Satnam singh

A
Project Study Report
On
“Training Need Identification"
Submitted in partial fulfillment
The for the paper-406 for Award degree of
Bachelor in Business Administration,
Submitted To: Submitted By:
Mrs. Nidhi Behl SATNAM SINGH
Assistant professor BBA PART II
(Deptt.Of Mgmt Studies). Enrollment No- No11/4061
2012-2013
Siddhi Vinayak College of Science & Higher Education
E- I, B-1, MIA Alwar, Rajasthan-301001
(Affiliated to University of Rajasthan, Jaipur)
SATNAM SINGH Page 1

PREFACE
Bachelor of Business Administration (B.B.A.), one of the most reputed professional
courses includes both theory & practical as a part of two years curriculum.
In this course each student it repute to undergo practical project is an exercise by
means of which student learn many things which cannot be taught in the classroom.
During project students understand the real modus operandi of the concerned areas
of interest in the real life situation.
The project process is an endeavor to converts all that’s virtual into a real image
i.e. it helps in applying all the theoretical concepts in to the real corporate world. It
helps in developing the managerial skills using which we can convert into language &
convey the taught & ideas from our mind to others
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Acknowledgement
I express my sincere thanks to Ms.Nidhi Behl, Assistant professor Department of
management studies ,and my project guide, Dr. SHILPI SINGH, Director of Management
Studies, for guiding me right from the inception till the successful completion of the
project. I sincerely acknowledge her for extending their valuable guidance, support for
literature, critical reviews of project and the report and above all the moral support he
had provided to me with all stages of this project.
.
SATNAM SINGH
(BBA 2nd.
Year)
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DECLARATION
I’m SATNAM SINGH Student of B.B.A. II Year Siddhi Vinayak College of Science &
Higher Education, MIA Alwar (Rajasthan) hereby declare that all the information, facts
and figures produced in this report is based on my own experience and study in
analysing the “Training Need Identification"
I further declare that all the information and facts furnished in this project report are
based on my intensive research findings. They are first hand and original in nature.
SATNAM SINGH
(BBA II Year)
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TABLE OF CONTENTS
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S. No PARTICULARS Page No.
I
II
III
IV
V
1.
2.
3
4
5
6
TITLE PAGE
PREFACE
ACKNOWLEDGGEMENT
DECLARATION
CONTENTS
History & Introduction to the Industry
Introduction to the topic
2.1 Meaning of training
2.2 What is the training
2.3 Needs of training
2.4 objective of training
2.5 Method of training
2..6 Roles & importance of training
SWOT Analysis
Conclusion
Recommendation and Suggestions
Bibliography
I
II
III
IV
V

INTRODUCTION TO THE INDUSTARY
Products of the Alcoholic Beverages Industry fall into the categories of Beer . The Indian
IMFL industry is estimated to be in the region of 121 million cases of 15 Bulk Liters (BL)
each. The segment has an historical Carlberg of more than 75% Contrary to international
trends, brown spirits account for 95% of the Indian industry. Whisky dominates the
industry at 54%, followed by rum at 25% and Brandy at 16%. White Spirits comprising
Gin, White Rum and Vodka account for the residual 5% of the industry. The Country
Liquor segment of the Alcoholic Beverages Industry is unorganized and therefore
accurate statistics of its size are not available. In our estimate, he Country Liquor market
would be in the region of 250 – 275 million cases of 9 BL each. The market size in India
is expected to expand in the next 5 years as consuming population is expected to
increase by 110 million. This is due to development of
Growth factors like changes in lifestyle, higher disposable income, and shift in
expenditure pattern in favor of personal consumption items such as food, drinks and
entertainment and exposure to global trends.
The growth would also be fuelled by changing consumer perception of alcohol and up
gradation from Country Liquor to the branded segment of the industry aided by
progressive regulatory changes.
In 2006 Carlsberg decided to move the production of beer from Copenhagen to
Fredericia 200 km west of the capital. More than 160 years of brewing had come to an
end, and the door opened for a totally new usage of the site that lies in the heart of
Copenhagen and spans an area of more than 330,000 square meters (80 acres). The
site's history and location presents a clear opportunity to create a new city quarter which
will arouse international attention and attract visitors from all over the world. Carlsberg
decided to invite both citizens and experts to submit ideas in an international ideas
competition for the design of the new Carlsberg. The intention was to create a diverse
and vibrant city quarter with life 24 hours a day. Sustainability, variety and innovation
SATNAM SINGH Page 6

were keywords from the very beginning, and it was important for Carlsberg that the old
brewery’s unique historical heritage would be part of the identity of the new town quarter.
A plan for the future
In May 2007 the small Danish architectural practice "Entasis" won the international ideas
competition in front of 220 other proposals. Their plan "Our Spaces" is based on the
cellar plans of Carlsberg, which is a truly unique idea, since the cellars were originally
excavated for production purposes only. In this way the past is represented in the plan
for the future town, where irregular lines and sequences give the town a sense of a
labyrinthic, charming, old city quarter. Entasis’ plan emphasizes the spaces, that people
share. This is not a place for individual prestige buildings struggling for attention. Urban
space is essential. For the town’s squares and street sequences, Entasis adds a plan for
nine tall, slim characteristic towers between 50 and 120 meters high. The towers will
stand as markers for the
town’s most important squares and will build on the capital city’s familiar skyline and
injectnew contents into brewer Carl Jacobsens’s old slogan for Copenhagen as “The city
with the noble towers”. Seen from the centre of the city, Carlsberg's skyline on top of
Valby Hill will
appear distinctive and conspicuous.
Multifunctional and green
In Carlsberg each square will have its own individual character so the town’s citizens and
visitors, at any time of the day, can find the proper surroundings to suit their needs,
whether it be sun or shade, interaction with other people or peace and quiet. In the base
of the buildings there will be shops, cultural activities, service and education – in other
words all the extroverted activities – which are a natural part of the dialogue with the
streets and the squares. On the buildings' upper, more sunny floors, there will be
housing and offices for small businesses. A total of 600,000 m2 will be built; 45% for
housing, 45% for
business and shops and 10% for sports, culture, art and various institutions.
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The two onsite private gardens of Carlsberg's founders will both be opened to the public.
Three additional urban gardens are laid out as well. Lots of trees in 25 larger and smaller
urban spaces and along the streets will ensure Carlsberg becoming a "green" city.
Public transportation
A finely chopped net of bicycle paths crisscrossing the area will offer cyclists fast and
safe connections. Along the railway a new bicycle path ‐ the Carlsberg Route ‐ is
constructed giving cyclists between the suburban district of Valby and the City of
Copenhagen, a fast connection via Carlsberg. Public transportation to and from the area
is ensured through the construction of a new and modern commuter railway station ‐ a
station that will be among the five busiest in Denmark, when the area of Carlsberg is fully
developed.
The area holds the possibility for construction of 4.500 parking spaces. These will
primarily be situated in underground car parks, whereas parking above ground will be
kept at an absolute minimum.
Carlsberg remains on the area
The vast majority of Carlsberg's historical premises, including the Elephant Gate, will be
preserved. In all, approx. 15% of the future building mass will be preserved, baring
reference to the 160 year long history of the brewery.
The company of Carlsberg, including the Visitors Centre, Museum, Research Centre and
the Jacobsen Microbrewery, will remain active on site. The Carlsberg Corporate
Headquarters will also continue to be situated in the area.
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Sustainable ambitions
The Carlsberg development will be the very first in Denmark in which all new buildings
are constructed as low‐energy buildings, in order to ensure a sustainable city and to
meet the ambition of CO2‐neutrality. Environmental, social and economical sustainability
are important factors for Carlsberg. This clear ambition applies to buildings, traffic
services and use of the
areas. The goals include people living active urban lives, providing good economy in the
area on the basis of social diversity and special care of the environment.
Breaking new ground
Carlsberg town will not be completed for another 15‐20, perhaps 25 years, and from the
very beginning, Carlsberg has been aware of the fact, that this way of development is
breaking new ground. People living in Copenhagen have strong feelings towards this
particular area, and subsequently their interest in the future of the area is enormous.
Carlsberg wants to acknowledge this fact by involving all stakeholders in the project.
Starting from the competition, where both professionals and non‐professionals were
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invited, continuing through meetings with stakeholders, dialogue‐meetings and
numerous presentations for various groups of people, Carlsberg A/S Properties has
been open to suggestions. Our website www.carlsbergbyen.com has been monitoring
and contributing to this as well. We knew from the very beginning, that if we were to
hope for other people’s involvement in the development of the new city in Copenhagen,
we needed to invite them into the work. And to listen carefully to what they said.
Carlsberg had been a private area for 160 years, now a whole new era was about to
begin.
Room for everyone
But this project is not only about communicating a city. More than anything it is a wish to
develop a city – or a society for that matter – with room for everyone. In total, 3.000
homes are built ‐ all varying in size, shape and form of ownership ‐ hereby ensuring
homes fitting all age and income groups.
To support and ensure diversity, Carlsberg will construct 300 decentralized affordable
homes, in accordance with the model being applied in the Municipality of Copenhagen.
The City of Carlsberg is going to contribute to and support a society, where people with
different backgrounds will be able to live peacefully side by side and find themselves at
home in a
multifunctional, dense, modern city, that lends elements from the old city, that we all like
so much: We want to be able to shop next to our apartment, to meet with friends on the
city square and to be able to go to work within a walking distance. In our opinion, this
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kind of a multi‐purpose city will appeal not only to our generation, but also to future
generat
2. INTRODUCTION TO THE ORGANIZATION
The Carlsberg group is a Danish brewing company founded in 1847 by
JC Jacobsen. After the name of his son carls.The head quarters are in
Copenhagen, Denmark but in India head office situated in gurgon. The
company’s main brand is Carlsberg beer, but it also brews tuborg as well
as local beers after merging with he brewery assets of Norwegian
conglomerate orkla ASA in January 2001,Carlsberg became the 5th
largest brewery group in the world. In 2009 carlsberg is the 4th
largest
brewery group in the world employing around 50000 people.
Company activities are focused on the market where the group has the
expertise and the right products to secure a leading position. The
business portfolio consist of brewery activities in three geographical
regions:
Northen & Western group, Eastern Europe and Asia. In countries where
Carlsberg has no breweries.the group sells its products throught exports and licensing
agreements. Company aims to establish and develop strong market positions for our
international premium brands through dynamics partnership with licensing, export and duty
free partners around the world.

The Carlsberg beer portfolio includes more then 500 brands.they vary significantaly in
volume price , target audience and geographic penetration. The brand portfolio includes the
well known international premium brands Carlsberg ,tuburg, baltika and 1664 and strong local
brands such as gingnes(Norway), feldschosschen(Switzerland),lav(Serbia)and wusu(western
china).an important strength of Carlsberg brand portpolio is highlighted by the fact that four
brands(baltika, Carlsberg ,tuborg and krovenbourgare among the ten biggest brands in
Europe with baltika as number one. In 2010, Carlsberg A/S acquired Orkla’s 65%
shareholding in Carlsberg Breweries, which thus became a 100% owned Carlsberg
Company.Today Carlsberg’s strategy is concentrated on the three key focus areas: Northern
& Western Europe, Eastern.

2.1 COMPANY PROFILE:-

Company name Carlsberg India private limited
Address Carlsberg A/S
100 NY Carlsberg vei DK-1760 Cpengen V
Denmark.
Website: Www. Carlsberg.com
Phone & Fax +4533273300
+4533274808
year established 1847
Head Quarters Copenhagen, Denmark
Number of Employees Above 50,000 People
key people Jorgen Buhl Rasmussen(president and CEO) Povl
Krogsgaard-larsen(chairman)
Business Type Beverages, Soft Drinks
Industry Beverages
Type of the Company Private
Net Income 3.206 Billon DKK
Revenue 59.944 Billon DKK
Products Beers and Soft Drinks

2.2 BOARD OF DIRECTORS

Managing Director:
Pradeep Gidwani
Director of Finance:
Dheeraj Mishra
The Executive Board of Carlsberg Breweries A/S
Paul Bergvist (left), Nils S. Andersen (centre) and Bjørn Erik Naess (right)
Carlsberg India private limited headquarter in gurgaon, national capital region, India is a
foreign direct investment company formed to brew and market Carlsberg beer in India
.the company has also brought the Carlsberg ,polone,tuborg brands in India .pal one is
sold as a strong beer with 75%alcohal by volume .strong beer dominate the
indianb market ,estimated in 2011 to total approximately 19 million hectotitres with
over a 75%share .Carlsberg is available in most states of India ,goa with three
operational,breweries in alwar rajasthan ;aurangabad ; maharashtra both of
which started in the summer of 2008 and the former hackebeck brewery inpanta
sahib; himachal Pradesh where brewing commenced in july 2009.carlsberg
India pvt ltd alwar currently employee over 250 professionals.

At the end of 2011, Carlsberg entered into a joint venture - called Carlsberg India Private
Limited - to build a green field brewery in the state of Rajasthan, India.
There is significant potential for growth in the Indian beer market. The annual beer
consumption per person is among the lowest in Asia, at only 45 litres per year, and the
annual GDP growth rate is more than 75% The total beer market in India is currently 200
million hl, however it is among the top three Asian markets in terms of expected growth
rates.
KEY DATES:
2009 South Asia Breweries joint venture established
2010 The brewery in Rajasthan became operational
2011 Name change to Carlsberg India
2.6 Plant profile (ALWAR)
Carlsberg India private limited took over a manufacturing unit at Alwar,
(Rajasthan)for beer.

Company name : Carlsberg India private limited
Companies address : SP 1-4 & B5-8, MIA Extn.,
: Alwar301030Rajasthan,India
Location : Matsya Industrial Area Alwar.
Head office : NO. 52, Institutional Area,
Sector 32 Gurgaon 122001
Haryana, India
Year established : 2008
Number of employees : 500
Products : Beer
Brands of manufacturing : Carlsberg, tuborg , polone
Carlsberg strategy:-
Carlsberg strategy stands on four pillars:

1) Step change innovation-bigger, better, faster
Carlsberg will excel in step change innovation and value engineering .the aspiration is for
fewer but more efficient and visible product news across more countries .this will be
within the beer category as well with malt-based beverages but also includes packing,
marketing and execution.
Carlsberg will sharpen its focus not only on developing and launching new products but
also an enhancement and innovations for existing products such as new flawer or new
types of packaging in response to growing sales from convenience stores.
2) Commercial execution- brands, categories, route to market
Outstanding brand execution entails areas such as:
 Consistent brand execution.
 Converting unique shopper insights into actionable strategies
 Developing sales and marketing resources with highest possible effectiveness
 Excellence in value management
 Converting deep customers understanding into value creation
 Ensuring optimized route to market control in all market
3) Efficiency –group,, regional, local
Carlsberg will continuously adjust and optimize the cost base, including the brewery
structure in all markets.
In recent year a number of excellence programme have covered systematic
streaming of process and procedures across the whole value chain in areas such as
production, procurement administration and logistics
4) Winning behavior- leadership and organization
Carlsberg is committed to enhancing the skills of managers and employees and to
developing strong winning behavior which pulls the company together across national

borders and functions and promotes committed in people ‘s everyday work a set of
the winning behavior will guide the way business is done across markets and regions
The winning behavior includes:
 All decisions are based on the needs and preferences of consumers and
customers.
 Employees are empowered to promote a work environment where good
ideas and passion to deliver are recognized and rewarded
 Despite the local market position Carlsberg acts as a entrepreneur fast,
proactive and action oriented.
MARKETS OF CARLSBERG GROUP
• Africa • Australia & NZ • Austria
• Azerbaijan • Belarus • Belgium
• Bulgaria • Cambodia • Canada
• China • Croatia • Cyprus
• Denmark • Estonia • Finland
• France • Germany
Greece
• Greenland
• Hong Kong • Hungary • Iceland
• India • Ireland • Israel
• Italy • Japan • Kazakhstan
• Laos • Latin America • Latvia
• Lithuania • Malawi • Malaysia
• Malta Middle East • Nepal • Norway
• Poland • Romania • Russia
• Serbia • Singapore • Spain
• Sri Lanka • Sweden • Switzerland
• Turkey • UK • Ukraine
• USA • Uzbekistan • Vietnam

More than 50000,people work for the Carlsberg Group, and our products are sold in
more than 200 markets. In 2010 the Group sold more than 300 million hectoliters of beer,
which is about 180 million bottles of beer a day.
The Carlsberg Group’s broad portfolio of beer brands includes Carlsberg, known as
'Probably the best beer in the world', and strong regional brands such as Tuborg, Baltika
and Kronenbourg. We also have a wide range of leading brands in our local markets.
In markets where we don't have our own breweries, operations are handled by our
Export, License and Duty Free division.
Introduction to the topic
The term training refers to the acquisition of knowledge, skills, and competencies as a
result of the teaching of vocational or practical skills and knowledge that relate to specific
useful competencies. It forms the core of apprenticeships and provides the backbone of
content at technical colleges and polytechnics. In addition to the basic training required
for a trade, occupation or profession, observers of the labor-market recognize today the
need to continue training beyond initial qualifications: to maintain, upgrade and update
skills throughout working life. People within many professions and occupations may refer
to this sort of training as professional development.
2.1 Meaning of training

Meaning of training:-“Training is the process of increasing the knowledge and skills
for doing a particular job .it is job oriented.”
“Training is any process by which the aptitudes, skills and abilities of employees to
perform specific jobs are increased “
Training involves helping an individual learn how to perform his present job satisfactorily.
Some commentators use a similar term for workplace learning to improve performance:
training and development. One can generally categorize such training as on-the-job or
off-the-job:
• On-the-job training takes place in a normal working situation, using the actual
tools, equipment, documents or materials that trainees will use when fully trained.
On-the-job training has a general reputation as most effective for vocational work.
• Off-the-job training takes place away from normal work situations — implying that
the employee does not count as a directly productive worker while such training
takes place. Off-the-job training has the advantage that it allows people to get
away from work and concentrate more thoroughly on the training itself. This type
of training has proven more effective in inculcating concepts and ideas
Although training schools vary according to the career training programs that they
are offering to the public, the following career training can be found in most
training schools across the United States.
- Automotive Technology career training will help you in the repair of automobiles.
It includes the diagnosis and repair of different automobile parts such as brakes,
suspension, electrical, air-conditioning, and overall engine performance system.
The skills and knowledge that you will acquire here will help you in getting national
and state certifications.
- Business Support Services career training will teach you to compose and edit
business-type documents using the computer. Different aspects of business
support, such as communication, accounting, and human relations, are also

• Tackled during the training.
• Woodworking career training will expose you to different technical knowledge,
like cabinetmaking and millwork. You will be trained in the operation of different
processing equipment as well as power tools and techniques in working with
wood.
Culinary Arts career training will teach you about large-quantity food preparation and
serving. Particular places of instruction are the school cafeteria and restaurants affiliated
with the training school. It also offers courses in sanitation, nutrition, and supervision.
Drafting career training is where you will learn all about technical vocabularies, technical
drawing, and its application. In addition, you will be working with the
• Latest equipment and software in the field of drafting.
- In Electronics career training, you will learn to install, troubleshoot, and repair
different types of equipment. There are also courses specializing in radio,
telephone, and data transmission circuits.
- You will be trained to be a Certified Nursing Assistant in Health career training. You will
be working with a nursing home facility after you have completed the training. After that,
you will be prepared for your State Certification examination.
- In Machine Technology career training, you will be trained in handling different kinds of
machines such as lathes, milling machines, and grinders. You will also learn to use the
hand tools required to finish or assemble different parts.
- Retail marketing career training will teach you about customer service, cash handling,
inventory, and promotion or advertising.
* What training resources are available online?
There are several training resources that are available to you online, whatever line of
work you want to engage in. These include:

1. E-learning solutions,
2. Online training programs,
3. Interactive training classes in real time, and
4. Visual hands-on programs that include online tutorials and training methods
2.3Needs of training
The needs for the Carlberg in an organization may be categorized as follows:
1. Updating knowledge :-technological advancement, business environmental
changes and new management philosophies have now made it imperative for the
organization to renew and update the knowledge and skills of the employees so that they
do not become redundant for obvious functional incompetence .the first and foremost
need for training therefore, is to renew and update knowledge and skills of employees to
sustain their effective performance and so also to develop them for future managerial
positions.

2) Avoiding obsolescence: - recent economic liberalization programmers of
government of India are necessitating organizational restructuring, which inter alias, calls
for training the employees, irrespective of their redeployment in restructured jobs
.therefore; the second important need for training is to avert functional obsolescence.
3) Improving performance: - continuous training being required to renew and
update knowledge and skills of employees, it makes them functionally effective. The third
need is therefore, to make employees effective in their performance through continuous
training.
4) Developing human skills:-apart from emphasizing on technical skills and
conceptual skills, new training programmers also emphasize on developing human skills
of employees .such human skills is necessary for effective interpersonal relations and
sustaining healthy work environment .this need for training therefore, also cannot be
together ignored.
5)Imparting trade specific skills :-in industrial employment ,the convention is
to recruit workers and employees through compulsory apprenticeship training .such
apprenticeship training enables an organization to impart industry and trade specific
skills to workers .this also .therefore, is an important need for manpower training .

6) Stabilizing the workforce:-throughout the world the importance of training is
now increasingly felt for stabilizing the workforce to withstand technological change and
for making the organization dynamics in this changed process.
2.4 Methods of Training
The methods employed for training of operatives may be described as under.
1. Job instruction Training (JIT). In this method, the trainee is placed on a
regular job and taught the skills necessary to perform it. The Trainee learns under
the guidance and supervision of the superior or an instructor. The trainee learns
by observing and handling the Job. Therefore, it is called learning by doing.
Several methods are used to provide on the job training, e.g., coaching, job rotation,
committee assignments, etc. 1 A Popular form of on the job training is job states to
prepare supervisors. It is appropriate fro acquisition or improvement of motor skills and
routine and repetitive operations. The JIT involves the following steps:
(a) Preparing the trainee for instruction. This involves putting the trainee at ease,
securing his interest and attention, stressing the importance of the job, etc.

(b) Presenting the job operations or instructions I terms of what the trainee is required
to do. The trainee is put at work site and each step of the job is explained to him
clearly.
(c) Applying and trying out the instructions to judge how far the trainee has
understood the instructions.
(d) Following up the training to identify and correct the deficiencies, if any.
JIT method provides immediate feedback. Permits quick correction of errors and
provides extra practice when required. But it needs skilled trainers and preparation in
advance.
2. Vestibule Training: - In this method, a training centre called vestibule is set
up and actual job conditions are duplicated or simulated in it. Expert. Trainers. are
employed to provide training With the Help of equipment and machines which are
identical with those in use at eh workplace.
3. Apprenticeship Training. In this method, theoretical instruction and practical
learning are provided to trainees in training institutes (ITIs) for this purpose. Under
the Apprenticeship Act., 1962 employers in specified industries are required to
train the prescribed number of persons in ‘designated trades. The aim is to
develop all round craftsmen generally; a stipend is paid during the training period.
Thus, it is a “earn when you learn” Scheme.
Apprenticeship training is the oldest method of training. It is particularly suitable
for scanning crafts and technical trades wherever job proficiency is the result of a
relatively long training period. Draughtsman, Machinist, printer, Tool maker,
pattern designer, mechanic, carpenter, weaver, fitter, jeweler, engraver,
electrician etc. are examples of such areas.
4. Classroom Training: - Under this method, training is provided in company
classrooms or in educational institutions. Lectures, case studies, group
discussions and audio visual aids are used to explain Knowledge and skills to the

trainees. Classroom training is suitable for teaching concepts and problem solving
skills. It is also useful for orientations and safety training programmers. Some
companies maintain their own training institutes or schools. Special training
courses are designed e.g. management course for fore men, computer course
foe typists, etc. courses
5. Internship Training: - it is a joint programmed of training in which educational
institutions and business firms cooperate. Selected candidates carry on regular
studies for the prescribed period. They also work in some factory or office to
acquire practical knowledge and skills. This method helps to provide good
balance between theory and practice. But it involves a long time period due to
slow process. This method of training in used in professional work, e.g. MBBS.
CA. ICWA, Company Secretaries etc.
6. Job Rotation: job rotation involves the movement of employees through a rage
of jobs in order to increase interest and motivation .job rotation can improve multi
skilling but also involves the need for greater training . in a sense, job rotation is
similar it job enlargement .this approach widens the activities of an employee by
switching him around a range of work .
7. Lecture method: the lecture method is a widely used method of training,
where the instructor becomes the sole disseminator of information. The instructor
presents information to the learners systematically in this method .it is an oral
presentation in which the trainer or other speaker presents facts, opinion, events,
principles, or explanations.
8. Small group activity method: the small group method is based on the
principle that adults learn best by doing. This approach places the learners in a
series of carefully constructed problem solving or discovery situations where they
are asked as a group to apply their own experiences combined with information

and resources provided in the training to solving problems that are relevant to
their day to day experiences.
9. Case studies :-case studies are descriptions of a real life experience, related
to the field study or training, which are used to make points, raise issues or
otherwise enhance the participants understanding and learning experience the
account usually follows a realistic scenario, such as management or technical
problem , from start to finish. Because they provide practical examples of
problems and solutions, challenges and strategies, they support more theoretical
material and often make the lessons more memorable and believable for the
participants.
10. Role plays: - a Role play is an extremely valuable method of training. it
encourages thinking and creativity, lets participants develop and practice new
language and behavioral skill in a relatively non threatening setting , and can
create the motivation and involvement necessary for learning to occur .learners
act out or perform a dramatization of a situation, opinion ,agents, and
characterizations .
11. programmed instruction :-programmed instructions are self-study
programmers, usually printed comprised instructional material divided up in to
small segments .participants complete a series of questions; answers are
immediately provided. Programmed instruction method involves presenting new
knowledge and skills to participants in a sequence of controlled steps.
2.6 Role & importance
A well- planned and well executed training programmed can provide the following
Role & importance

1. higher productivity :- Training helps to improve the level of performance
Trained employees perform better by using better method of Improvements in
manpower productivity in developed nations can be attributed in no small
measure to their educational and industrial training programmers.
2. Better Quality of WORK: - In formal training, the best methods are
standardized and taught to employees. Uniformity of work methods and
procedures helps to improve the quality of service. Trained employees are less
likely to make operational mistakes.
3. Less Learning PERIOD: - A systematic training programmed helps to reduce
the time and cost involved in learning. Employees can more quickly reach the
acceptable level of performance. They need not waste their time and efforts in
learning through trial and error.
4. Cost REDUCTION: - Trained employees make more economical use of
materials and machinery. Reduction is wastage and spoilage together with
increase in productively help to minimize cost of preparation per unit. Maintenance
cost is also reduced due to fewer machine breakdown and better handling of
equipments. Plant capacity can be put to the optimum use.

5. Reduced supervision: - Well trained employees tend to be self- reliant and
motivated. They need less guidance and control. Therefore, supervisory burden is
reduced and the span of supervision can be enlarged.
6. Low Accident RATE: - trained personnel adopt the right work methods and
make use of the prescribed safety devices. Therefore, the frequency of accidents
is reduced. Health and safety of employees can be improved.
7. High moral: - Proper training can develop positive attitudes among employees.
Job satisfaction and morale are improved due to rise in the earnings and job
security internal promotion are available to well – trained personnel.
8. Personal growth: - Training enlarges the knowledge and skills of the
participants. Therefore, well- trained personnel can grow faster in their career.
Training prevents obsolescence of knowledge and skills trained employees are a
more valuable asset to any organization. Training helps to develop people for
promotion to higher posts and to develop future managers.
9. Organizational CLIMATE: - A sound training programmed helps to improve
the climate of an organization. Industrial relations and discipline are improved.
Therefore, Decentralization of authority and participative management can be
introduced. Resistance to change is reduced. Organizations having regular
training programmers can fulfill their future needs for personnel form internal

sources. Organizational stability is enhanced because training helps to reduce
employee turnover and absenteeism. Training is an investment in people and
therefore systematic training is a sound business investment. In fact, “no
organization can choose whether or not to train employees. …
Permanent way staff need to be trained for their jobs both through theoretical class room
training and practical work at site using the tools and equipments of the particular trade.
Training is a continuous process right from the time of recruitment. Following four types
of training courses should be organized in the Training Institutes run by the Railway
Administration:-
(1) Initial/Induction Courses.
(2) Promotional Courses.
(3) Refresher Courses.
(4) Special Courses.
Initial / Induction Courses - (1) General - The Initial Courses is for new entrants
and should include induction course as well. It is meant for directly recruited categories
such as Gagmen, Permanent Way Mistries and Apprentice Permanent Way Inspectors.
The syllabi and the training programmer for the initial course should be drawn up by the
Railway Administration, keeping in mind the guidelines given in the subsequent paras
below.
(2) Induction Course for Gangmen/Gatemen - This course is intended to be
held at the Divisional Training Centre under the direction of a Permanent Way Inspector.
The course should be of about two week’s duration. The course content should, in
addition to field training, include class room lectures during which time the new entrant is
first introduced to the working of the Departments in general and to the gang work, in
particular. It should include introduction to the subject of permanent way in a clear and
simple manner.

The Class room lectures should broadly cover the following topics: - Personal safety and
safe working methods, Railway traffic movements, Basic signaling, and action in case of
emergencies. Emphasis should be more on the job-training in the field, which should
include the following items:-
Maintenance of track, Protection of track in emergencies, Track renewals, Level
crossings and patrolling.
(3) Initial/Induction Course for Permanent Way Mistries –
(a) Initial/Induction Course for Permanent Way Mistries should be held at the Zonal
Railway Training Schools. The duration of the course should be six months. The course
content should include class room lectures as well as training in the field.
(b) The Class Room lectures should include the following items:-
(i) General - General working of the various departments of the Railways.
Labour relations. Personnel rules pertaining to Salary, Leave, Discipline and Appeal
Rules, Payment of Wages Act, Muster Roll maintenance and Channels of Promotion etc.
(ii) Permanent Way - Organization of Permanent Way, Maintenance and Incidental
works connected with Permanent Way including renewals.
(iii) The lectures should cover - The Systems and Methods of maintenance
Ballast, Sleepers and fastenings, Rails and fastenings, Points and Crossings, Curves,
Monsoon protection and Patrolling, Level Crossings, Track on Bridges, working of
push/material trolley, Schedule of dimensions, Accidents and Breaches, Re-timbering of
girder bridges, Maintenance of welded track, Speed restrictions and Re-conditioning of
Permanent way materials. It should also include instructions contained in G. and S.R.
pertaining to protection of Permanent Way, the duties of various Permanent Way
Officials and Safety in Permanent Way works.
(c) Practical training - Practical training in the field should receive high priority and should
include the following items:-
Identification of various permanent way materials and tools and their use.

(ii) Rails and fastenings, Sleepers and fastenings, Ballast, Points and crossings, Bridges,
Curves, Level Crossings, Annual maintenance programmer, Different systems and
methods of maintenance, Maintenance of welded track, Lubrication of rail joints,
Diversions, Track renewals and Re-conditioning of Permanent Way Materials.
(4) Initial Course for Apprentice Permanent Way Inspectors - (a) This course should be
held at the Zonal Training School and the period of training should be one year. The
course content should include class room lectures, field demonstrations and practical
training.
(b) The Class Room lectures should include - (i) General working of the railways and
organization of various departments.
All establishment matters including extant rules and various Acts viz., Workmen’s
Compensation Act, Factories Act, Industrial Disputes Act, Payment of Wages Act, Hours
of Employment Regulations, Discipline and Appeal Rules, Labour Relations, and
Permanent Negotiating Machinery, Rules regarding leave, salary and passes.
(iv) Transportation - General Rules, fixed and detonating signals, various systems of
train working and signaling, Failure of communication on single, double and Multiple
lines.
(v) Office work - Correspondence, Recruitment of Casual Labour, Submission of returns,
Accounted of stores and Permanent Way Materials, Impress, Tools and Plants, Stock
Verification, Classification and disposal of surplus material and Materials at site Account.
(c) Practical Training - Practical training shall include visits to various sites where
Permanent Way maintenance/Construction work

COMPONENTS
REQUIRED COMPONENTS OF SUCCESSFUL TRAINING PROGRAMME
ARE:-
1. Insight:-the success of training programme depends on the extends to
which trainers and trainees understand the goal of training and openly share
feedback. Employees must know what needs to be developed and how to
acquire the knowledge and skills they needs .this requires employees to
understand and analyze their developmental needs keeping in view
organizational needs and career vision.
2. Motivation: - employees must be willing to invest time and energy to
develop them. Unless employees are self motivated to make conscious effort
to develop their skills and competencies, training and development
programmers will yield little result. Motivated employees actively pursue
learning to improve their skills and competencies for improving overall
performance .they will invest more time, energy and effort in training and
development programmers if they know that the competencies they will
acquire and transfer to work place will be appropriately rewarded.
Insight Motivation
Opportunity to learn
Opportunity to practice
in real world
Follow up

3. Opportunity to Learn:-the necessary conditions for systematic
development of employees must be provided by the organizations. Learning
provides the much needed skills to improve job related competencies and
employees would acquire competencies for enhanced contribution to the
bottom line of the organization. Without opportunity for learning, employees
skills and competencies will become obsolete.
4. opportunity to practice in real world:-employees must have
opportunist for typing out their skills at work .often training and development
programmers are rendered ineffective due to lack of opportunity to practice
the new skills and competencies acquired by employees in the training and
development programs .a conductive environment at workplace allows
employees to apply new knowledge and skills and further develop and refine
them.
5. follow up :- employees must internalize their new capabilities to actually
improve performance and results .trainers must conduct follow up studies to
examine the degree of transfer of training skills to job they should guide
employees wherever the employees has difficulty in application of new
knowledge and skills being acquired through training and development
programme also employees needs to be given positive feedback on progress
and improvement made in job related skills and competencies periodically
after training to reinforce continual application of learning and motivating
them to sharpen and skills.
DEVELOPMENT
International development is a concept that lacks a universally accepted definition, but it
is most used in a holistic and multi-disciplinary context of human development - the
development of livelihoods and greater quality of life for humans. It therefore
encompasses governance, healthcare, education, gender equality, disaster

preparedness, infrastructure, economics, human rights, environment and issues
associated with these
International development is by definition a process undertaken by countries and
communities with assistance from other nations' governments and communities, from
international Non-Governmental Organisations (such as charities) or from
intergovernmental organisations (such as the United Nations, the International Monetary
Fund and the World Bank). As such it is distinct from development which would take
place anyway, without international involvement.[citation needed]
International development is also distinct from, though conceptually related to, disaster
relief and humanitarian aid. While these two forms of international support seek to
alleviate some of the problems associated with a lack of development, they are most
often short term fixes - they are not necessarily sustainable solutions. International
development, on the other hand, seeks to implement long-term solutions to problems by
helping developing countries create the necessary capacity needed to provide such
sustainable solutions to their problems. A truly sustainable development project is one
which will be able to carry on indefinitely with no further international involvement or
support, whether it be financial or otherwise.
International development projects may consist of a single, transformative project to
address a specific problem or a series of projects targeted at several aspects of society.
International development is also distinct from, though conceptually related to, disaster
relief and humanitarian aid. While these two forms of international support seek to
alleviate some of the problems associated with a lack of development, they are most
often short term fixes - they are not necessarily sustainable solutions. International
development, on the other hand, seeks to implement long-term solutions to problems by
helping developing countries create the necessary capacity needed to provide such
sustainable solutions to their problems. A truly sustainable development project is one
which will be able to carry on indefinitely with no further international involvement or
support, whether it be financial or otherwise.
International development projects may consist of a single, transformative project to
address a specific problem or a series of projects targeted at several aspects of society

In organizational development, the related field of training and development (T & D)
deals with the design and delivery of learning to improve performance, skills, or
knowledge within organizations.
In some organizations the term Learning & Development is used instead of Training and
Development in order to emphasise the importance of learning for the individual and the
organization. In other organizations, the term Human Resource Development is used.
CONCEPT EXECUTIVE DEVELOPMENT
Executive development or management development is systematic process of learning
and growth by which managerial personnel gain and apply knowledge, skills, attitudes
and insights to mange the work in their organizations effectively and efficiently. It is an
educational process throuth with executives learn conceptual and theoretical knowledge
and managerial Skills in an organized manner . Management development involves
relating experience to learning. The main aim of formal education for manager is to
increase his ability ot learn from experience.
Executive development consists of all the mean by which executives learn to
improve their behavior and performance.It is designed to improve the effectiveness of
managers in their present jobs and to prepare them for higher jobs in future. According
toflippo, management development includes the process by which managers and
executive acquire not only skills and competency in their present jobs managers and
executive acquire not only skills and competency in their present jobs but also
capabilities for future managerial task of increasing difficulty and scope. Thus, executive
development is any p0lanned effort to improve current and futre managerial
performance. It is an attempt at improving an individual’s managerial effectiveness
through planned and deliberate process of learning .
An analysis of these definitions reveals the following characteristics of executive
development.
(1) Executive development is planned and organized process of learning rather
than haphazard or trail and error approach.

(2) It is an ongoing or never ending exercise rater than a one shot affair. It
continues throughout an executive’s entire professional career because there is
no and to learning.
(3) Executive development is a long term process as managerial skills cannot be
developed overnight.
(4) Executive development is guided self – development. An organization can
provide opportunities for development of its present and potential managers. But
the image for learning has to come from the executive himself. Executive
development is possible only when the individual has that desire to learn and
practice what he learns. No amount of coercion can lead to development
executive development is eventually something that the executive has to attain
himself. But he will do this much better if he is given encouragement guidance
and opportunity by his company.
(5) Executive development aims at preparing managers for better performance
and helping them to realize their full potential
PROCESS OF EXECUTIVE DEVELOPMENT:-
The essential ingredients of an executive development programme are as follow:
1. Analysis of Development Needs. First of all, the present and future
developmental needs of the organization are ascertained. It is necessary to
determine how many and what type of executives are required to meet the
present and future needs of the enterprise. This call for organizational planning. A
critical analysis of the organization structure in the light of future plans will reveal
what the organization needs in term of departments, function and key executive
positions. Then job description and specifications are prepared for all executive

positions to know the type of knowledge, skills, training and experience required
for each position.
2. Appraisal of Present Managerial Talent. A qualitative assessment of the
existing executives is made to determine the type of executive talent available
within the organization. The performance of every executive is compared with the
standard expected of him. His personal traits are also analyzed to estimate his
potential for development.
3. Inventory of Executive Manpower. This inventory is prepared to obtain
complete information about each executive. Data on the age, education,
experience, health, test results and performance appraisal results is collected.
This information is maintained in cards or replacement tables, one for each
executive An analysis of this information will show the strengths as well as
deficiencies of executives in certain functions relative to the future needs of the
organization.
4. Planning Individual Development Programmers. Each one of us has a unique
set of physical, intellectual and emotional characteristics. Therefore, development
plan should be tailor-made for each individual. Such tailor-made programmers
development should give due attention to the interests and goals of the
5. subordinates as well as to the training and development opportunity existing in the
organization
6. Establishing Training and Development Programmers. The human recourse
department prepares comprehensive and well-conceived programmers’. The
department identifies development needs and may launch specific courses in field
of leadership, decision-making human relation, etc. It also recommends specific
executive development programmers organized by well-known institutes of
managements. On the basis of its recommendations, the top managements

nominates the executives who will participates in these programmes at the cost of
the company.
7. Evaluating Development Programs. Considerable money, time and efforts are
spent on executive development programmes. It is , therefore, natural to find out of
what extent the programme objectives have been achieved. Programmed evaluation
will reveal the relevance of the development programmes and the changes that
should be made to make these more useful to organization. Observation of the
trainee’s behavior, rating of the training elements, opinion surveys, interviews tests
and changes in productivity, quality, cost, etc . can be used to evaluate development
programmers . General results of development
8. Programmed can be measured in the long run. But some specific results may
be assessed during the short terms.
METHODS AND TECHNIQUES OF EXECUTIVE DEVELOPMENT
Various techniques of executive development may be classified in to two broad
categories.
On the job training is most suitable when the aim to improve on the job behavior of
executives. Such training is inexpensive and time saving. The Motivation to learn is
high as training takes place in the real job situation. The trainee can size up his
subordinates and demonstrate his leadership qualities without artificial support. But
neither the trainer nor the trainee is free form the daily routine and pressure of their
respective jobs. On the job training is given through the following methods.
On the job technique:-
1. COACHING: - In this method, the superior guides and instructs the trainee as a
coach. The coach or counselor sets mutually agreed upon goals, suggests how to
achieve these goals periodically reviews the trainee’s progress and suggests
changes required in behavior and performance.

Coaching method offers several advantages
(I) it is learning by doing
(ii) Every executive can coach his subordinate even if no executive development
programmer exists.
(iii) Periodic feedback and evaluation are a part of coaching
(iv) It is very useful for orientation of new executives and fro developing skills.
(V) It involves close interactions between the trainee and his boss.
2. Understudy: - An understudy is a person selected and being trained as the heir
apparent to assume at a future time the full duties and responsibilities of the
position presently held by hissuperior. In this way , a fully Trained person
becomes available to replace a manger during his long absence or illness, on his
3. Retirement transfer, promotion or death. The superior routes much of the
departmental work through the junior, discuses problems with him and allows him
to participate in the decision making process as often as possible .the junior is
generally assigned tasks which are closely related to the work in his superior.
Understudy method provides may advantage: (i) The trainee receives continuous
guidance from the senior and gets the opportunity to see the total job (ii) it is
practical and time saving due to learning by doing (ii) the trainee takes interest
and shares the superiors workload (iv) The junior and the senior come closer to
each other (v ) it ensures continuity of management when the supervisor leaves
his position .
4. Position Rotation: - It involves movement or transfer of executives form one
position or job to another on some planned basis these persons are moved form
is also called job rotation. The aim is to broaden the knowledge, Skills and
outlook of executives. Job rotation. The aim is to broaden the knowledge, skills
and outlook of executives. Job rotation or position rotation is often designed for
junior executives. It may continue for a period ranging form six months to two
year According to Bennett, job rotation is process of horizontal movement that
widens the manager’s experience horizon beyond the limited confines of his own.
Job rotation method offers the following advantages
(I ) It helps to reduce monotony and boredom by providing variety of work.

(ii) It facilitates inter departmental cooperation and coordination
(iii) It infuses new concepts and ideas into elder personnel.
(IV) Executives get a chance to move up to higher position by developing them
into generalists.
(v) Best utilization can be made of each executive’s skills.
5. Project Assignments: - Under this method, a number of trainee executives are
put together to work on a project directly related to their functional area. The
group called project team or task force will study the problem and find appropriate
solution. For instance, accounts officers may be assigned the task of designing
and developing an effective budgetary control system. By working on this project,
the trainees learn the work procedures and techniques of budgeting. They also
come to learn the interrelationships between accounts and other departments.
This is a flexible training device due to temporary nature of assignments.
6. Committee Assignment: - A permanent committee committee consisting of
trainee executives is constituted. All the trainees participate in the deliberations of
the committee. Through discussion in committee meetings they get acquainted
with different view points and alternative methods of problem solving. They also
learn interpersonal skills.
7. Multiple management: - This Technique was developed by Charles p mc
Commack of the of the mc Commack corporation of Baltimore, USA. Under it, a
junior board of young executives is constituted. Major problems are analyzed in
the junior board with makes recommend actions to the Board of Directors. The
young executives learn decision making Skills and the Board of Directors
receives the collective wisdom of the executive team vacancies in the Board of
Directors can be filled form the junior board members who have received
considerable exposure to problems and issues.
Committees and union Board offer the following Advantages
(i) The participants gain practical experience in group decision
making and team work

(ii) The Committee or board contributes to the productivity and
human relations in the organization
(iii) The method is not suitable for lower level executives.
(iv) It is relatively in expensive method.
8. Selective Readings. Managing has become a specialized job requiring a close
touch with the latest developments in the field. By reading selected professional
books and journals, managers can keep in touch with the latest research findings.
Theories and techniques in management can keep him informed of innovations in
management. Reading of current management Literature helps to avoid
managerial obsolescence. Selective readings constitute an individual self
development programmed for executives. Many to continually read and improve
their Skills.

3. SWOT ANALYSIS
Strengths
 High brand equity.
 Quality products.
 Strong marketing network.
 Mature and high growth business.
 Strong market value.
 Strong international business department.
 Excellent execution.
 Proactive innovation.
 High growth rate.
 Availabity of capital.
 Strong management.
Weaknesses

 No advertisement through media.
 Small brand rang in India as compare to UB group.
 The product line is small (Beers & Soft drinks) we need to extend the product line.
 Less effective domestic marketing strategies as compare to international
marketing strategies.
Opportunities
 Large number of potential clients.
 The wine industry has shown excellent growth.
 Demand of foreign brands is increasingly.
 Consistent improvements in product quality and inner urge to achieve a
world .class status have created increased demand for foreign products in the
Indian market.
 Reliability to foreign products is increase.
Threats

 Many companies of beers are come in the market.
 Indian wine companies producing more or more brands .
 Quality of Indian beers and soft drinks are improving.
 Many big wine companies already exist in th
4. CONCLUSION
The bird eye view of my project is that in this competitive market human resources are
the major assets of an organization. Therefore Carlsberg private ltd. Alwar, India really
focuses to find out the effective sources of Training . The researcher has done enough
research on sources of training and development programme of the company. The
researcher has come up with certain recommendations that are to be adopted, which on
implementation would be beneficial for the company in long run.

5. Recommendation and Suggestions
 In the production area it is much better then its competitors but there is a need
to improve its awareness mainly in rural areas.
 The CSL should adopt professional and trade associations for recruitment
because these have experienced person and it is also time saving process.
 The CSL can increase its PF contribution upto 25.61% and ESI 6.50% it is a
competitor advantage and also increase CTC of an employee.
 Over Time is a big problem in the front of CSL because it is too much costly
(double of wage); for controlling it company can give attendance award i.e.
Rs.500/-for 100% attendance and Rs.250/-for one absent in a month.
 The CSL can give stock option to their employee’s because in this case
employees feel that the company is their own assets and they are more loyal
towards it. Its also gives motivation and growth.

 CSL can give practical training to their employee’s i.e. by role play company
can give training on fire, first aid and safety.
 Company can involve in the selection process of casual workers because it is
beneficial to know the nature and attitude of them and helpful to get good skills.
 Company can give training to casual workers its beneficial for improvement of
individual as well as company.
 Regular training programs should be organized by company in order to improve
the skill level of the employees. This will help in increasing their efficiency and
effectiveness on the job.
 Company must communicate its long term strategies to the employees & workers,
so that they can achieve their targets and hence company can achieve its set
standards.
 Company must provide adequate authorities, if delegating the responsibility to
employees to complete a particular work.
 There should not be the interference of superiors in employees work related
matters, so that employees can work independently. This will help in increasing
their attitude towards their job.
 Company gave attention to the casual worker.

 Improve the supervisory level we can improve the productivity 15-20% only by
increasing the supervisory level.
 Set clear goals with the workers (regular & casual)
 Make a customer relationship with the employees
6. BIBLIOGRAPHY
BOOKS
Annual Report of the Company
Kothari, C.R, Research Methodology,
Publication Company Limited, 3rd
Edition.
Khan, M.Y.Jain P.K., Financial Management, Tata Mc Graw-Hill
WEBSITE
 www. wikipidia .com
 www. scribed .com
 www. Hr factor.com
Daily Newspaper
1.Times of India
2. Financial Times

3. Economic Times

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