breakers
Purpose: Receiving and distributing 220 KV / 11 KV Power to individual divisions.
Advantage: Connected to national grid, so assurance of continuous supply of power.
PELLET PLANT
Pellets: Agglomerated & heat hardened Iron Ore fines
Capacity: 1.2million tons per annum
Raw Material:
 Iron ore fines

 Coal
 Lime stone
 Betonies
Major units:
 Mixer
 Traveling gate
 Rotary Kiln
 Cooler
 Circular cooler
 Product Handling system
Product: Pellets
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THERMAL POWER PLANT
Capacity: 25 MW
Major units:
 Waste heat recovery boilers: 10 tons per hour – 2 no’s.

 Atmosphere fluidized bed, combustion boilers: 95 tons per hour – 1 no’s.
 25 MW Injection Turbines.
 25 MW Generators.
 Air cooled condenser.
Fuels:
 Coal
 Dolor Char
 Coke Breeze
 Julie Flora
Technology: Coal based and waste heat recovery boilers.
BENEFICIATION PLANT
Beneficiation: Up gradation of Iron Ore
Capacity: 1.2 million tons per annum
Raw Material: Iron Ore
Major Units:
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 Crusher
 Ball Mill
 Gravity Separator
 Magnetic Separator
 Thickener
 Filter
Product: High grade Iron Ore.
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ORGANIZATION STRUCTUER OF BMM:
MANAGING
DIRECTOR
MARKETING PLANT PROJECTS OPERATIONS

DESPATCH SERVICES
HR QA & IF STORE
DEPT
FINANCE
ACCOUNTS
R& D AUTOM
OBILE
COMPLIANCE
MAINTA
UTILITY
NCEE
ADMINSTRAT
ION QMS PURCHA
SE
DEPART
PR &LIASONING BULK POWERP
MENT
MATERI LANT95M
AL W
HSE
ROLLING POWER
MILL 2X70
IT
SID
RMHS
PP &
PELLET
BP
PLANT
RANJITH
APURA DHONA
PLANT
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Every organization has certain goals and objectives, and one of the important factors
affecting their achievement is the structure of the organization. Organizational structure
refers to the defined relationships between the elements of the organization – people,
tasks, information, and control processes.
Organizational design is defined as the processes of developing
an organizational structure. Managers take into consideration a number of factors is
strategy. According to Alfred D. Chandler in his book strategy and structure was t he
opinion that organizations frequently change their strategy in order to utilize their
resources in an efficient manner and develop over a period of time. He concluded that in
majors companies like sears, general motors, DuPont and Standard oil, strategy
development came first and structural change followed, unless the organization makes
modification in their existing structures, the new strategies cannot be implemented
effectively and efficiently. However according to other researchers, particular structures
are likely to influence the strategies that organizations are liable to adopt, although
opinions may differ about what comes first – strategy or structure, Alfred chandler’s
work highlights the fact that a mismatch between strategy and structure can affect
organizational performance.
Though there exist a relationship between structure and strategy, there are other
contingency factors, such as the size of an organization and the technology used that
determine the effectiveness of a particular structure. Further achieving methods that
promote innovation help in implementing strategies and achieving organizational goals.
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OFFICE TIME @ BMM ISPAT LTD:
Certain Duties:
 Maintance of time and punch card.

 Notice board
 Leave Register
 Gate Pass
 Attendance record
Shift working in BMMIL
‘A’ shift’ 6.00am to 2.00pm
‘B’ Shift 2.00pm to 10.00pm
‘C’ Shift 10.00pm to 6.00am
General 9. 00 am to 6.00pm
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BOARD OF DIRECTORS
Mr.DINESH KUMAR SINGHI
(Managing Director & CEO)
Miss.SNEHALATA SINGHI
(Promoter Director)
Mr.LAXMIPAT DUDHERIA
(Non Executive Director)
Mr.M.SENAPATI
(Director-Corporate Planning & Development )
Mr.PRATAP G. SUBRAMANYAM
(Non Executive & Independent Director)
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DEPARTMENTS OF BMM ISPAT LTD DANAPUR
INTRODUCTION:
Departmentation is a process of dividing the functional organization in to small and flexible
administrative units. The basic needs of Departmentation arise because of the limitation on the
number of subordinates that can be directly managed by superior.
Basis of Departmentation:
Departmentation may be on the basis of function, product region customers, process, time,
number and marketing channel.
HUMAN RESOURCE DEPARTMENT:

BMM being a HR department is headed by the HR manager. Various functions of the HR
department Level. In BMM they follow a system called “LEADS” i.e., Leadership,
Enhancements and Development system. Under this system the employees will be defined and
they work according that.
BMM is proud to say, “Human resource is the driving force behind their success “.
Objectives:
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 Improving the moral of the employees.
 Developing the available manpower to the maximum possible extent though training.
 Providing good work environment.
Policies: BMM make different insurances to working employees like as follow:
 Group accident policy

 Family mediclaim policy
Functions:
 Recruitment and selection

 Training and development
 Performance and appraisal
 Grievance
 Pay scale
 Motivation
 Policies making
 Time office function
 Making manuals
Marketing department:
Definition:
Marketing is a social process by which individual and groups obtained what they need and want
through creating, offering and freely exchanging products and services of value with other.
Aim : To know and understand the customer so well that the product or service first him and
sells itself. Ideally marketing should result in customer who is ready to buy. All that should be
needed then into make the product or services available.
Objectives:
 To take care of the sales and dispatching them properly.

 To look after the central excise matters pertaining to the sales of the department.
 To care of the feedback of the vendors.
Policies:
 The transport approaching marketing section for billing and other document required as
per government.
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 Order is always booked on advance payment terms and credit sales are negotiated only
after knowing buyers credibility and prior approver of management.
Marketing mix;
Product: Sponge iron, billets, TMT bars, Pellets.

 Quality: High quality.
 Branding: BMM LTD.
 Packing : Not required
 After sales services : Good
Price:
 Cash transaction: cash discount

 Cash discount: 10%
 Creditor period : 30 – 60 days
Place:
 Channels of distribution: Direct selling and indirect selling

 Distribution: Physical
 Mode of transport: By truck only
Customers:
 Nandi steels
 S.S. Sales corporation
 Mukesh and company
 Rahul enterprises
FINANCE DEPARTMENT
Introduction;
Finance as we take it today, is that managerial activity which is concerned with the planning and
controlling of the firm’s financial resources.
“A business without finance is, a man without heart”
Finance is the life blood of the every business activity. The BMM has a good financial
management system .All the financial matters handled under the control of HOD of finance such
as capital expenditure, revenue expenditure etc.
Objectives:
32
 Ensuring a fair rate of return on capital to supplier.
 Ensuring better utilization of capital by following the principles of liquidity, profitability
safety coordinating the activities of the finance department with those of the other
department of the enterprise.
Functions:
 Payment to the suppliers

 Collection from the customers
 Maintain of accounts
PRODUCTION DEPARTMENT
INTRODUCTION:
The department deals with production activities in the floor where men and machine are
employed to convert the iron ore into finished product and hand over to sales department to the
sales.
Types of Production in BMM ISPAT LTD Danapur.

Capacities Tons/per annum
 Beneficiation Plant 2.60 Million tons per annum
 Pellet Plant 2.40 million tons per annum
 Sponge Iron Plant 0.73 million tons per annum
 Induction furnace 0.10 million tons per annum
 Rolling Mill 0.09 million tons per annum
 Integrated steel plant 1.25 million tons per annum
 Power Plant 235 MW
 Switch Yard 220KV
 Oxygen plant
 RO Plant
33
PURCHASE DEPARTMENT
INTRODUCTION:
Purchase is one of the main function in any organization. The term purchasing refers to the act
buying an item at a price, the purchasing officer are the one who aare responsible for discharging
the purchases function.
BMM has a centralized purchase department headed by a well experienced and qualified
purchase officer or purchase manager who in turn is assisted manager.
Purchase department deals with suppliers, orders, credit period and cash enquires.
Objective:
 To fulfill the needs of the user department.

 To provide good services to the user department.
 To purchase the goods at the right time.
 To achieve a high degree of co – operation and co – ordination with other department in
organization.
Functions:
 It purchases required materials, which needed in company.

 To check the required size, type of materials.
 Check daily purchase requisition and material requisition.
STORE DEPARTMENT
INTRODUCTION:
Stores department holds the entire inventory required in a the organization all the materials
coming are subject to record at stores and them at store until they are issued to the required
department.
Objectives:
 To maintain the goods in condition

 To provide goods to the user department when they required
Functions:
34
 Keeping required stock
 Daily, monthly and quarterly stock verification.
 Issuing helmets ,shoes to visitors and employees of the industry
 It rejected items separate and back to suppliers.
HSE DEPARTMENT
INTRODUCTION:
BMM Aims is “ OUR AIM IS ZERO HARM”
“SAFETY IS NOT BY BIRTH IT HAS BEEN LEARNT”
Safety means protection from danger. All departments work as a single department in the whole
industry. Whereas the safety department is applied for the whole industry i.e., from starting with
the gate person to end point ( every human being).steel industry hazardous safety.
Safety for employees
Personal protection equipments like compulsory helmets, goggles, shoes, aprons, gloves, masks,
are made compulsory for all the workers in the production unit.
Even workers are prohibited to use mobiles and ornaments. Safety belts are provided. The
employees are given training regarding the safety measures to be followed in the company. The
company has set up occupation health center.
Safety towards the employees:
BMM group is committed towards keeping the surrounding eco – friendly have planted more
than 0.5 million saplings of different spices in around the mining areas is the first only private
company to have a water pipeline project up the hill to cater to the afforestation and dust
suppression in a scientific manner.
QUALITY ASSURANCE DEPARTMENT

INTRODUCTION:
BMM is committed to achieve total customer satisfactory on through of the statement of the art
manufacturing technology and process with continuous improvement BMM is also committed to
improve work particles.
OBJECTIVES:
 Customer satisfaction maximization of customer satisfaction by consistent of quality

casting pig iron.
35
 Supplies quality assurance provides technical support and guidance to our suppliers
through quality assurance programmers to ensure highest quality of purchased material
suppliers it is critical link in company quality system.
Awards and Achievements
BMM has been awarded the “CAPEXIL” special Exporter Award of Iron ore in the year 2003
– 2004 from the union ministry of commerce (India).
Some other awards include:
 Eco – friendly mines Environment award.

 Human resource development award
 Safety conscious mines award
 Welfare amenities award
 Safety publicity and propaganda award
 Operation and maintenance of mining machinery award
 Mines performance award
BMM Ispat Pvt.Ltd. has obtained quality management certificate ISO 9001 – 2000
36
37
Abstract:
This paper aims to provide a synthetic review of the literature on the training and development.
Review of literature justifies the reason for our research. It demonstrates the topic. It narrates a
brief elaboration of prior studies. Prior research will help us to ensure that we have included all
of our major relevant constructs in our study. It talks about the knowledge of our field which
allows us to identify the gap which our research could fill and also strength’s the topic that we
chosen for our research. . The literature review is needed because it is a necessary skill both
for researchers and for practitioners of a profession which claims to be founded on a
Knowledge base and also to locate and summarize the findings of research on a given topic not
uncritically but assessing the Evidence and for argument to sustain the conclusions. It is also
useful to obviate the need for fresh research or to replicate the Study. Polit and Hungler in the
year (2001) stated that the term “Literature Review” is often used to cover both the process of
searching for relevant literature and the critical reporting of the literature. Cormack in
the year (1991) stated that “Literature Review” means to systematically read, critically
appraise, and then synthesize the material into a coherent, Structured and logical review of
the literature
1. Introduction
This paper enunciates the importance, need of review of literature and the related review
of studies to the topic. Management Education in India is of a comparatively recent origin. In
the last two decades there has been a rapid growth in the number of Institutions offering
management education. With the diversion of sizeable economics and human resources in this
strategic area of national development, there should be simultaneous endeavors to explore and
study the various factors that affects management training, right from the identification of
the training needs, selection of suitable trainees, the modus operandi of the training
process, the supportive climate provided to the trainees in the organization the subsequent
impact of the course on the trainees Efficiency and its effect on the organization.
38
HUMAN RESOURCE MANAGEMENT
Human resource management, (HRM), a relatively new term, that emerged during the 1930’s.
Many people used to refer it before by its traditional titles, such as personnel administration or
personnel management. But now, the trend is changing. It is now termed as human resource
management (HRM).
Human resource management encompasses those activities designed to provide for and co-
ordinate the human resources of an organization. The human resources of an organization
represent its largest investment. In fact, government report shows that approximately 73% of
national income is used to compensate employees. In addition to wages and salaries,
organizations often make other sizeable investment in their human resources. Recruiting, hiring
and training represent some of the more obvious examples. Human resource management is a
modern term for what has traditionally been referred to as personnel administration or personnel
management.
Organizations are made up of functions through people. Without people organization can’t
exist. The resources of men, material, money and organization or machinery are collected, co-
ordinate and utilized through people. These resources by themselves can’t fulfill the object of an
organization. They need to be united into a team. It is through the complaint efforts of the people
that material and monetary resources are attainment of a goal. All the activities of an
organization are initiated and completed by the persons who make up the organization.
HRM may be defined as a set of policies, practices and programs designed to maximize
both personnel and organizational goal. It is the process of binding people and organization
together. So the objectives of each are achieved.
According to national institute of personnel management of India, “HRM is that

part of management concerned with people at work and with their relationship within the
organization. It seeks to bring together men and women who makeup an enterprise, enabling
each to make his own best contribution to it success both as an individual and as a member of a
working group”.
The divisions included in HRM are recruitment, payroll, performance management,

training and development, retention; industrial etc. out of all these divisions, one such important
division is training and development.
39
TRAINING
Training means to impart information and skills through instructions. It is the method of
increasing the knowledge, skills and aptitudes of an employee for performing a particular job. Its
purpose is to enable them to do their jobs better. Training makes newly appointed worker fully
productive with minimum time. A capable and competent person cannot do the best on his job
unless he is systematically trained. Training is necessary for new as well as existing employees.
Training is concerned with imparting and developing specific skills for a particular purpose. For
example, Floppy has defined training as” the act of increasing the skills of an employee for doing
a particular job”. Thus training is a process of learning a sequence of programmed behavior. This
behavior being programmed is relevant to a specific phenomenon that is a job.
“Training is a short-term process utilizing a systematic and organized procedure by which

non-managerial personnel learn technical knowledge and skills for a definite purpose”.
Training may be defined as a planned programmer designed to improve performance and

to bring about measurable changes in knowledge, skills, attitude and social behavior of
employees for doing a particular job.
NEED OF TRAINING
Training is beneficial not only to the employers but also to the employees. The success or
failure of an organization largely depends on the efficiency of the personnel in an organization.
Training helps in sharpening and enhancing employees’ skills, which make them more effective
on their job. It reduces wastages and there by contributes to profitability of the enterprise. The
significance of training is as follows;
1. Quick learning:
Training helps to reduce the learning time necessary to attain an acceptable level of
performance. The employees need not learn by observing others or through a train and error
method if formal training programmers exist in the organization. The qualified instructions will
help the new employees to acquire the skills and knowledge to do a particular job within a short
span of time.
2. Higher productivity:
Enhance skills and competencies acquired through training usually helps in increasing both
quantity and quality of the output. Training is also of great help to the existing employees. If
helps them to increase their levels of performance on their present job assignments
3. Less supervision:
40
If the employees are given adequate training the need for supervision is minimum. Training does
not eliminate the need for supervision, but it reduces the need for detailed and constant
supervision. A well trained employee is self reliant in his work because he knows what to do and
how to do with reduced supervision, a manager can increase his span of management.
4. Higher morale:
The morale of the employee increases when they are given proper training. Morale is a mental
condition of an individual or group, which determines their willingness to co-operate. A common
objective of any training programmers is to mould employees’ attitude to achieve support for
organizational activity and to obtain better co-operation and greater loyalty. With the help of
training, dissatisfaction, complaints, absenteeism and labor turnover can be reduced.
5. Better management:
A manager can make use of training to manage in a better way. Training the employees can
assist him in his managerial functions. For instance, maintaining higher standards of quality
building a satisfactory organizational structure delegating authority and stimulating employees
are all made possible through an effective training plan.
6. Economical operations:
Training personnel will be able to make better and economical use of materials and equipments
their by reducing wastage. In addition, the rate of accidents and damage to the machinery and
equipment will be minimum. These factors will minimize the cost of production.
7. Benefits to employees themselves:
As employees acquire more knowledge from training, this increases their market value and
earning power. By securing such skills, they enhance their value to the employer and at the same
time ensure job security for themselves. Training helps in securing promotions and career
growth.
ADVANTAGES OF A TRAINING PROGRAM

A systematic training program offers the following advantages to a company;
 It helps in improving the quality and quantity of a worker’s output.

 It enables the worker to make the most economical and best use materials and
equipments.
 This reduces spoiled work and damage to machinery.
 It develops in the worker effective work habits and methods of work, their by reducing
the accident rate and the need for close supervision.
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 It makes the worker committed and loyal to organization by educating him about the
culture philosophy and policies of the organization.
 It helps in creating a pool of trained personnel from which replacements can be draw to
fill the loss key personnel at any time.
TYPES OF TRAINING PROGRAMS

The training programs are as follows:
1. Induction or orientation training:
It is a training program used to induct a new employee into the new social setting of his
work. The new employee is introduced to his job situation, and to his co-employees. He is also
informed about the rules working conditions, privileges and activities of the company what the
company does how it serves the community and other particulars pertaining to the company.
In some companies the complete induction program is dividing into two phases. The phase,
induction is done by the personnel department which supplies to the new employee all sorts of
information relating to the company. In the second phase, induction is done by the supervisor. He
has the responsibility of seeing that both the new comer and the work team accept each other.
The induction training not only helps personnel adjustments of the new employee to his job
and work group but also promotes good morale in the organization. In view of these advantages,
many large companies give much importance to induction training.
2. Job training:
The object of job training is to increase the knowledge of workers about their jobs with
which they are concerned, so that their efficiency and skill of performance are improved. In job
training workers are enabled to learn correct methods of handling machines and equipment
avoiding accidents removing bottlenecks minimizing waste etc.
3. Promotional training
Many concerns follow a policy of filling some of the vacancies at higher levels by
promoting existing employees. This policy increases the morale of workers. They try to put up
maximum efficiency so that they may be considered for promotion. When the existing
employees are promoted to superior positions in the organization they are required to shoulder
new responsibilities. For this training has to be given to them so that they may not experience
any difficulty to shoulder the responsibilities of the new position to which they have been
promoted.
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4. Refresher training:
At the time of initial appointment employment are formally trained for their jobs. But with
the passage of time they may forget some of the methods which were taught to them or they may
have become outdated because technological development and improved techniques of
management and production. Hence, refresher training is arranged for existing employees in
order to provide them an opportunity to revive and also to improve their knowledge. According
to dale Yoder refresher training programs are designed avoid “personnel obsolescence”.
5. Corrective training:
When an employee violates company rules or policies, such as by being absent often or by
smoking in a “No smoking” area the manager needs to find a way to deal with the problem.
Sometimes he thinks that the solution to the problem is discipline but the trouble with the word
discipline is that it implies punishment. His aim should be not to get even with the employee but
rather to reform the employee. In other he should handle the problem with treatment that corrects
rather than punishes. By its very nature corrective training implies criticism. The manager should
criticize his employee in private soon after the mistake but not before his own anger has cooled
off. He should criticize the act and not the individual and should explain to the employee why it
is important to both the company and the employee that he should change his behavior.
TRAINING METHOD FOR MANAGERS
Executive talent is the most important asset which a company can posses. Although it does
not appear on the company’s balance sheet but it produces more important effects on the
company’s progress its profit and the price of its stock than any other asset in its possession.
Research experimentation testing and experience have yielded a great variety of training methods
which are used in executive development programmes. Some of these methods are meant for
newly recruited executives only their aim being to generate in these trainees a deeper
understanding of managerial functions. Some other training methods aim at increasing the
problem solving skills of managers. Still others aim at changing their attitudes.
Observation assignment:
Under this method the newly excited executive called understudy is made an assistant to the
current job holder. He learns by experience observation and imitation. If decisions are discussed
with him he is informed on the policies and theories involved. But if he is neglected by the
current job holder the understudy does not learn much by this method. Moreover the methods
tend to perpetuator mistakes and other deficiencies characteristic of existing managerial practice.
43
Position rotation:
Under this method the trainee executive is rotated among different managerial jobs. This not
only broadens and riches his experience as a manger but also enables him to understand
interdepartmental relations and need for coordination and cooperation among various
departments.
Serving on committees:
Another important method of training an executive is to make him serve on a committee. While
serving on a committee the executive comes to learn not only the various organizational
problems and views of several senior and experienced members but also learns how a manager
should adjust himself to the overall needs of the enterprise.
Assignment of special projects:
Sometimes as a method of training some special project is assigned to a trainee executive. For
example he may be asked to develop a system of cost allocation in the production of certain
goods for which an order has been received by the company. While working on such projects the
trainee not only acquires knowledge about them but also learns how to work with and relate to
other people holding different views.
Conferences and seminars:
Often an executive is deputed to attend a conference seminar or workshop to receive a quick

orientation in various areas of management with which he might be unfamiliar. On advantage of
this type of training is that all the participants coming from different organizations got an
opportunity to pool their ideas and experience in attempting to solve mutual problems. This
attitude is one of joint exploration. This encourage cross fertilization of ideas.
Case study:
A case is a written account seeking to describe an actual situation. A good case is the vehicle by
which a chunk of reality is brought into the classroom to be discussed over by the class and the
instructor. Disunion on a case requires a capable instructor who can evoke and guide intelligent
discussion and analysis so that meaningful learning experiences cues. There is no ‘right’ answer
or simple explanation in the comprehensive case. The advantages of this method are more depth
of thinking more perception in a situation greater respect for and consideration for the opinion of
others.
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Incident method:
Developed at the Massachusetts institute of technology this method is an outgrowth of

dissatisfaction felt by Paul and pagers with case method. In the usual method the entire problem
is presented to the students whereas in the usual case method the entire problem is presented to
the students whereas in the incident method only a brief incident is presented to provoke
discussion in the class. The group then buts questions to the instructor to draw out of him the
salient facts and additional information needed to arrive at a reasonable solution or resolution of
the case. This method draws the participant into discussion with greater emotional involvement.
A unique advantage of this method over the case method is the procedure of obtaining
information by questions one that often must take place in actual business situations.
Role playing:
In this method the instructor assigns parts taken from case materials to group members. The
situation is usually one involving conflict between people. The role players attempt to act parts
as they would behave in a real life situation working without a script or memorized lines and
improving as they play the parts. The development of empathy and sensitivity is one of the
primary objectives of role playing.
Sensitivity training:
This type of training is designed to increase the manager’s understanding of himself and of his
own impact on others. The training talks the form of group dissuasion and though a leader in the
technique is present the group may decide on the subject of discussion or suggest changes in
procedure. In the course of the dissuasion conflict hostility stress and frustrations may be
purposely generated for they later on become motivations for growth as well as food for learning.
In the short laboratory training aims at achieving behavioral effectiveness in transactions with
one’s environment.
Autonomy training:
One of the latest approaches to management training called autonomy training is aimed at
developing the individual’s ability to manager his own training. It involves leaving the trainee
almost entirely on his own. He has first to work out what he would like to learn and then teach
himself. The concept on which this method rests is that with the tremendous speed at which new
knowledge is replacing the old it is impossible for a standardized course to cater to the mars of
individual training needs. So the managers must be trained to teach themselves new skills as they
go along.
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METHODS OF TRAINING
There are number of training programmes available. Some of them are new methods, while
others are improvements over the traditional methods. The commonly used training programmes
are discussed below;
On-the-job training method:
This is the most commonly used method. Under this method the individual is placed on a
regular job and taught the skills necessary to perform that job. On-the- job training methods
includes the following;
 Job Rotation
 Job instruction
 Coaching
Job Rotation:
This type of training involves the movement of the trainee from one job to another. The trainee
receives job knowledge and gains experience from his supervisors in each of the different job
assignments.
Job Instruction:
Under this method which is also called training through step by step the trainer explains to the
trainee the way of doing the job, job knowledge, and skills and allows him to do the job.
Coaching:
The trainee is placed under a particular supervisor who provides feedback to the trainee on his
performance and offers him some suggestions for improvements.
Off-the-job training methods:
Under this method, the trainee has no connection with the job and his attention is focused
upon learning the material related to his future job performance. The following are the widely
used methods;
 Role Playing
 Vestibule Training
 Lecture Method
 Discussion
 Programmed Instruction
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Role Playing:
This method of training involves action, doing and practice. The participants plat the role of
certain characters such as the production manager, mechanical engineer and the like. This
method helps in developing inter-personal interactions and relations.
Vestibule Training:
This type of training is commonly used for training personnel for clerical and semi-skilled jobs.
The training method consists of stimulating the actual work conditions in a class room. The
training period ranger from days to a few weeks.
Lecture Method:
This method is the most effective method for giving to trainees the basic information on
specific subject. The instructor gives the information in the form of a talk. This method is direct
and reduces cost and time involved in training.
Discussion:
The advantage of discussion over the lecture method is that it provides two way
communications and hence feedback is provided. This method is used to train the clerical,
professional and supervisory personnel. The success of this method, however, depends on the
leadership qualities of the person who leads the group.
Programmed Instruction:
The subject matter is presented in a series of units from simple to more complex levels of
instruction. The trainee goes through these units by answering the questions or filling the blank.
This method is both expensive and time consuming.
ROLE OF HUMAN RESOURCE MANAGERS AND DIRECTORS:
Human Resources Generalists, Managers and Directors, depending on the size of the
organization may have overlapping responsibilities. In larger organizations, the Human Resource
Manager, and the Director have clearly defined roles in HR management with progressively
more authority and responsibility in the hands of the Manager, the Director, and ultimately, the
Vice President who have lead several departments including administrations.
HR directors, and occasionally HR managers, may head several different departments that
are each led by functional or specialized HR staff such as the training manager, the compensation
manager, or the recruiting manager. HR staff members are advocates for both the company and
47
the people who work in the company. Consequently, a good HR professional performs a constant
balancing act to meet both needs successfully.
TRAINING VS DEVELOPMENT
Training often has been referred to as teaching specific skills and behavior. Examples of
training are learning to fire a rifle, to shoot foul shots in basketball and to type. It is usually
reserved for people who have to be brought up to performing level in some specific skills. The
skills are almost always behavioral as distinct from conceptual or intellectual.
Development, in contrast, is considered to be more general than training and more oriented to
individual needs in addition to organizational needs and it is most often aimed toward
management people. There is more theory involved with such education and hence less concern
with specific behavior than is the case with training. Usually, the intent of development is to
provide knowledge and understanding that will enable people to carry out non-technical
organizational functions more effectively, such as problem solving, decision-making and relating
to people.
DISTINCTIONS BETWEEN TRAINING AND DEVELOPMENT
Learning dimension Training Development
Meant for Operatives Executives
Focus Current job Current and future jobs
Scope Individual employee Work group or organization
Goal Fix current skill deficit Prepare for future work demands
Initiated by Management The individual
Content Specific job related information General knowledge
Time-frame Immediate Long term
A CHECKLIST TO AVOID TRAINING PITFALLS
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Attempting to teach too quickly: Trying to teach too quickly results in frustration. It is not wise
to push employees beyond their learning limits.
Trying to teach too much: There are limits to the amount that one can learn. It is recommended
to teach segments of the job in sequential fashion in order to develop a greater appreciation and
understanding of the whole job.
Viewing all trainees as the same: All employees are different. This must be recognized when it
comes to training. Since some workers learn faster or slower than others, these differences must
be accounted for in the training programme.
Not providing time to practice: Practice makes perfect. There is no such thing as natural-born
skilled workers. Adequate practice time must be provided for employees to develop their skills.
Providing a pat on the back: It is always a good idea to reinforce employees during the learning
process. Encouragement, praise, and reward are highly recommended.
Not frightening the employee: As a supervisor, it is possible to know the job for which the
employee is training so thoroughly that a new employee may feel inadequate or intimidated.
LEARNING PRINCIPLES: THE PHILOSOPHY OF TRAINING

Training is essential for job success. It can lead to higher production, fewer mistakes,
greater job satisfaction and lower turnover. These benefits accrue to both the trainee and the
organization, if managers understand the principles behind the training process. To this end,
training efforts must invariably follow certain learning-oriented guidelines.
Modeling:
Modeling is simply copying someone else’s behavior. Passive class room learning does not leave
any room for modeling. If we want to change people, it would be a good idea to have videotapes
of people showing the desired behavior. The selected model should provide the right kind of
behavior to be copied by others. A great deal of human behavior to be copied by others. A great
deal of human behavior is learned by modeling others. Children learn by modeling parents and
older children, they are quite comfortable with the process by the time they grow up. As expert
put it “managers tend to manage as they were managed!”
Motivation:
For learning to take place, intention to learn is important. When the employee is
motivated, he pays attention to what is being said, done and presented. Motivation to learn is
influenced by the answers to questions such as: How important is my job is to me? How
important is the information? Will learning help me progress in the company? etc. People learn
49
quickly when the material is important and relevant to them. Learning is usually quicker and
long-lasting when the learner participates actively. Most people, for example, never forget how
to ride a bicycle because they took an active part in the learning process!
Reinforcement:
If a behavior is rewarded, it probably will be repeated. Positive reinforcement consists of

rewarding desired behaviors. People avoid certain behaviors that invite criticism and
punishment. A bank officer would to do a post graduate course in finance, if it earns him
increments and makes him eligible for further promotions. Both the external rewards
(investments, praise) and the internal rewards (a feeling of pride and achievement) associated
with desired behaviors compel subjects to learn properly. To be effective, the trainer must reward
desired behaviors only. If he rewards poor performance, the results may be disastrous: good
performers may quit in frustration, accidents may go up, and productivity may suffer. The
reinforcement principle is also based on the premise that punishment is less effective in learning
than reward. Punishment is a pointer to undesirable behaviors. When administered, it causes pain
to the employee. He may or may not repeat the mistakes. The reactions may be mild or wild.
Action taken to repeal a person from undesirable action is punishment. If administered properly,
punishment may force the trainee to modify the undesired or incorrect behaviors.
Feedback:
People learn best if reinforcement is given as soon as possible after training. Every
employee wants to know what is expected of him well he is doing. If he is off the track,
somebody must put him back on the rails. The errors in such cases must be rectified
immediately. The trainee after learning the right behavior is motivated to do things in a ’right’
way and earn the associated rewards. Positive feedback (showing the trainee the right way of
doing things) is to be preferred to negative feedback (telling the trainee that he is not correct)
when we want to change behavior.
Spaced Practice:
Learning takes place easily if the practice sessions are spread over a period of time. New
employees learn better if the orientation programme is spread over a two or three day period,
instead of covering it all in one day. For memorizing tasks, ‘massed’ practice is usually more
effective. Imagine the way schools ask the kids to say the Lord’s Prayer aloud. Can you
memorize a long poem by learning only one line per day? You tend to forget the beginning of the
poem by the time you reach the last stanza. For ‘acquiring’ skills as stated by Mathis and
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Jackson, spaced practice is usually the best. This incremental approach to skill acquisition
minimizes the physical fatigue that deters learning.
Whole Learning:
The concept of whole learning suggests that employees learn better if the job information
is explained as an entire logical process, so that they can see how the various actions fit together
into the ‘big picture’. A broad overview of what the trainee would be doing on the job should be
given top priority, if learning has to take place quickly. Research studies have also indicated that
it is more efficient to practice a whole task all at once rather than trying to master the various
components of the task at different intervals.
Active Practice:
‘Practice makes a man perfect’: so said Bacon. To be a swimmer, you should plunge into
water instead of simply reading about swimming or looking at films of the worlds’ best
swimmers. Learning is enhanced when trainees are provided ample opportunities to repeat the
task. For maximum benefit, practice sessions should be distributed overtime.
AREAS OF TRAINING:
The areas of training in which training is offered may be classified into the following
categories:
Knowledge: Here the trainee learns about a set of rules and regulations about the job, the staff
and the products or services offered by the company.
Technical Skills: The employee is taught a specific skill (e.g., operating a machine, handling
computer, etc.) so that he can acquire that skill and contribute meaningfully.
Social Skills: The employee is made to be learning about himself and others, and to develop
aright mental attitude towards the job, colleagues and the company. The principal focus is on
teaching the employee how to be a team member and get ahead.
Techniques: This involves the application of knowledge and skill to various on-the-job
situations. In addition to improving the skills and knowledge of employees, training aims at
moulding employee attitudes: when administered properly, a training programme will go a long
way in obtaining employee loyalty, support and commitment to company activities
PROCESS OF TRAINING:
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Training
Evaluatio Training
n Need
Analysis
Training
Training Design
Implementation
Training Need Analysis (TNA)/ Training Need Identification
An analysis of training need is essential requirement to the design of effective training.

The purpose of training need analysis is to determine whether there is gap between what is
required for effective performance and present level of performance.
Training Need arises at three levels:
 Organizational Level
 Individual Level
 Operational Level
Corporate need and training need are interdependent because the organization
performance ultimately depends on the performance of its individual employee and its sub-
group.
Training Need
Individual Level
Organizational Level Operational Level
Organizational Level:
Training need analysis at organizational level focuses on strategic planning, business need
and goals. It starts with the assessment of internal environment of the organization such as
procedures, structures, policies, strength and weaknesses and external environment such as
opportunities and threats. After doing the SWOT analysis, weaknesses can be dealt with the
training interventions, while strengths can further be strengthened with continued training.
Threats can be reduced by identifying the areas where training is required. And, opportunities
can be exploited by balancing it against costs. For this approach to be successful, the HR
52
department of the company requires to be involved in strategic planning. In this planning, HR
develops strategies to be sure that the employees in the organization have the required
Knowledge, Skills and Attributes (KSAs) based on the future KSAs requirement at each level.
Individual Level:
Training need analysis at individual level focuses on each and every individual in the
organization. At this level, the organization checks whether an employee is performing at desired
level or the performance is below expectation. If the difference between the expected
performance and actual performance comes out to be positive, then certainly there is a need of
training. However, individual competence can also be linked to individual need. The method that
is used to analyze the individual need is:
 Appraisal and performance review
 Peer appraisal
 Competency assessments
 Subordinate appraisal
 Client feedback
 Customer feedback
 Self-assessment or self-appraisal
Operational Level:
Training need analysis at operational level focuses on the work that is being assigned to
the employees. The job analyst gathers the information on whether the job is clearly understood
by an employee or not. He gathers this information through technical interview, observation,
psychological test, questionnaires asking the closed ended as well as open ended questions, etc.
Today, jobs are dynamic and keep changing over the time. Employees need to prepare these
changes. The job analyst also gathers information on the tasks that will be required in the future.
Based on the information collected, Training Need Analysis is done.
BENEFITS OF NEED ASSESSMENT:
Training programmes are designed to achieve specific goals that meet felt needs. There are
many benefits of need assessment. Trainers may be informed about the broader need of the
trainees. Trainers are able to pitch their course inputs closer to the specific needs of the trainees.
Assessment makes training department more accountable and more clearly linked to other human
resource activities, which make the training program easier to sell to line managers.
Training Design:
The design of the training program can be undertaken only when a clear training objective
have been produced. The training objective clears what goal has to be achieved at the end
training program i.e., what the trainees are expected to be able to do at the end of their training.
Training objectives assist trainers to design the training program.
53
The Trainer:
Before starting a training program, a trainer analyzes his technical, interpersonal, judgment skills
in order to deliver quality content to trainers.
The Trainees:
A good training design requires close scrutiny of the trainees and their profile. Age,
experience, needs and expectations of the trainees are some of the important factors that affect
training design.
Cost of Training:
It is one of the important considerations in designing a training programmer. A training
programmer involves cost of different types. These may be in the form of direct expenses
incurred in the training, cost of training material to be provided, arrangement of physical
facilities and refreshment, etc. Besides these expenses, the organization has to bear indirect cost
in the form of loss of production during training period. Ideally, a training programmer must be
able to generate more revenues than the cost involved.
Training Climate:
A good training climate comprises of ambience, tone, feelings, positive perception for training
program, etc. Therefore, when the climate is favorable nothing goes wrong but when the climate
goes unfavorable, everything goes wrong.
Trainees’ Learning Style:

The learning style, age, experience, educational background of trainees must be kept in mind in
order to get the right pitch to the design of the program.
Training Strategies:
Once the training objective has been identified, the trainer translates it into specific training
areas and modules. The trainer prepares the priority list of about what must be included, what
could be included.
Training Topics:
After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the
content into headings, topics and modules. These topics and modules are then classified into
information, skills, knowledge and attitudes.
Sequence the Contents:

Contents are then classified in the following manner;
 From simple to complex

 Topics are arranged in terms of their relative importance
54
 From known to unknown
 From specific to general
 Dependent relationship

Training Tactics:
Once the objectives and the strategy of the training program becomes clear, trainer comes in
the position to select most appropriate tactics or methods or techniques. This method selection
depends on the following factors;
 Trainees’ background
 Time allocated
 Style preference of trainer
 Level of competency of trainer
 Availability of facilities and resources, etc
Support Facilities:
IT can be segregated into printed and audio visual. The various requirements in a training
program are white boards, flip charts, markers, etc.
Constraints:
The various constraints that lay in the trainers mind are;
 Time
 Accommodations, facilities and their availabilities
 Furnishing and equipments
 Budget
 Design of the training, etc
Training Implementation
To put training program into effect according to definite plan or procedure is called
training implementation. Training implementation is the hardest part of the system because one
wrong step can lead to the failure of the whole training program. Even the best training program
will fail due to one wrong action. Training implementation can be segregated into:
 Practical administrative arrangements
 Carrying out of the training
Once the staff, course, content, equipment, topics are ready, the training is implemented.
Completing training design does not mean that the work is done because implementation phase
requires continual adjusting, redesigning and refining. Preparation is the most important factor to
taste the success. Therefore following are the factors that are kept in mind while implementing
training program.
The Trainer:
The trainers need to be prepared mentally before the delivery of the content. Trainer prepares
materials and activities well in advance. The trainer also set grounds before meeting with
55
participants by making sure that he is comfortable with course content and is flexible in his
approach.
Physical set-up:
Good physical set-up is pre-requisite for effective and successful training program because it
makes the first impression participants. Classrooms should not be very small or big but as nearly
square as possible. This will bring people together both physically and psychologically. Also,
right amount of space should be allocated to every participant.
Establishing rapport with participants: There are various ways by which a trainer can establish
good rapport with trainees by:
 Greeting participants- simple way to ease those initial tense moments

 Encouraging informal conversation
 Remembering their first name
 Pairing up the learners and have them familiarized with one another
 Listening carefully to trainees comments and opinions
 Telling the learners by what name the trainer wants to be addressed
 Getting to class before the arrival of learners
 Starting the class promptly at the scheduled time
 Using familiar examples
 Varying his instructional techniques
Reviewing the agenda:

At the beginning of the training program it is very important to review the program objective.
The trainer must tell the participants the goal of the program, what is expected out of trainers to
do at the end of the program, and how the program will run. The following information needs to
be included:
 Kind of training activities

 Schedule
 Setting group norms
 Housekeeping arrangements
 Flow of the program
 Handling problematic situations
Training Evaluation
The process of examining a training program is called training evaluation. Training
evaluation checks whether training had the desired effect. Training evaluation ensures that
whether candidates are able to implement their learning in their respective workplaces, or to the
regular work routines.
Purposes of Training Evaluation

The main five purposes of training evaluation are;
56
 Feedback: It helps in giving feedback to the candidates by defining the objectives and
linking it to learning outcomes.
 Research: It helps in ascertaining the relationship between acquired knowledge, transfer
of knowledge at the workplace and training.
 Control: It helps in controlling the training program because if the training is not
effective, then it can be dealt with accordingly.
 Power Games: At times, the top management (higher authority employee) uses the
evaluative data to manipulate it for their own benefits.
 Interventions: It helps in determining that whether the actual outcomes are aligned with
the expected outcomes.
Models of Training
Training is a sub-system of the organization because the departments such as marketing
and sales, HR, productions, finance, etc., depends on training for its survival. Training is a
transforming process that requires some input and in turn it produces output in the form of
knowledge, skills, and attitudes (KSAs).
57
THE TRAINING SYSTEM
The three models of training are;
System Model
Transitional Model
Instructional System Development Model
System Model Training
The system model consists of five phases and should be repeated on a regular basis to make
further improvements. The training should achieve the purpose of helping employee to perform
their work to required standards. The steps involved in system model are as follows;
FEEDBACK
Evalua
te
Execute
Develop
Design
Analyze
FEEDBACK
Analyze and identify the training needs i.e., to analyze the department, job, employees
requirement, who needs training, what do they need to learn, estimating training cost, etc. The
next step is to develop a performance measure on the basis of which actual performance would
be evaluated.
58
Design and provide training to meet identified needs. This step requires developing objectives of
training, identifying the learning steps, sequencing and structuring the contents.
Develop- This phase requires listing the activities in the training program that will assist the
participants to learn, selecting delivery method, examining the training material, validating
information to be imparted to make sure it accomplishes all the goals and objectives.
Implementing is the hardest part of the system because one wrong step can lead to the failure of
whole training program.
Evaluating each phase so as to make sure it has achieved its aim in terms if subsequent work
performance. Making necessary amendments to any of the previous stage in order to remedy or
improve failure practices.
Transitional Model
Transitional model focuses on the organization as a whole. The outer loop describes the
vision, mission and values of the organization on the basis of which training model i.e., inner
loop is executed.
Vision – focuses on the milestones that the organization would like to achieve after the defined
point of time. A vision statement tells that where the organization sees itself few years on the
line. A vision may include setting a role model, or bringing some internal transformation, or may
be promising to make some other deadlines.
Mission – explains the reason of organizational existence. It identifies the position in the
community. The reason of developing a mission statement is to motivate, inspire and inform the
employees reading the organization. The mission statement tells about the identity that how the
organization would like to be viewed by the customers, employees and all other stakeholders.
Values – is the translation of vision and mission into communicable ideals. It reflects the deeply
held values of the organization and is independent of current industry environment. For example,
values may include social responsibility, excellent customer service, etc.
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The vision, mission and values precede the objective in the inner loop. This model considers the
organization as a whole. The objective is formulated keeping these three things in mind and then
the training model is further implemented.
Instructional System Development (ISD) Model
ISD was made to answer the training problems. This model is widely used now-a-days in
the organization because it is concerned with the training need on the job performance. Training
objectives are defined on the basis of job responsibilities and job description and on the basis of
the defined objectives individual progress is measured. This model also helps in determining and
developing the favorable strategies, sequencing the content, and delivering media for the types of
training objectives to be achieved. The Instructional System Model (ISD) comprises of five
stages:
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Analysis – This phase consist of training need assessment, job analysis and target audience
analysis.
Planning – This phase consist of setting goal of the learning outcome, instructional objectives
that measures behavior of a participant after the training, types of training material, media
selection, method of evaluating the trainee, trainer and the training program, strategies to impart
knowledge i.e., selection of contents, sequencing of content, etc.
Development – This phase translates design decision into training material. It consists of
developing course material for the trainer including handouts, workbooks, visual aids,
demonstration props, etc., course material for the trainee including handouts of summary.
Execution – This phase focuses on logistical arrangements, such as arranging speakers,

equipments, benches, podium, food facilities, cooling, lightning, parking and other training
accessories.
Evaluation – The purpose of this phase is to make sure that the training program has achieved its
aim in terms of subsequent work performance. This phase consists of identifying strengths and
weaknesses and making necessary amendments to any of the previous stage in order to remedy
or improve failure practices.
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The ISD model is a continuous process that lasts throughout the training program. It also
highlights that feedback is an important phase throughout the entire training program. In this
model, the output of one phase is an input to the next phase.
DEVELOPMENT
Management development is all those activities and programme when recognized and
controlled have substantial influence in changing the capacity of the individual to perform his
assignment better and in going so all likely to increase his potential for future assignments. Thus,
management development is a combination of various training programme, though some kind of
training is necessary, it is the overall development of the competency of managerial personal in the
light of the present requirement as well as the future requirement. Development an activity
designed to improve the performance of existing managers and to provide for a planned growth of
managers to meet future organizational requirements is management development.
Management development is based on following on assumptions.
 Management development is a continuous process. It is not one shot programme but

continues though out the career of a manager.
 Management development is any kind of learning, is based on the assumption that there,
always existing a gap between an individual’s performance and his potential for the
performance.
 Management development seldom takes place in completely peaceful and relaxed
atmosphere.
 Management development requires clear setting of goals.
 Management development required conducive environment
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Development Process
63
IN BMM TRAINING IS BROADLY CLASSIFIED INTO SIX CATEGORIES
1) SAFETY TRAINING PROGRAMS

2) SOFT SKILLS TRAINING PROGRAMS
3) SKILL DEVELOPMENT PROGRAMS (TECHNICAL / FUNCTIONAL)
4) SENIOR MANAGEMENT PROGRAM
5) GENERAL SKILLS PROGRAMS (COMPUTER & OTHERS
6) MANDATORY TRAINING PROGRAMS (INDUCTION,ISO,EOHS)
SAFETY TRAINING PROGRAMS
1) GENERAL SAFETY
2) ELECTRICAL SAFETY
3) WORKING AT HEIGHT
4) PERMIT WORK SYSTEM
5) CONSTRUCTION SAFETY
6) EMERGENCY EVALVATION TRAINING
7) FIRE FIGHTING TRAINING
8) GAS SAFETY
9) HOT WORK SAFETY
10) PERSONAL PROTECTIVE EXPEIRMENT ETC.
SOFT SKILLS
1) CONSULTING
2) LIFE SKILLS
3) Behavioral
4) Communication skills
SKILL DEVELOPMENT PROGRAMS
1) Technical
2) Functional
GENERAL SKILLS PROGRAM
1) Computer skills
2) Other skills
MANDATORY TRAINING PROGRAMS

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1) Induction
2) ISO 9001:2004 awareness
3) EOHS
Method of measuring training effectiveness in BMM:
In BMM these six types of training method was introduced and implanted. In this method the
parameters were designed in such a way that those parameters were matching the training
program. .As there is six types of training in BMM. Parameters were designed for all the six
types of training. Training effectiveness sheet was designed for respective training program to
get appropriate measurement.
While designing the parameters discussion was made with concerned department employees,
executive and with the HOD. Taking the suggestion with the concerned department people
parameter was designed. Nearly 20 parameters were designed for all the types of training and
later it was sorted out and the best 10 best parameters.
In this method HOD was eliminated as it was one of the reasons for the failure of the previous
method. Because HOD used to take a very long time to give the rating to all his subordinates and
this delayed the entire process of training effectiveness and affected the work flow of HR
Department.
This system contained three that is before training and after the training module (immediately
after training) after training (after 3 months).
Even here the employee is asked to fill all the columns provided for him and then the transfer it
to his respective reporting officer who in turn fills in two columns before training and after
training.
This system provides the opportunities for the employees to express their views regarding the
training program that they had attended. By taking such opinion about the employee further
modification was able to make once formality is being completed by the employee then it is sent
to his respective reporting officer who also writes some suggestion to be made in the process.
The parameters are the six training programs are as follows:
1) BEHAVIOUR
2) LIFE SKILLS
3) COMMUNICATION SKILLS
4) CONSULTING
5) SAFETY
6) MANADATORY PROGRAMS
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MANADATORY
PROGRAMS
SAFETY BEHAVIOUR
TRANING
IN BMM
CONSULTING
LIFE SKILLS
COMMUNICATION
SKILLS
BEHAVIOUR PROGRAM:
1) Time management
2) Emotional intelligence
3) Personality development
4) Stress management
5) Goal setting
6) Motivational skills
7) Attitude & moral building
8) Conflict management
9) Team building
10) Leadership
LIFE SKILLS:
1) Yoga / meditation techniques

2) Work life balance
CONSULTING:
1) Performance management
2) Strategic management
3) Executive coaching / mentoring
COMMUNICATION SKILLS:
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1) Business communication
2) Interpersonal skills
3) Negotiation skills
4) Presentation skills
SAFETY PROGRAMS:
1) GENERAL SAFETY
2) ELECTRICAL SAFETY
3) WORKING AT HEIGHT
4) PERMIT WORK SYSTEM
5) CONSTRUCTION SAFETY
6) EMERGENCY EVALVATION TRAINING
7) FIRE FIGHTING TRAINING
8) GAS SAFETY
9) HOT WORK SAFETY
10) PERSONAL PROTECTIVE EXPEIRMENT ETC.
MANDATORY PROGRAMS:
1) Induction
2) ISO 9001:2008
3) EOHS
THE PROCEDURE FOR MEASURING TRAINING EFFECTIVENESS:
After all the forms have been filled by the employees then they are collected and sent to HR
Department to know the training effectiveness. It is the duty of the HR manager to see that all the
departments have returned the training effectiveness sheets.
The next step is arranging the training effectiveness sheets according to the training program
wise. Different programs will be arranged based on the similarities for example. All the training
effectiveness sheets relating to a program will be taken aside. Suppose if the program is
“Personality Development” then all the training effectiveness sheets relating to this program will
be analyzed.
PROCESS INVOVLED ANALYZING THE PROGRAM:
Out of 300 employees suppose 50 employees are attended the any training program then by
taking these 50 employees training effectiveness sheets all the ratings are added . First the
employee all the ratings are added (before training immediate training after training) then the
reporting officer ratings are added both before training and after training. After training the sum
of individual sheets then these sheets is totally added that is all the 50 training effectiveness
67
sheets are again added up and now this total is divided by 30 to get the exact figure. And then it
is multiplied by 100 to get the value in percentage form.
Likewise the same procedure is applied to the other entire training program to know the
effectiveness of training. This process keeps continuing till the entire training program is
analyzed.
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SWOT ANALYSIS
STRENGHTS:
1. Company has ISO certification.
2. Adequate Raw material for smooth production
3. Company products have good demand in the market.
4. Company has its own software to maintain the accounts
5. BMM has state-of-art infrastructure.
6. Customers are very HIGH
WEAKNESSES:
1. Production capacity is constraint.
2. Customers are Waiting to met officers for like hour
3. Advertisement in local channels only.
OPPORTUNITIES:
1. There is possibility of extending the business world wide (i.e. Domestic & Foreign).
2. There is better opportunity for New Product Development.
THREATS:
1. Market is highly competitive & has wide fluctuation.
2. There are various competitors like Kamadhenu, JSW, Kirloskar, MSPL & many others in
the same field.
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70
RESEARCH METHODOLOGY
Research methodology is the way to systematically solve the research problem. It may be
understood as a science of studying how research is done scientifically. Thus it is necessary to
know not only the research method techniques but also methodology.
The research design adopted in this study is descriptive research design. Descriptive
research includes survey and fact finding enquiries of different kinds. The major purpose of
descriptive research is the description of the state of affairs as it exists at present.
TITLE OF THE PROJECT
"A study of impact of training and development on employee at BMMIL”
PROBLEM STATEMENT
To study of impact of training and development on employee at BMMIL.
OBJECTIVES OF THE STUDY
 To study training and development in organization and the process of training and
development at BMMIL.
 To measure the satisfaction level of employees about the training and development at
BMMIL.
 To examine the impact of training and development on employee satisfaction at BMMIL.
LIMITATIONS OF THE STUDY
 The time is adequate only to conduct a narrow study on the topic.

 I faced difficulty in collecting data because of busy schedule of the respondents.
 Because of the busy schedule respondents may not have answered properly which may
not hold true in case they would have been given lot of time to answer.
 It was difficult to get information from the organization guide due to their busy schedule.
71
Sample area
The research was conducted at BMM ISPAT LTD., DANAPUR, HOSPET (Tq)
Sample:
Group of research subjects whose characteristics approximate those of the population it is

selected from. For this project both primary and secondary data are required, hence both
types of data have been collected.
The study method involves the following:
 Framing the objectives of the study
 Based on the objectives determine the means of data collection.
 Framing of Questionnaire.
 Analyzing the data.

 From the analyzed data interpret the results.
 From the results determine the satisfaction level.
 Finally suggestion, conclusions and recommendations based on the interpreted results.
Survey:
It is a systematic gathering of information from the respondents for the purpose of

understanding and or predicting some aspects of behavior of population of interest. It provides
data on attitude, feeling beliefs, past and intended behavior, knowledge, ownership, personal
characteristics and other descriptive items.
Questionnaire:
We use questionnaire as a research tool consisting of a series of questions and other

prompts for the purpose of gathering information from respondents and statistical analysis of the
responses were made later.
Sampling Population:
There are totally 1405 employees in the organization
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Sample Size:
Number of unit selected from the sample size is known as sample of whole 50 respondents
Sampling Method:
Samples are going to be select on simple random sampling method.
Data collection
a)primary data:
It refers to the systematic collection of information directly from respondents. This data
is collected for the descriptive research. The primary data collected during the study includes the
data collected through questionnaire and face-to-face interview with customer to know about the
consumer behavior and their interest level.
b) Secondary data:
The first step in data collection approach is to look for secondary data. Usually it is the
data developed for some purpose other than for helping to solve the problem at hand. Secondary
data are collected through various magazines, internal experts, and website.
Techniques for Data Analysis:
The data is analyzed with “simple analysis technique”. The data is percentage method.
Percentage method is making comparison between two or more criteria. This method is used to
describe relationship.
Percentage of Respondent= No. of Respondent / Total no. of Respondent * 100
STATICAL TOOLS USED:
 Tables
 Graphs
73
74
1)How many training programs have you attended in last few years?
s.no No.of programs No.of responses % of responses

1 0 –5 20 40
2 6 – 10 12 26
3 10 – 15 10 20
4 More than 15 8 15
5 Total 50 100
120
100
80
NO.OF RESPONDENTS
60
40 PERCENTAGE
RESPONDENTS
20
0
0 TO 5 6 TO 10 10 TO 15 MORE TOTAL
THAN15
INTERPRETATION:
45% of the employees have attended 6 – 15 programmes in the last 5 years, which is an
indication of an effective training policy of the organization. However, 40% of the officers have
attended only 0 – 5 training programmes, which needs to be monitored by the organization.
2) The programme objectives were known to you before attending it.
s.no options No.of respondents % of responses

1 Strongly agree 9 18%
2 Moderately agree 18 34%
3 Can’t say 6 13%
4 Moderately disagree 7 15%
5 Strongly disagree 10 20%
6 Total 50 100%
75
120
100
80
60
40
NO RESPONDENTS
20 PERCENTAGE OF RESPONDENTS
INTERPRETATION:
42% respondents feel that the time limit of the training programme was adequate but 35% feel
that it was insufficient. Also, 13% could not comment on the. All the respondents though felt
that increase in time limit o f the programmes would certainly be advantageous and the
organization should take some steps in this direction
3) The training programme was relevant to your developmental needs.
s.no. Options No. of Respondents % of Responses

3 Can’t Say 7 15%
4 Moderately Disagree 5 10%
5 Strongly Disagree 3 5%
Total 50
76
120
100
80
60 NO.OF RESPONDENTS
PERCENTAGE RESPONDENTS
40
20
0
SA MA CS MDA SDA TOTAL
INTERPRETATION:
70% of the respondents feel that the training programmes were in accordance to their
Developmental needs. 15% respondents could not comment on the question and 15% think
that the programmes are irrelevant to their developmental needs and the organization must
ensure programmes that satisfy the developmental needs of the officers.
4- The period of t raining session was sufficient for the learning.

3 Can’t Say 10 21%
Total 50 100%
77
120
100
80
60 RESPONDENTS
PERCENTAGE OF RESPONDENTS
40
20
0
INTERPRETATION
that it was insufficient. Also, 21% could not comment on the question. All the respondents
though felt that increase in time limit of the programmes would certainly be beneficial and the
organization should plan for this to be implemented in the near future.
5) The training methods used during the training were effective for understanding the
subject.

3 Can’t Say 8 15%
Total 50 100%
78
120
100
80
60 RESPONDENTS
40
20
0
INTERPRETATION
40% of the respondents believe that the training methods used during the programmes
were helpful in understanding the subject, yet 25% disagree to this notion. The organization
should use better, hi-tech methods to enhance the effectiveness of the methods being used
during the training programmes.
6) The training sessions were exciting and a good learning experience.
1 Strongly agr ee 12 25%

3 Can¶t Say 5 10%
Total 50
79
120
100
80
60 RESPONDENTS
40
20
0
INTERPRETATION
65% respondents believe that the training sessions were exciting and a good lear ning exper
ience.10% respondents could not comment on this while 25% differ in opinion. They feel
that the training sessions could have been mor e exciting if the sessions had been more
interactive and in line with the current practices in the market.
7) The t raining aids used were helpful in improving the overall effectiveness of the
programme.

3 Can¶t Say 18 35%
Total 50 100%
80
120
100
80
60 RESPONDENTS
40
20
0
INTERPRETATION
40% of the respondents believe that the training aids used were helpful in improving the overall
effectiveness, yet 20% disagree to this notion. 35% respondents did not comment on the issue.
Yet the total mindset of the respondents was that the or ganization should use better
scientific aids to enhance the presentation and acceptance value of the tr aining progr amme.
8) The training was effect ive in improving on- the- job efficiency.

3 Can¶t Say 10 20%
Total 50 100%
81
120
100
80
60 RESPONDENTS
40
20
0
INTERPRETATION
45% respondents believe that the training programmes increase their job efficiency but
35% disagree to this. The view of the respondents were towards having more
technological and current topics for the training programmes which could help them satisfy
their creative urge and simultaneously increase their on-the-job efficiency.
9) In your opinion, the numbers of t raining programmes organized during the year were
sufficient for officers of BMM.

3 Can’t Say 13 25%
Total 50 100%
82
120
100
80
60 RESPONDENTS
40
20
0
INTERPRETATION
25% respondents have the opinion that the frequency of the training programmes is sufficient
but 50% of the respondents differ to this. They believe that the number of training
programmes organized in a year should be increased and some in house training programmes
should also be organized by the organization regularly.
10) How many training programmes have you attended during t he last year?
s.no. No. of Programmes No. of Respondents % of Responses
1 Up to 2 31 62%
2 3-5 12 25%
3 6-8 6 10%
4 More than 8 1 3%
Total 50 100%
83
120
100
80
60 RESPONDENTS
40
20
0
0 TO 2 3 TO 5 6 TO 8 MORE TOTAL
THAN 8
INTERPRETATION
35% of the workers have attended 3-8 training programmes in the last year, which is the clue of
a useful training policy of the or ganization. However, 62% of the workers have attended only 0-
2 training programmes, which should be effectively seen by the organization. Also, every
worker should be given chances to attend as many training programmes as possible.
11) The training given is useful to you.

3 Can’t Say 6 13%
Total 50 100%
84
120
100
80
60 RESPONDENTS
40
20
0
INTERPRETATION
71% of the respondents feel that the training programmes were useful. 13% respondents could
not comment on the question and 16% think that the programmes were irrelevant to
their objective of being useful. The organization must ensure programmes that are useful and
prove to cater to the developmental needs of the workers.
12) The time limit of the training programme was sufficient.

3 Can’t Say 6 13%
Total 50 100%
85
120
100
80
60 RESPONDENTS
40
20
0
INTERPRETATION
that it was insufficient. Also, 13% could not comment on the question. All the respondents
though felt that increase in time limit of the programmes would certainly be advantageous and
the organization should take some steps in this direction.
13) The time limit of the training programme, if increased would make it more effective.

3 Can’t Say 5 10%
Total 50 100%
86
120
100
80
60 RESPONDENTS
40
20
0
INTERPRETATION
65% respondents feel that the increase in the duration of the training programmes
would be beneficial but 25% differ to this opinion. Going by the majority, the organization
should make required changes to increase the duration of the programmes and also take
the opinion of the workers
14) The training aids used were effective in improving the overall effectiveness of the
programme.

3 Can’t Say 15 30%
Total 50 100%
87
120
100
80
60 RESPONDENTS
40
20
0
INTERPRETATION
35% respondents believe that the training aids were effective in improving the overall efficiency
of the programme. Contrary to this, 35% disagree and 30% could not comment on the issue.
The organization should ensure positive awareness about the training aids used. Also, the use
of better presentation aids should be facilitated.
88
FINDINGS
SUGGESTION
CONCLUSION
89
Conclusion
It was great experience to know and understand the dynamics of BHARAT

MINES AND MINERALS LIMITED is a healthy organization which has very
much potential inside in the market despite of many new competitors.
Working on this project enabled me to have a broad and detail value of the actual
working environment and organization. This period help me to understand the
functioning of BMMIL.
It has been an excellent opportunity for me to carry out the study on training and
development process in BMMIL.
BMM is the organization of enormous potential. The company has lots of plans to
diversify in to innumerous units, which throws a light on the management
efficiency planning and functioning.
The organization has a very bright future if it maintains the same trend in
executing it polices.
90
FINDINGS
 The company provides both “on the job’’ and ‘’off the job ‘’ training
methods.
 Employers would also very interesting to conduct such programs
regularly.
 Head of Department of the plant operations would also giving proper
training to the employees for to get high productivity from them.
 Employees were also very interested to be a part in the training programs.
 Maximum number of employees was given feedback, and mentioned
that, according to these training programs they were developed in their
profession as well as personal life too.
 In the organization all workers and employees are Motivated in Character
BMM
 Employees FEEDBACK is EXCELLENT about Faculty by observing
training feedback form.
91
SUGGESTION
 Give chance to employee’s feelings about training by oral instead of

feedback.
 The administration policies should be updated so that all the employee is
aware of the policies
 Try to minimize the dust in the industry
 Provide the quarters to employees to make them stick them to company
 Conduct test after training it helps to measure their understanding of the
programs
92
93
BIBILOGRAPHY
1) Websites:
http//:www.bmm.in
www.googel.com
2) Articles
Business Standard
Times of India
Metalloid
3) Books:
RESEARCH METHODOLOGY - C.R.Kothari
HUMAN RESOURCE - Aswhattapa

PROJECT BOOKS OF BMMIL
94
QUESTIONNAIRE ON TRAINING AND DEVELOPMENT AT BMM
I here by introduce myself Mr.Manjunath.B.Jahagirdar student of BLDEA’s MBA PROGRAMME

A.S.PATIL COLLEGE OF COMMERCE. As a part of our curriculum, I have under taken “A study on
impact of training and development on employee in BMM ISPAT LIMITED. I request you to
kindly share your valuable time filling this questionnaire, I would be grateful to you. I assure you
that the information provided by you will be of great help to me and used for academic purpose
only:-
Name of the employee:_____________________________
Department :______________________________________
Job title:_____________________________________________
Age:_________________________________________________
Name of the Training program :____________________________
Training and Development Questionnaire for Employees:
1)How many training programs have you attended in last few years?
a) 0 -5 b) 6 – 10 c) 10 – 15 d) more than 15
2) The programme objectives were known to you before attending it.
a) Strongly agree b) Moderately agree c) Can’t Say d) Moderately Disagree
e) Strongly Disagree
3) The training programme was relevant to your developmental needs.
4- The period of t raining session was sufficient for the learning.
95
5) The training methods used during the training were effective for understanding the
subject.
6) The training sessions were exciting and a good learning experience.
1) The t raining aids used were helpful in improving the overall effectiveness of the
programme
2) The training was effect ive in improving on- the- job efficiency.
3) In your opinion, the numbers of t raining programmes organized during the year were
sufficient for officers of BMM.
4) How many training programmes have you attended during t he last year?
a) Up to 2 b) 3 - 5 c) 6 - 8 d) more than 8
5) The training given is useful to you.

6) The time limit of the training programme was sufficient.

96
7) The time limit of the training programme, if increased would make it more effective.
14) The training aids used were effective in improving the overall effectiveness of the
programme.
97

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RANI CHENNAMMA UNIVERSITY BELAGAVI

BIJAPUR Liberal District Education Association

A Report submitted in Partial Fulfillment of the Requirement for the Award of

MASTER OF BUSINESS ADMINISTRATION

“ORGANISATION STUDY AND IMPACT OF TRAINING DEVELOPMENT ON

Internal guide EXTERNAL GUIDE

Lastly, I express my sincere thanks to Dr.Savita.S.kulkarni DIRECTOR of

I the undersigned student Mr. Manjunath.B.Jahagirdar hereby declare that the

Place: BIJAPUR Manjunath.B.Jahagirdar

Title of the project

"A study of impact of training and development on employees at BMMIL”

PURPOSE OF THE STUDY

OBJECTIVES OF THE STUDY

 To examine the impact of training and development on employee satisfaction at BMMIL.

LIMITATIONS OF THE STUDY

 I faced difficulty in collecting data because of busy schedule of the respondents.

OVERVIEW OF THE COMPANY:

A cater to all type of blast furnaces of international standards.

SOURCES OF RAW MATERIALS:

CORPORATE SOCIAL RESPONSIBILITES:

BMM has set up a foundation called "ANURAG REHABILITATION PROGRAMME

Our current capacities are:

Pellet Plant 2.40 Million Tons per annum

Sponge Iron Plant 0.73 Million Tons per annum

Induction Furnace 0.10 Million Tons per annum

Rolling Mill 0.09 Million Tons per annum

steel plant Tons per annum

Power Plant 235MW

Capacity: 500 Tons per day (TPD)

Technology: Direct Reduction of iron ore in Rotary Kiln.

Products: Sponge iron Lumps and Fines.

Bye products: Dolochar and Waste gases.

Utilization of Bye Products:

 Dolochar can be used for power generation in power plant.

INDUCTION FURANCE AND CONTINEOUS CASTING MACHINE

Capacity: 300 tons per day

Product Size: 100 to 200mm2

Bye Product: Slag

The three stages are as follows:

 The first stage of ‘Quenching’.

Capacity: 25 tons per hour

Raw materials: Billets

Technology: Temp core

Product: TMT (Thermo Mechanically Treated) Bars.

220KV SUB STATION or SWITCH YARD

Purpose: Receiving and distributing 220 KV / 11 KV Power to individual divisions.

Advantage: Connected to national grid, so assurance of continuous supply of power.

Pellets: Agglomerated & heat hardened Iron Ore fines

Capacity: 1.2million tons per annum

 Iron ore fines

 Waste heat recovery boilers: 10 tons per hour – 2 no’s.

Technology: Coal based and waste heat recovery boilers.

Beneficiation: Up gradation of Iron Ore

Capacity: 1.2 million tons per annum

Raw Material: Iron Ore

Product: High grade Iron Ore.

MARKETING PLANT PROJECTS OPERATIONS

 Maintance of time and punch card.

Shift working in BMMIL

‘A’ shift’ 6.00am to 2.00pm

‘B’ Shift 2.00pm to 10.00pm

‘C’ Shift 10.00pm to 6.00am

HUMAN RESOURCE DEPARTMENT: