I have undertaken the internship study at the KAJAH TEA COMPANY PVT LTD. for the project I was engaged as an executive trainee under the finance department and had the access to meet the employees of various departments for the considerable time duration which helped me to gain a deep insight about the type of work they do and study the function each department in the organisation. This report is an endeavor to cover the overall organisation structure, departments, procedures and functions of the organisation and also covers industrial profile and company profile with their objective that the company has the report gives an inside view about managerial functions, operative functions towards the product and employee of the organisation

1. 1
A REPORT ON INSTITUTIONAL TRAINING
at
KAJAH TEA COMPANY PVT LTD
In partial fulfilment of the requirements
for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted by
GODWIN K JACOB
Reg No: 16MBA043
Under the Supervision and Guidance of
Mrs.S.MONICA.B.E.,MBA
MARCH 2017
PG & Research Department of Management Studies
HINDUSTAN COLLEGE OF ARTS AND SCIENCE
(AUTONOMOUS)
Affiliated to Bharathiar University
Approved by AICTE and Govt. Of Tamilnadu
Accredited by NAAC – An ISO certified institution
December 2016

2. 2
CERTIFICATE
This is to certify that this institutional training report submitted by
GODWIN K JACOB Reg. No. 16MBA043 is a bonafide record of the work
done by the candidate during the academic year 2016-2017 under my supervision
and guidance in partial fulfilment of the requirement for the award of the degree
of MASTER OF BUSINESS ADMINISTRATION
Signature of the Director Signature ofthe guide
Viva voce held on:…………………

3. 3
DECLARATION
I, GODWIN K JACOB hereby declare that institutional training report at KAJAH
TEA COMPANY PVT. LTD submitted to in partial fulfilment of the requirement for the award
of the degree of MASTER OF BUSINESS ADMINISTRATION is a record of original and
independent work done by me during December 2016 under the supervision and guidance of
Mrs. MONICA S Assistant professor PG and Research department of management studies
Hindustan College of Arts And Science
Date: SIGNATURE OF THE STUDENT
Place: GODWIN K JACOB

4. 4
ACKNOWLEDGEMENT
First and foremost, I praise and thank God Almighty from the depth of heart that has been the
sources of strength in the completion of the project work.
I acknowledge my sincere thanks and gratitude towards my respectable teachers and Dr. D N
Navarasu, HOD of MBA, Hindustan College of Arts And Science, Coimbatore. I acknowledge
my deep and sincere gratitude for his able and cordial directions.
The In-Plant training has been prepared under the guidance and supervision of Mrs. Monica, S
Lecturer in MBA Department, Hindustan College of Arts and Science, Coimbatore. I
acknowledge my deep and sincere gratitude for his able and cordial directions.
At the outset, I bestow my sincere thanks to the project coordinator, Mr. JAISON, General
Manager of CPD for the whole hearted co-operation and guidance to achieve the goal of this
In-plant training.
I am also grateful to Mr. SREEJITH, Personnel Officer of CPD, for giving me his valuable
assistance at every stage of my In-Plant training.
I would like to thank all the workers of CPD for their friendly and co-operative approach.
Big thanks to my parents for all support and encouragement, they have rendered during the
project work.
GODWIN K JACOB

5. 5
ABSTRACT
I have undertaken the internship study at the KAJAH TEA COMPANY PVT LTD. for
the project I was engaged as an executive trainee under the finance department and had the
access to meet the employees of various departments for the considerable time duration which
helped me to gain a deep insight about the type of work they do and study the function each
department in the organisation.
This report is an endeavour to cover the overall organisation structure, departments,
procedures and functions of the organisation and also covers industrial profile and company
profile with their objective that the company has the report gives an inside view about
managerial functions, operative functions towards the product and employee of the
organisation

6. 6
OBJECTIVES OF INDUSTRIAL TRAINING
 Facilitate the intern to practice the acquired skills
 To develop the methods and modalities for actual practice of management study
 To identify the effectiveness of performance appraisal system in Kajah Tea Company
Pvt Ltd
 Identification of performance appraisal technique followed in Kajah Tea Pvt Ltd.
 Review of the current appraisal system.
 To understand the impact of appraisal in employee performance.
To provide suggestions & recommendations from the study conducted

7. 7
TABLE OF CONTENTS
CHAPTER TITLE PAGE
No.
Certificate
Declaration
Company Certificate
Acknowledgement
Abstract
Objectives of the study
1 Introduction about the Organisation 1
Industry profile 3
Company profile 5
Product profile 6
2 Departments Of the Organisation 8
3 Problems in the Organisation 37
4 Problem Analysis 39
5 Suggestion and Conclusion 42
6 Bibliography 47

8. 8
CHAPTER 1
INTRODUCTION

9. 9
CHAPTER 1
INTRODUCTION
1.1 ABOUT THE ORGANIZATION
KAJAH TEA COMPANY PVT LTD is a part of the RAJAH group. This company was has a
staff of around 65 personal. It is directed by Mr. HAJI ABDUL ROUF and is managed by Mr.
JAISON.A.K assisted by Mr. SREEJITH. The company has a traditional background and is
engaged in the marketing of fast moving consumer goods basically. (1) beedi (2) Tea (3) Salt
(4) Dhahasamini (5) Tooth Powder and (6) Palm.
The company has several branches situated in Kerala. It has deposit in
(1) Kasergod (2) Kannur (3) Kottakal (4) Kootanad (5) Guruvayoor (6) Palakkad (7) Adoor
and (8) Trivandrum. The headquarters of the companies is situated in Guruvayoor.
It has direct as well as indirect distribution system. The services rendered by the company are
spot delivery to wholesalers and retailers in time. It renders quantity purchase scheme to the
middlemen and consumer offers and also seasonal as well as off seasonal gifts and discounts.
It has currently achieved at a target tea sales of 15 ton per month and is expecting to achieve a
target net sales of 36 ton per month. The company has arrived in a situation to deliver its
products through outside distribution channels.
It is hoping to keep a lasting relationship with the middlemen and the end users. It is aiming
at satisfying some of the consumer’s needs. The company focuses on hospitality and gives
priority to reliability and virtue.

10. 10
INDUSTRY PROFILE
Tea isn’t simply tea in India but it is like a staple beverage here and a day without it is
impossible and incomplete. Indians prefer their steaming cup of tea because for them it acts as
an energy booster and is simply indispensable. This popular beverage has a lot of health
benefits too as its antioxidants help to eliminate toxins and free radicals from the blood.
Originally tea is indigenous to the Eastern and Northern parts of India, but the tea
industry has expanded and grown tremendously over the years, making India the largest grower
and producer of tea in the world. The tea production in India was 979,000 tonnes as of 2009.
In terms of consumption, export and production of tea, India is the world leader. It accounts
for 31% of the global production of tea. India has retained its leadership over the tea industry
for the last 150 years. The total turnover of this industry is roughly Rs.10, 000 crores. Since
1947, the tea production in India has increased by 250% and the land are used for production
has increased by 40%.
Even the export sector of India has experienced an increase in the export of this
commodity. The total net foreign exchange in India is roughly Rs.1847 crores per annum. The
tea industry in India is labour intensive, meaning it depends heavily on human labour instead
of machines. This industry provides employment to more than 1.1 million Indian workers and
almost half the workforce constitutes of women
There is a wide variety of tea offered by India; from Green Tea to CTC tea to the
aromatic Darjeeling tea and the strong Assamese tea, the range of tea available in India is
unparalleled. Indians take a lot of pride in their tea industry because of the pre-eminence of the
industry as a significant earner of foreign exchange and a significant contributor to India’s
GNP.
The three prominent tea-growing regions in India are Darjeeling, Assam and Nilgiri.
While Darjeeling and Assam are located in the Northeast regions, Nilgiri is a part of the
southern region of the country. A visit to these regions is made truly memorable by the endless
rolling carpets of green which are the tea gardens and one cannot but help feeling enthralled
and captivated at the sight of the huge tea estates. Majority of the tea factories are located within

11. 11
the premises of the tea estates and this is what accounts for the freshness of the tea. The process
of tea production has a series of procedures and processes. The process starts with the plucking
of tea leaves in the tea estates by women employees carrying a basket over the head and ends
with the production of the ultimate tea.
There are mainly two ways of producing tea in India namely the CTC production and
Orthodox production. CTC is an acronym for crush, tear and curl. The tea produced by this
method is mostly used in tea bags. The orthodox production method consists of five stages,
namely withering, rolling, fermentation, drying and finally storing. It is not possible to compare
the two varieties because their quality depends on factors such as rainfall, soil, wind and the
method of plucking of tea leaves and both possess a unique charm of their own.
As the primary producer of an assortment of tea, India is the ideal destination for all tea
enthusiasts.

12. 12
COMPANY PROFILE
HISTORY OF RAJAH GROUP
RAJAH GROUP was established by A. ABDUL KADER SAHIB in the year 1935 he
started as a business venture manufacturing Beddies with sales in Srilanka.the group also was
involved in other business etc. later due to changes in the foreign policies of the Srilanka to the
staffs of its companies their and shifted operation to India
The group gradually became a leading manufacturing of Beedies employing directly
and indirectly about 35000 in India. Its products are in good demand in the states of Kerala,
Tamil Nadu, Karnataka, Andhra Pradesh and Maharashtra. The groups are received best tax
paid awards in the states of Kerala and Tamil Nadu
The group diversified in to the business like Timber, Terracotta Tiles, Ayurveda,
Automobiles, Tea, and Salt etc. The group also involved in the tourism located business and
owes a scenic island on the back waters of chettuva in Kerala .which functions as an Ayurvedic
hospital. A similar Ayurvedic treatment centre is also run on a 180 land in Kootanad, Palakkad
district of Kerala.
The Group also has a software development business and caters to the requirement of various
clients in India.
Rajah school, a CBSE school associated with the group offers quality education to more than
1400 students.
The group manufactures several Ayurvedic products, most of which are used
exclusively by guests at its Ayurvedic centres some of its products are marketed outside.
Besides this the group also manufactures Kajah tea, Kajah lodized salt and “Bright
Wash Dish” wash powder.

13. 13
PRODUCT PROFILE
Brands : Kajah Tea Red (Home red)
Kajah Tea Blue
Kajah Hotel Blend
Contents : Tea
Available packs Price/(Kg bag)
50 Grams
100 Grams
250 Grams
500 Grams
1kg(Red)
1kg(Blue)
5kg Bag
RS.40
RS.75
RS.95
RS.190
RS.380
RS.460
RS.1900
UsageUtility : Beverage Drink, Antioxidity
Target : Urban as well as rural areas customer segments
Competitive Strength : Quality and strong flavour reliability
Quality : Home Blend, Hotel Blend

14. 14
Chief Competitors : AVT, Kannan Devan, Broke
Bond Positioning : “Really Strong”
ORGANIZATION STRUCTURE
The organization consists of the Board of Directors, The managing directors and the different
department heads which includes production departments, personal department, finance
department, marketing and systems department. Under the finance department comes accounts
department and under the marketing department comes the sales and distribution.
Board Of
Directors
Managing
Drrector
Production
Department
Personnel
Department
Finance
Department
Accounts
Department
Marketing
Department
Sales Distribution
Systems
Department

15. 15
CHAPTER 2
DEPARTMENT STUDY

16. 16
Chapter 2
DEPARTMENT STUDY
2.1 PRODUCTION DEPARTMENT
Department Chart
Production
Manager
Asst. Manager
Maintenance
Manager
Electrical
Engineer
Mechanical
Engineers
Mechanical
Helper

17. 17
LAYOUT DESIGN
Every infrastructure requires having a layout. A layout is consisted of the detailed plan
of the structure being constructed or reconstructed. It emphasizes the arrangements and proper
positions of the basic elements of the plan. A layout serves as a guideline for the builders as
well as the owners of the establishments to visualize the physical appearance of the
infrastructure. A layout also includes the proper allocations of space and equipment that will
be use within the production of the plant. It is a very importance aspect within the
manufacturing cycle.
Plants should have an ideal layout in order to improve their productivity means. A
properly laid out plant ensures a smooth rapid movement of materials and employees.
However, plants layouts are dynamic in concept because it tends to adapt several changes
regarding the need for improvement of the industry. One of the aspects that can affect the
productivity of an industry is the plant layout. The plant layout involves the planning path
each component part of the product is to be followed within the plant. It also includes the proper
coordination of each parts so that the process of manufacturing will be carried out in the most
economical and practical manner. A plant layout is composed of a detailed plan of the
infrastructure – the sketches, drawings that are carefully scaled on order to achieve the real
visualization of the plan that is going to be implemented.
PRODUCTION PROCESS
Green Leaf Weighment
The green leaf plucked from the garden are weighed either at site or in the factory. The
Average leaf plucked is around 20 Kgs in Munnar.
Weathering
The moisture content in the green leaf is taken out by this process by means of hot air.
The required Temperature is around 70°F. In preparing Orthodox Tea, around 70% of the
moisture is to be taken out.

18. 18
Rolling
Weathered tea is fed into rollers. There are two types of Rollers viz., I. Single action - Here
only the top part rotates. II. Double action - Here both the top & bottom part rotates. The
function of the roller is to twist the leaves. At first this is done without applying any pressure,
subsequently followed by medium and hard Pressure.
Fermenting
It is here that the chemical change do occur. The leaves starts changing its colour to
somewhat brownish. The period that is required for fermentation depends on temperature. The
temperature inside the fermenting room is normally 2°C less than the outside temperature. The
time taken for fermentation ranges in between 2 to 3.5 hrs depending on the season
Drying
This is the last of the manufacturing process. Here the Temperature should be around
230°F to 240°F depending upon the efficiency of the dryer. If the temperature is more than
required, the leaves will be burnt & if the temperature is less, we get the unburned tea. This
Tea is also known as Dryer Mouth Tea.
Sorting of Tea
Now the manufacturing process has been completed and we are having the loose
unsorted tea. This has now to be segregated into various grades. This is done with the help of
sorting machine.
Normally Tea Gardens do have three types of sorters which do run in sequential order.
Middleton Sorter
Unsorted tea is first fed in this sorter which has simple trays for segregating the bulk
from the sized tea. Arnut Sorter - The output from the Middleton sorter is fed in this sorting

19. 19
machine which has 8 to 30 inches ghogie of various sizes to get various grades. Pucca Sorter
- The output obtained from the Arnut Sorter is transferred into pucca sorter to get final grades.
Packing
The sorted tea is then packed according to various grades & after paying additional
excise duty of Rs. 1 per Kg & a Cess of Rs. 0.10 per Kg of the tea is dispatched (according to
prevalent rate at the time of writing).
LOADING
It is the part of Godown Management, the bailed material is loaded into trucks of
respective destinations for which the dispatch programmed is given to the godown, Godown
people. It is the physical movement of the product from the mill to the Godown, Godown to
cutting centre to depots. The trucks capacity is 9 tons for short distance & 18 tons for long
distance. Suppose a party from Kunnamkulam place an order of 7 tonne of one kind of tea
powder &3 tons another kind of powder & another party of Kunnamkulam place an order of 9
tons kind of tea powder. In this case the clubbing of destination will be done in such a way so
that the load of 18 tons on one truck will be ready in one time. In this way the truck will be
loaded at its full capacity. And this will help to reduce the transportation cost.
UNLOADING
KAJAH Limited was using crane technique for loading and unloading their raw
materials and products. They are also using manpower for loading and unloading. They use
both ways for loading and unloading the things. KAJAH Limited was mainly use the above
mentioned technique for loading and unloading.
Scheduling
Scheduling energy requirement for processing tea. Energy is required for all the process
in tea manufacture. The process are withering, rolling, roll breaking, drying and grading. Both
thermal and electrical energies are required for the above processes. The thermal energy and
electrical energy could be used mainly for withering and drying while the electrical energy is

20. 20
also used for moving machinery such as rollers, roll breakers and shifters. The Energy
consumption in tea processing Schedule is given in Table
1. Table 1
Energy Consumption in Tea Processing
Process
-1
Energy (kWh kg Made Tea )
Mid/High Elevation n Low Elevation
Withering 0.46 0.46
Rolling 0.20 0.10
Drying 0.07 0.07
Sorting & Packing 0.09 0.07
Ancillaries 0.12 0.05
Total 0.94 0.75
The thermal energy consumption for withering and drying is presented in Table 2

21. 21
Table 2
Thermal Energy Consumption in Tea
Processing Process
-1
Energy (MJ kg Made Tea )
Mid/High Elevation Low Elevation
Actual Lowest Calculated
limit
Actual Lowest
Calculated
limit
Withering 9.0 5 .6 9.0 5.6
Drying 13.0 1 0.6 13.7 11.2
Total 22.0 1 6.2 22.7 16.8
From the above tables 1 and 2, we could conclude that the total energy requirement to
produce one kg of made black tea is about 25 MJ (0.7-1.0 kWh of electricity and 1.4 - 2.0 kg
of dry Fire Wood), where the main energy sources are imported and expensive petroleum fuel
and wood from mature rubber trees. Hence total electricity requirement for all tea factories
would be equivalent to a generation from a 35 MW power plant when compared to the present
installed capacity of 2172 MW A solar thermal field with flat plate solar collectors had
indicated there is a saving of 25-35% saving on fuel and the same system could be used for
refiring graded tea without auxiliary source However, this was found to be uneconomical at
present. Therefore, we have to explore the possibilities using fuel wood as a bio-energy source.
INVENTORY MANAGEMENT
KAJAH Limited follow the National Forestry Inventory Model (2000). The 20km X 20km
grid of sampling points that was set by the National Forestry inventory (NFI) was used. This
is a random grid. At each point a plot is set up. This plot consists of two circular plots, two
line transects, four mini-plots and a soil pit. The larger circular plot, used for measuring
large trees and visual assessments, has a radius of 11.28 m. The small circular plot, used for

22. 22
measuring smaller trees, has a radius of 3.99. The small tree plot falls within the larger plot.
The line transects, with a length of 24 m, are used for measuring coarse woody debris. The
four mini-plots are used for measuring small plants and seedlings and have a radius of
0.56m.The soil pit is located outside of the largest circular plot and is used to obtain soil
characteristics. This model was followed in each of the Gwich'in PSPs. There was several
additions in plots done by the Gwich'in. The large circular plot was also used to determine
wildlife and land use. The soil pit was also used for testing soil pH and permafrost depth.
Soil samples were taken from several points at the edge of the plot. Inventory management
is very important in the KAJAH Limited because this industry was running with the
production functions so the inventory is a very important one so the company is gives more
important to the inventory management. It will help to supply the inventory at the correct
time. That’s why the production process is going good. Their inventory management is
controlled by the purchase department.
ISO14001certification
Indian tea producer and its estates conform to the most rigorous environmental and safety
standards. In Dec. 2000, it became the first India tea producer to acquire ISO 14001
certification for environmental management systems. It conducts an environmental protection
program on a continuous basis as an integral part of its business activities. All its major tea
production facilities acquired certification for implementing ISO 14001 management systems,
as well as increasing environmental awareness among employees. Fair Trade Certification
& Commitment Indian greens tea and estates are fair trade certified conforming to the highest
labour and environmental standards. Fair Trade is a product certification system designed to
identify products that meet agreed environmental, labour and developmental standards.
Overseen by a standard-setting body, a certification body, the system involves independent
auditing of producers to ensure the agreed standards are met. Companies offering products that
meet the standards may apply for licences to use the India Certification Mark for those
products.

23. 23
NEW PRODUCT DEVELOPMENT PROCESS
Goal: The project aims at developing the technology, skills and systems of organic tea
production. It would include the development of appropriate technology for the establishment
of new, and the conversion of existing, tea areas to organic tea farms. The project also aims at
the development of acceptable international standards for the export of organic tea and the
establishment of an internationally accepted certification mechanism in both countries. The
project includes an assessment of the demand for organic tea exports and the development of
appropriate export strategies.
Purpose
 Technology, techniques and systems for organic tea production
 Appropriate national certification agency with international recognition
 Assessment of global market for organic tea and appropriate market strategies
 Technology and techniques applied on model farms and elsewhere
 Internationally acceptable standards and an established certification office with trained
inspectors
 Identification of and access to export markets for organic tea

24. 24
2.2 HR Department
Department Chart
Sources of Recruitment
Recruitment as the process of searching for and obtaining applicants for jobs, from
among whom the right people can be selected. Recruitment is the process of finding qualified
people and encouraging them to apply for work with the firm. Responsibility for the overall
recruitment process is assigned to human resources managers. They are responsible for
designing and implementing a recruitment program that will meet the tea industry’s personnel
needs while complying with all legal requirements. This responsibility includes finding sources
of applicants; writing and placing advertisements; contacting college; agencies and labour
unions; establishing procedures to guarantee equal employment opportunity; and administering
the funds the firm has budgeted for recruitment.
HRA Manager
Asst.HR
Manag
er
HR
Officer
Personnel
Departmen
t
Maintaining
Payroll
Recruitment
Trainin
g
Welfare
Training
Departme
nt
Operating
Training
HR
Coordinator
Admin
Executive
Administration
Officer

25. 25
Recruitment Process
HR practices its function in each and every stages of recruitment. The process comprises five
interrelated stages.
 Planning
 Strategy development
 Searching
 Screening
 Evaluation and control
4.3 Methods of selection
Selection is a process of picking individuals with requisite qualifications and
competence to fill jobs in the organization. Different company apply different methods and
procedure for selection. It basically depends on the management policies and the size of
operation.
Selection Process
Selection is a long process, commencing from the preliminary interview of the
applicants and ending with the contract of employment. Selection process differs among
organizations and between two different jobs within the same organization. Selection procedure
for senior managers will be long drawn and rigorous, but it is simple and short while hiring
shop-floor workers. Kajah
Tea Company, the different types of test taken are knowledge test, trade test, interviews and
managerial grid for executives.

26. 26
Selection Process for Managerial Department in Kajah
Pre-Placement
Presentation
Group Discussion
Extemporization
WrittenAptitude Test
PreliminaryInterview
PsychometricTestfor
short listedcandidates
Final Interviewwith
seniormanagement
Letter of Offer

27. 27
Training & Development for Employees
Training is concerned with imparting developing specific skills for a particular purpose.
Training is the act of increasing the skills of an employees for doing a particular job. Training
is the process of learning a sequence of programmed behaviour. In earlier practice, training
programme focused more on preparation for improved performance in particular job. Most of
the trainees used to be from operative levels like mechanics, machines operators and other
kinds of skilled workers. When the problems of supervision increased, the step were taken to
train supervisors for better supervision.
Employee Training and Development
Training and development can be initiated for a variety of reasons for an employee or
group of employees, e.g.: When a performance appraisal indicates performance improvement
is needed to "benchmark" the status of improvement so far in a performance improvement
effort as part of an overall professional development program as part of succession planning to
help an employee be eligible for a planned change in role in the organization to "pilot", or test,
the operation of a new performance management system to train about a specific topic.
TRAINING NEED ANALYSIS
Training activities are designed in order to impart specific skills, abilities and
knowledge to employees. Effective training is basic ingredient of success in the TEA industry.
The concept of training is endorsed my most managers in the TEA industry, yet managers often
give little thought to the training function in the context of their own business or departmental
responsibilities until something goes wrong! One of the main problems in TEA industry is that
investment in training and development of employees is a reactive process for many companies.
Frequently, training and development arises as the result of significant change in the
operational environment or as a consequent of crisis such as staff turnover or major
departmental problems. Training is then used to cope with the immediate difficulty. This
process may be proved costly to Company. Whereas development refers to learning
opportunities designed to help employees grow and evolve a vision about the future.

28. 28
Motivation Methods
Employee motivation ideas and programs form an important part of the business
strategies. Motivational programs are directed at different departments at different point of
time. The approach preferred by organizations differs from each other. Conducting result
oriented employee motivation programs at different levels of the organization can ensure
continued success of the business interests. Employers must be very specific and precise while
selecting the right employee motivation programs. They should consider existing business
programs and models. Analysing the potential of existing programs can help them in devising
new but more effective motivational programs.
 Flex hours: you don’t have to say, “I want the job now.”
 A thank you note: there’s nothing that works wonders other than a thank you note from a senior.
 Make work fun. Introduce Monday as blue day and Tuesday as green and so on, so coming to
work becomes fun. You can organise mini ideas that bring mega fun. Like circulate an office
party picture and let everyone write a caption to it or send them a blur picture and let them
figure out who is the person.
 Let them go early: Everyone has a personal life. So if your subordinates or colleagues want to
go home early for a wedding, birthday or any personal reason let them off. Yes it should not be
a habit but at the same time if you hold back all the times you will get a frustrated employee.
 Reward effort: we only wait to reward when success is achieved. But there are many efforts
that go into making it real. So if you reward efforts at the initial stages, success comes faster
and there are many that will come sooner.
 Hot Coffee – make coffee and tea available as this is what keeps them fresh. Celebrate birthdays
– everyone feels special on their birthday. Give them the edge by having a cake cutting session
and call the entire office to make them feel good.
Labour Welfare Facilities
Legally required payments
 Old age, survivors, disability and health insurance

29. 29
 Worker’s compensation
 Unemployment compensation
Contingent and deferred benefits
 Pension plans
 Group life insurance
 Sick leave
 Maternity leave
Payments for time not worked
 Vacations
 Holidays
 Voting pay allowances
Pay role Processing
 Time & Attendance Management
 Compensation & Benefits Processing
 Reimbursement Processing
 Payroll Reports & MIS
 Interface with legacy Systems
 Web based Delivery
 Statutory Compliance
 Query Management
 Retrials Management
 PF Trust Management
HR Policies & Frame Working
A Framework for Human Resources Management. It was developed by members and
its representatives of the organizations common system and representatives of the staff. The
purpose of the Framework is to enable the organizations common system to manage their

30. 30
human resources effectively. The philosophy underlying it is grounded in the principles
emanating from the provisions and the need for the organizations to recruit staff with the
highest standards of efficiency, competence and integrity, with due regard to the importance of
recruiting the staff on as wide a geographical basis as possible and to the equal participation of
men and women in the work of the organizations. Avoid any competition in the employment
of staff that may result from fundamental differences in the compensation package. Facilitate
mobility of staff across the system
Vision &Mission Statement
Mission
 Customer Service and Product Innovation tuned to diverse needs of individual and corporate
clientele.
 Continuous technology up gradation while maintaining human values.
 Progressive globalization and achieving international standards.
 Efficiency and effectiveness built on ethical practices.
 Customer Satisfaction through
 Providing quality service effectively and efficiently
 Periodic Customer Service Audits
 Success through Teamwork, Integrity and People
Vision
 Consistently make good Products at the friendliest Prices...
 Constantly Grow in Volume and Value through New Ideas

31. 31
OUTSOURCING OF HRM PROCESS
The Innovative Practices in Human Resources process uncovered 12 practices that are
reducing HR costs and improving service quality to employees. Key findings from this research
included the need for HR managers to streamline processes, lower overhead costs, and enable
their departments to advance from transactional organizations to strategic partners in the
business.
Practices and technologies include:
 Internet and intranet employee services
 Strategic human resources
 Centralized HR departments and call centres
 360-degree performance appraisals
 HRIS systems
 Employee self-service
 Voice response systems (VRUs)
 Resume scanning and Internet recruitment
 Automated time and attendance systems
 Team policies and development
 Outsourcing
 Business process reengineering (BPR)
GRIEVANCES REDRESSAL
As a measure of ensuring quicker services to Employees a token system is installed in
the Facilitation Centre. The visiting Employees may also meet the Regional Provident Fund
Commissioner and the Officers in Charge of Sub-Regional offices who will personally hear the
grievances of the members who call on them on all working days even without prior
appointments

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Grievance Handling Methods
 STAFF GRIEVANCES With a view to providing Forums for redressal of grievances at
Shop/Section/ Department/Plant/Company level and settling the grievances of employees
expeditiously within stipulated time so as to help obviating dissatisfaction, a comprehensive
grievance redressal system exists for Executive as well as Non-Executive employees. All Zonal
Personnel Executives have been entrusted with the job of disposal of staff grievance
expeditiously.
 PUBLIC GRIEVANCES In compliance with the directives of Rajah Group from time to time,
the following actions have been taken to activate Public Grievance Redressal System. As
regards the Public Grievances appearing in the newspaper column, Corporate Communications
Department is entrusted with the job of scrutinizing and forwarding the grievances to the
concerned Head of Department who, in turn would examine the grievance and take prompt
action for its redressal... General Manager is functioning as (Public Grievances)
Union Policy Framework
Trade unions are voluntary organizations of employees or employers are formed to
promote and protect their interests through collective action. Contrary to popular perception,
unions are not meant only to organize strikes. Their presence is felt in all HR activities of an
organization. Unions have political affiliations.
ARBITRATION PROCESS
Arbitration is part of the labour relations process. Arbitration is the procedure by which
parties agree to submit their disputes to an independent neutral third party, known as an
arbitrator. Although there are several types of arbitration, labour arbitration is the dispute
resolution procedure used in labour relations. The term conciliation generally refers to the third
party who brings the disputing parties together.

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2.3Marketing Department
Department Chart
MARKETING FUNCTIONS
Selling, pricing, providing advice to customers in the area of logistics and materials
handling, and promoting the product are the main “doing” elements of Marketing
The Sales Function:
Sales Reporting, or reporting on business, trends within assigned sales territories or market
segments .Market Intelligence, or the collection of information on the tariffs, services and
activities of competitors. In its most advanced form, Tea sales force will have a detailed
knowledge of the corporate, production and distribution plans of its principal customers, and
will be able to use this knowledge in order to develop jointly with these customers a
price/service package .
Marketing
Manager
Regional Sales
Manager
Sales Manager
Key Accounts
Executive
AssistantKey
Accounts
Executive
Sales And
Services
Manager
Sales
Coordinator

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The Pricing Function:
The setting and structuring of customers fares is one of the most important functions of the tea
Marketing unit. It will normally be the direct responsibility of the head of the
Marketing unit, who will be assisted by a Rates, or Tariff Administration, Manager and
associated staff. However, decisions about the pricing of very major traffics will often be taken
at the highest levels of management in the tea organization.
The Advertising and Promotion Function
Advertising: It is any paid form of non-personal presentation and promotion of Ideas, goods
or services by an identified sponsor. Advertisement can be in the form of TV Advertisements,
Newspaper & Magazines, Banner & Hoardings, Print Media, and Or Internet. Advertisement
of Todays mainly uses TV Ad's to promote their sales. Company has been regularly endorsing
celebrity for its brand (Balasubramaniyam, Raima Sen Etc). Some of the Newspaper in which
AD's of Company appear are as under: The Economic Times, The Times OF India, The Indian
Express.
Sales Promotion: Sales Promotion is also one of the elements of promotion mix. It is done to
promote the sales of the product. Company uses different Schemes for the Super Distributors,
Distributors, Retailers and Wholesalers. Target Selling is the criteria for the Super Distributor
if they achieve that target specified they are awarded with commission (Not Disclosed). For
Wholesalers & Distributors different Scheme like Scratch Card, Lucky Draw, Discount on Bulk
Purchase. Different Gifts, Commission etc are used to promote sales.

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PRODUCT DISTRIBUTION CHANNELS
Distribution is an important function of any organization. Making the product available at right
place and at right time with less cost is the key objective of production distribution Channels.
SUPER DISTRIBUTORS
ZONE WI SE
WHOLESSELERS
RETAILERS
CONSUMERS
DISTRIBUOTRS STATE
WISE
MANUFACTURING FACILITIES

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The below mentioned is the List of Companies Super Distributors throughout India in different
Zones:
Maharashtra Mumbai
Pune
WESTERN ZONE DELHI New Delhi
Uttar Pradesh Lucknow
Karnataka Bangalore
NORTHERN ZONE
Kerala Malappuram
Ernakulum
Calicut
Kollam.
Tamil Nadu Chennai
Madurai
Marketing Strategy
Plans are needed to clarify what kinds of strategic objectives an organization would like
to achieve and how this is to be done. Such plans must consider the amount of resources
available. One critical resource is capital. Kajah Group keeps a great deal of cash on hand to
be able to “jump” on opportunities that come about. Small start-up Tea firms, on the other hand,
may have limited cash on hand. This means that they may have to forget what would have been
a good investment because they do not have the cash to invest and cannot find a way to raise
the capital. Other resources that affect what a firm may be able to achieve include
Trademarks/brand names: It would be very difficult to compete factors such as: Patents the
organization will identify the objectives it wishes to achieve.

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This could involve profitability directly, but often profitability is a long term goal that
may require some intermediate steps. The firm may seek to increase market share, achieve
distribution in more outlets, have sales grow by a certain percentage, or have consumers
evaluate the product more favourably. Some organizations have objectives that are not focused
on monetary profit—e.g., promoting literacy or preventing breast cancer. · An analysis is made,
taking into consideration issues such as organizational resources, competitors, the competitors’
strengths, different types of customers, changes in the market, or the impact of new technology.
· Based on this analysis, a plan is made based on trade-offs between the advantages and
disadvantages of different options available. · This strategy is then carried out.

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Customer Beneficial & Satisfaction identification Methods
(1) Internal marketing: It is defined as when company communicates its policies to the
employees. In this understands their employees & provides good working condition,
compensation and incentives so as to satisfy their employees. Company satisfy their employees
because they are the person in touch with the final users.
(2) External marketing: When company communicates with its final end user regarding the
product complaints & suggestions so as to satisfy them.
(3) Interactive marketing: In this employees communicate company product to its final end
users.

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2.4 Finance Department
DEPARTMENT CHART
Types of Assets and Liabilities
Assets
Non-Current Assets
Property, Plant & Equipment Investment Properties
a. Leasehold Property
b. Investments in Subsidiaries
c. Investments in Associates
d. Other Investments
e. Other Non-Current Assets
f. Deferred Tax Asset
g. Deposits with Colombo Stock Exchange
Accounts Manger
Astt. Accounts Manager Purchase Executive Store Executive
Accounts Executive Purchase Officer Store Officer
Accounts officer Astt. Purchase Officer Astt.Store officer

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Current Assets
1. Inventories
2. Trade and other receivables
3. Other Recoverable- Short term Deposits
4. Amounts Due From Related Parties
5. Short term Investment
6. Cash and Bank
Liabilities
Non-Current Liabilities
a. Interest Bearing Loans & Borrowings
b. Deferred Tax Liabilities
c. Retirement Benefit Obligations
Current Liabilities
a. Trade and Other Payables
b. Income Tax Payable
c. Amounts due to Related Parties
d. Interest Bearing Loans & Borrowings
e. Bank Overdrafts
Tax Payment
“An excessive and complicated tax regime is a continuing growing concern of the tea
industry.”
“New land rent tax levied on developed and underdeveloped land is too high and discourages
tea expansion raising fuel prices caused by excessive tax on the product Road toll tax on
irrigation fuel is levied even though the fuel is not used for roads for vehicles.” (Kajah tea,
Ltd.)
“The number of taxes continuing to pose a growing concern to the tea industry. Taxes such
as car benefit tax, payroll levy, education levy are eroding the income from the activities of

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the tea industry by raising tea production costs, thereby affecting the performance of the tea
industry.” “Still the traditional export crops are heavily taxed due to various fees ….”
(Government of India 2009, p. viii).
Taxes on the tea sector include a district produces of 5 percent of the farmers’ price, stamp
duty of 1.2 percent fob, withholding tax of 2 percent fob, 3.5 percent Tea Board and research
fee, corporate tax, property tax, VAT, and a service levy of 0.3 percent of VAT net turnover.
The 2 percent export tax was abolished in July 2009.
Fringe Benefits Given To Employees
fringe benefit is a form of pay for the performance of services. Company provides an
employee with a fringe benefit when company allow the employee to use a business vehicle to
commute to and from work. A cafeteria plan, including a flexible spending arrangement, a
written plan that allows company employees to choose between receiving cash or taxable
benefits instead of certain qualified benefits for which the law provides an exclusion from
wages.
Employee following benefits
a. Accident and health benefits Group-term life insurance coverage
b. Employee discounts.
c. Meals
d. Transportation (commuting) benefits.
e. Moving expense reimbursements.
f. Retirement planning services.
g. Volunteer fire-fighter and emergency medical responder benefits.
h. Loan fringe benefit.

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2.5 Information Systems Department
Department Chart
Software configuration
Software configuration management (SCM) is a set of activities that are designed to
control change by identifying the work products that are likely to change, establishing
relationships among them, defining mechanisms for managing different versions of these work
products, controlling changes that are imposed, and auditing and reporting on the changes that
are made. The following topic categories are presented. Communications between the large
server and LANs use the LU 6.2 protocol .The underlying communications hardware must
therefore be able to supporting that protocol. The major software components in this scenario
that use LU 6.2 communications are the following.
 CICS/ESA and CICS OS/2 for interconnectivity
 DDCS/2
 Data Propagator Relational (uses DDCS/2)
 Data Hub/2 (uses DDCS/2).
 DDCS/2 implements DRDA,

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Hardware
The workstations on the LAN can be either client machines or local servers. They are
connected by a communications controller to the host, which acts as an enterprise server. The
hardware configuration corresponds roughly to the structure of the business described above.
The functions provided by the enterprise server can be mapped to the functions provided by
the head office. The functions provided locally by the LAN in each branch can be mapped to
the functions provided by the branch. Each workstation on the LAN corresponds to the
workstation that an employee of the branch uses.
Systems Analysis & Design
Based on the qualitative data gathered in the interviews, we focus in this subsection on
the system analyst role and the changes that characterized it during the transition period. As
has been mentioned before, during the transition process, one functional system analyst worked
together with the development agile team and another one stayed as part of the external
functional analysts group.
The group of operational system analysts did not change.
System Maintenance
 High maintenance
 Low maintenance
 maintenance window

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Chapter 3
Problems in the Organisation

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Chapter 3
Problems in the Organisation
 Climate change
 Labour shortage & Absenteeism
 Costs
 Fair price realisation
 Quality
 Bandhs
 Wages
 Labour & land productivity
 Reform in PLA 1951
 Flagship programmes

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CHAPTER 4
PROBLEM ANALYSIS

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 Climate change: From an effective nine-month operation period, the seasonal tea
industry in India now functions for eight months or lower annually. Reason: a flood-
and-drought scenario due to shorter bursts of high-intensity rainfall and longer dry
spells, affecting crop and yield. Irrigation and drip irrigation, rainwater harvesting,
drought and flood-resistant planting materials, avoiding blocking of natural water flow
routes, etc., are a few solutions.
 Labour shortage & Absenteeism: Big, medium and small plantations suffer from
labour shortage primarily of the MGNREGA-induced absenteeism him. The job
guarantee scheme keeps 30% workers away from many plantations every day. Since
MGNREGA is meant for the unemployed, permanent workers of tea estates provided
with housing, medical and other amenities should be accommodated only during the
off-season so that genuine unemployed youth are not robbed of jobs. Counselling,
training and automation are some solutions to this problem faced by large, medium and
small estates.
 Costs: Almost 80% of the total cost of tea production has little scope for reduction, and
the wage component constitute over 60% of total cost of production. Increase in input
costs of electricity, fuel, pesticides and chemicals and irrigation is making Assam teas
uncompetitive compared to African teas. Even a kilo of South Indian tea costs Rs 35.92
less to produce.
 Fair price realisation: The average auction price of Assam tea in 2014 was Rs.153.70.
Slim margins have seen planters cut costs by postponing their uprooting, replanting and
modernization programmes, risking long term viability. Inconsistent investment is not
ideal for an agriculture-based industry. Overhaul of the present e-auction system at tea
auction centres, essentially the computerisation of the old manual system, with the help
of experts will help in fair price realisation.
 Quality: The perceived fall in quality of tea can be attributed to poor quality of
purchased green leaf. Some growers harvest tea leaves by using sickles due to shortage
of workers. One of the reasons for poor quality of green leaf is harvesting of tea leaves
with sickles. But shears may be a better option than sickles.
 Bandhs: Frequent bandhs have begun to affect tea gardens in Assam. Managements
are feeling the pinch since green leaf, a perishable commodity, needs to be plucked
within a certain period for maintaining quality.
 Wages: Various legislations and agreements went into the wage structure – divided
into cash and perquisites – the tea industry follows. The tea industry pays a major

48. 48
portion of wages in kind but only the cash component is brought up to accuse it of
paying low wages to workers.
 Labour & land productivity: The tea Industry in Assam is the largest employer with
50% of the workforce being women, but output value per employee is one of the lowest
unlike in South India. Moreover, the average yield in Assam is 1800 kg/hectare
compared to 2500 kg/hectare in South India. Sustainability of tea industry is linked to
‘land and labour productivity’. Low land productivity is a national loss. Land
productivity beyond a certain point depends upon factors not in the hands of
management and hence productivity is different for different regions.
 Reform in PLA 1951: The Plantation Labour Act needs to have simpler rules, fewer
forms, annual returns, etc. It should be a step towards "ease of doing business" as
envisaged by the Prime Minister.
 Flagship programmes: Central Government schemes such as Indira Awas Yojana,
Sarva Shiksha Abhiyan, Swajal Dhara, NRHM and Sanitation should be effectively
implemented in tea gardens

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CHAPTER 5
SUGGESTIONS AND CONCLUSION

50. 50
SWOT ANALYSIS
Strengths
 The diverse agro-climatic conditions prevailing in the tea growing areas of India lend
themselves to the production of a wide range of teas – black, (CTC, orthodox), green
teas and organic teas.
 A one-stop-shop for high quality specialty teas e.g. Darjeeling, Assam, orthodox, high
range Nilgiris, etc.
 Strong production base with 75 per cent of the production being accounted for by
organised sector covering 1,600 gardens owned by nearly 1,100 entities.
 Competent managerial manpower.
 Strong research backing from well-established research institutions. Availability of
modernised and upgraded manufacturing facilities.
 Labour welfare laws protecting workmen.
 Emerging small grower sector with young plantation profiles. Availability of training
facilities for plantation managers, supervisory staff and workers for continuous
upgradation of their skills. Strong domestic market – by accounting for nearly 80 per
cent of production offering demand cushion for the tea industry.
Weaknesses
 Old age of the tea bushes – nearly 38 per cent have crossed the economic threshold age
limit of 50 years and another 10 per cent on the verge of crossing this limit shortly.
High cost of production mainly due to low productivity, high energy cost and high
social cost burden.
 Diminishing availability of workforce particularly in South India. Remote location of
the plantations and transportation of teas over long distances from tea gardens to sale
points. Poor infrastructure – approach roads to gardens, inadequate warehousing at
ports, constrained availability of containers, placements of vessels and high ocean
freight charges (due to feeder–mother vessel transfers).
 Difficulties in introduction of mechanisation of field operations due to topographical
and quality limitations.

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 Unorganised nature of small growers with fragmented small and scattered holdings
leading to production of poor quality teas mainly due to non-availability of technical
know-how at the doorstep – weak extension service.
 Lack of quality monitoring mechanism for teas particularly sold through private sales.
Opportunities
 Good awareness level world over as to the health attributes of tea leading to growing
demand for good quality teas and specialty teas such as organic teas, green teas.
 Narrowing down of the gap between supply and demand due to increased growth rate
of consumption in the major producing countries. Producing countries reaching an
agreement for forming an exclusive forum for resolving their differences over common
issues.
 Positive response by the tea industry responding to the Government towards renovation
of fields and processing factories. (Special purpose tea fund and quality upgradation
initiative).
 Increasing strength of small growers and showing good response to the suggestion of
Tea Board for collective approach towards adopting GAP and GMP.
Threats
 Round-the-year production in countries such as Sri Lanka, Vietnam. Low cost of
production of teas from Kenya, Vietnam and Indonesia etc.
 Younger age of bushes (better quality of tea) of other producing countries.
 Consistency in quality commitment and high service quality perception of exporters of
other countries.
 Better developed packaging and bagging capacity of Sri Lanka.

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Suggestions
 The company can improve the maintenance of its welfare facilities.
 The company should take steps to promote tea products.
 The company can improve in marketing plan.
 The marketing officer should identify the consumer needs and requirement.
 The company can advertise more
 The company should improve the infrastructure facilities
 The company could remove the monotony of work by the way of job rotations and job
enrichment. It will help to increase desirousness of employees and increase the
production.
 In total the research suggests that improvement in all-round factors right from
environment to fringe benefit has to be given care so that they can process motivated
workforce ultimately helping to the all-round development of the organisation.

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CONCLUSION
From the Study of this company I understood the functions and features of the
company. This company is improving their quality, goodwill, market value and they are
giving job opportunity so many people. They are the strength of the company’s growth. In
fact we can see that the company has modernised its machineries and all and it’s the biggest
industry in whole Kerala. With all most modern
Facilities.
The institutional training at KAJAH TEA COMPANY (P) LTD helped to have a
good knowledge about how a company operates and the consequent focuses relating to the
business activities. In the short span of training the company management provides me a
good exposure to the working and management work out in the detail run. It enhanced about
plants production process in details ,which paved way for rich experience in plant
supervision it also provide with information regards the exports financial and human
resources activities and documentation in the organization ,which was new area entrance
for me.
The training has helped to know the various delegation s that is found in the
organization and responds ability each delegates have the training has given a deep sense
of understanding how an organization takes efforts in bringing in product as an effective
one and how it can be good in competing with its competitors.
The organizations growth decides their tireless effort in bringing it up .The expansion
and establishment of the organizations in various places and in various forms denotes their
financial efficiency and capabilities.

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Chapter 6
BIBLIOGRAPHY

55. 55
BIBLIOGRAPHY
TEXT BOOKS
• Research Methodology by C.R Kothari
• Human Resource Management by Shashi K. Gupta
• Finance Management by Neethi Gupta
WEBSITES
• www.wekipedia.com
• www.kajahtea.com
• www.teahistory.com

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