2

3
4
5
6
7
8
9
MS-100
Project proposal no:

A Study of Training Effectiveness in Computerization of

Assessment & Collection Department and Octroi
Department in Municipal Corporation of Greater Mumbai.

Submitted to:

The Director,
School of Commerce and Management
Yashwantrao Chavan Maharashtra Open University, Nashik.

PROJECT REPORT for

Masters of Business Administration (M.B.A)

By:

G.B.KUBAL
PRN NO: PP0700420

Under the guidance of:

Mr. VIKAS P.RAUT

Study center :( 3134A)

VIKAS CAREER COLLEGE

Kannamwar Nagar, VIKHROLI (East),
Mumbai, 400083.

10
Geeta Bhalchandra Kubal

PR NO: PP0700420

Certifying that the work is an original one and has not

been submitted earlier either to this University or to any

other Institution for fulfillment of the requirement of a course

of study.

Signature of Student Signature of Supervisor

11
INDEX
INTRODUCTION

IMPORTANCE AND SIGNIFICANCE OF THE STUDY

RATIONALE

OBJECTIVES

HYPOTHESIS

SCOPE OF TRAINING AND DEVELOPMENT

RESEARCH METHODOLOGY

• SELECTION OF ORGANISATION

• SELECTION OF RESPONDENTS

• PRIMARY DATA

• SECONDARY DATA

• DATA PROCESSING

LIMITATIONS OF THE STUDY

TRAINING NEEDS

TRAINING METHODS

TRAINING EVALUATION

RECORDING AND FINDING

RECOMMENDATION

ABRIVIATION

ANNEXURE

BIBLIOGRAPHY

12
Introduction:

From childhood one learns to cope with living, so the

training parts starts there only (learn and read).

HRM has the “Induction” process. Under this process, a

newly employed person is introduced to his fellow workers,

his supervisors, the work of his department, its relations to

other departments and its place in the whole organisation to

the organizations objectives, philosophy, and practices. He

or She has then to learn how the work assigned to him or

her is to be done more efficiently and effectively. This is

through a well thought-out and planned training programme.

Training part comes in Performance Appraisal also. Proper

training must necessarily be given to both Appraiser &

Appraisee, so as to ensure that there is active and proper

participation with necessary attitudes & skills for having

13
depth two way dialogs. Performance Appraisal counseling

oriented.

HRM has basic two approaches

a) Reactive or Problem solving approach

b) Proactive or Forward looking approach

Training is used in both. Training is systematic process

of changing behavior, knowledge and attitudes of present

employee to improve the match between employee

characteristic & employment requirement.

CONCEPTUAL INTRODUCTION

Education and Training& Development go hand in hand

and are often used as synonymous concepts.

Education is learning process also acquiring background

knowledge.

Education: A process by means of which the knowledge,

learning, understanding of physical capacity or mental

14
outlook or attitude of employees are so increased as to bring

out their better adjustment with their working environment.

Training: A process by means of which the aptitudes, skills

and capabilities of individual employees to perform specific

jobs are increased.

Development: A process by means of which an individual

attains overall improvement in ability and competence, and

makes progress towards maturity and actualization of

personality.

At this juncture, perhaps it is useful to differentiate

between ‘Employee Training’ and ‘Management or Executive

Development’, ‘Employee Training’ is a term that usually is

used to describe the processes by means of which

organisations build the skills and capabilities of operative

employees, much of which is job- or – task- oriented rather

than ‘career – focused’. It supplements the basic job skill

provided by other agencies like technical institutes. On the

other hand the term ‘Management or Executive

15
Development’ is used to describe the process by means of

which managers/Executives not only acquire basic skills and

competence necessary for handling their present

assignments but they gain knowledge, understanding and

competence necessary for handling their future managerial

responsibilities commensurate with possibly their changing

assignment consistent with the pressures of constant and

often rid changes in the organisation growth patterns

governed by various factors internal as well as external.

IMPORTANCE AND SIGNIFICANCE OF THE STUDY:

New procedures new problems in technology e.g.

IT(Information Technology) So new knowledge requirement

need for training coping with the changes essentially

involves increased emphasis on HRD. HRD strategy training

becomes meaningful and also new change environment as

well as competition with one company to stick into the

market.

16
 Bank are now in Credit card, Insurance business also

variety of deposit schedule because of all this advance

technological change Computerization the Training is the

most important part to get use of this computerization

procedure all over Urban as well as Rural area.

Everyone is convinced that the use of computers will

make learning a pleasant experience and also educate

students the basic information technology.

As 80% of 3156 Government Schools are working with the

situated rural area. Computer learning will prepare students

to meet the challenges of the world and channel their skill

sets to industry requirements.

For successful implementation of the digital content and

courses the companies are imparting training to Government

School teachers who are on the payrolls of the Company

during the tenure of five year contract. Stretching over a

month we train the teacher in the use of technology as an

17
educational tool and in right methodology to impart

curriculum.

Learning Curve

Figure-1

Learning principles:

Ideally, training & development are more effective when

the training method mach the learning styles of the

participants and the types of job needed by the organization.

Unfortunately, learning cannot be observed; only its results

can be measured. However researchers have sketched a

18
broad picture of the learning process and have developed

some tentative learning principles. Perhaps the best way to

illustrate learning is through the use of the learning curve

shown in the figure 1.

As the curve indicates, learning takes place in bursts

(from point A to B) and on plateaus (from B to C). Trainers

have two goals related to shape of each employee’s learning

curve. First, they want the learning curve to reach a

satisfactory level of performance, shown as a dashed line I

the figure. Second they want the learning curve to get to the

satisfactory level as quickly as possible. Although the rate at

which people learn depends on the individual, learning

principles help speed up the learning process.

19
Rationale:

The Balance between New employee capabilities and job

demands.

Figure-2

Placing employees in jobs does not ensure their

success. New employees are often uncertain about their

roles and responsibilities. As figure 2 shows, job demands

and employees capabilities must be balanced through

orientation and training programme. Both are needed.

20
Estimation of cost 2% of payroll in training and development

comparatively companies e.g. BMC , IBM build education

centers to meet their commitment to the training and

development of their workforce these companies have been

called learning organizations because they treat training and

development as an investments in their future not an

“expense” helps to create best corporate image. The person

who is responsible for training must assess the needs of the

employee and organization to learn which objective should

be sought. Once the objectives are set specific content and

learning principles are considered.

Training is the part of Human Resource Development it is

a short term process of acquisition of specific skills.

Changing assignments and rapid change in organizational

growth pattern governed by various factors internal as

well as external.

21
 1. Helps in building up satisfactory organization structure.

2. Reduce employee dissatisfaction

3. Eliminate need of an constant supervisor

4. Manpower obsolescence due to age

5. Temperament or motivation or inability of a person to

adapt himself to technological changes.

So the managing people in such type of atmosphere is very

challenging job to maintain the people with their desires ,

feelings, sentiments and simultaneously see the

organizational growth, productivity.

The main principle of the training is it should be

conducted in the actual job environment to the maximum

possible extent.

22
System Approach to Training:

Figure-3

The principal sub-system of a systems concept of training as

shown in above figure 3 are

1. Identification of Training needs

2. Formulation of Training Objectives

3. Designing a Training Programme.

4. Implementation of Programme

5. Evaluation

23
The traditional idea that these five phases are quite

separate distinct entities, gives the impression that though

these phases are connected with one another

sequentially, they are independent, so that the findings

and conclusion of each phase are treated as final and

conclusive statements taking action and which are not

supposed to be revised in the light of findings in the

subsequent phases. Of course the evaluation phase is

considered to have a bearing on the design and

implementation of subsequent programme but the

independence of each phase with all the others is not

seriously thought of and acted upon.

*Information Technology education companies are keying

in a big revolution. Bring about changes in curriculum,

teaching methodology across Government Schools

24
Case Study

Name of the Price in Rupees

company Jan 17,2007 Jan 17,2008 % Change

Educomp Soln 971 5531 470

Everonn Sys 478 1186 148
NIIT 72 135 87

Educomp “Smart Class” module used to showing content in

classroom.

All they set up computer lab, educational software and

devise multimedia content also Math Lab like measuring

instrument, charts etc.

NIIT & Everonn trained over 200000 teachers in 2007.

Educomp trained nearly 225000 teachers.

*(Please refer DNA: Money Supplement Dt:18th Jan 2008,enclosed as

annexure)

25
Objectives:
In selecting training and development techniques, trade-offs

exist. That is no single techniques is always best; the best

method depends on

• Cost effectiveness

• Desired programme content

• Learning principles

• Appropriateness of the facilities

• Trainee preferences and capabilities

• Trainer preferences and capabilities

1. The production of work required standards of quality,

quantity, cost and time of each work.

2. Prepare employee for the job meant for them on first

appointment, transfer, promotion or demotion.

26
3. Development of staff, by skill & knowledge to meet the

foreseeable needs of the organization – higher

productivity, increase efficiency, a safe & harmonious

working environment.

4. Assist the employee to function more effectively in their

present position exposing them to latest concepts,

information techniques and developing skills.

27
Duties and Aim of the Assessment & Collection

department and Octroi department.

Prima-facie, Assessment means assess the property

which comes under Mumbai Mahanagarpalika Corporation

jurisdiction; levy the tax on property and collection of tax two

times in a year.

Octroi means tax on loaded vehicles containing

different types of goods and articles entered in Mumbai

Municipal Corporation limits i.e. Levy on Import and Export

are goes in & out of the said limits

Being the computerization of all these activities of these

departments, strategy is used to get the work done quickly,

easily, smoothly to achieve the target of collection.

To work upon computer training related activities the

each employee is to be trained is a motto. In HRM, Training

& development activity plays key role to overcome

28
technological changes and improve the efficiency of

employees.

Figure-4

29
 (This chart shows actual manpower distribution of MMC of the year 2007-08)

By what type of training will be required to the staff to decide

activity strategy is used to train staff?

30
 Here Strategy means direction which Organization

chooses to follow in order to fulfill its mission. Mission is to

train the staff not only on theoretical basis but practically

also, to get involved in training activities. The organization

expecting this training activity should be launched in a

sportingly with a team spirit.

Staff has to get all training guidelines of the Software &

data input process regarding assessment and octroi

collection.

How it will be affected on routine work? How it will be

processed and gives the report automatically?

To handling of these steps, training part plays major role. So

it concludes that training is essential as well as defines

“need of training”. This process is called as ‘analysis of

activity’ which is listed in logical sequence, the activities in

producing a service or part thereof and determine what new

knowledge or skill is called for or which aspects of present

knowledge or skill need to be modified.

31
Analysis of behavior: To analyze typical behavior by

individuals or groups and determine the corrective action

involving training.

Appraisal of performance: To analyze performance and

determine if someone should get something be it additional

knowledge & skill understanding.

Keep up-to-date on new technique and procedures and fight

his own obsolescence.

Hypothesis

32
 Training and development is necessity of the

Organisation to build unskilled labour into skilled employee.

In a large multiunit Organisation like MMC corporate

personnel department wanted to know the perception of the

unit personnel department and a few other significant

department for this consultant ( in this case internal) was

invited and brief. With the help of the consultant and senior

executives of corporate personnel, a few significant

customers of corporate personnel department where

identified-

• Productivity and inputs

• Personnel department of major unit

• Personnel department of few sites

• Production or services department

• Training department

• Trade Union representatives

33
 Representatives (2/3 from each of this departments)

were invited for a training workshop on specific date. From

corporate personnel, Head along with group leaders and

few others were the host. The consultant had separately

interviewed some representatives each of the MMC group

including the host group collected relevant information

regarding expectation from host group and their

perceptions about the host group

Questionnaire for the host group was as follows:

1. What type of Training is needed?

2. When & Where should Training be given?

3. Should Training be continuous or casual?

4. How should training be related to labour policy?

5. What are the training priorities?

6. How much should employees be paid during

training?

7. Who is responsible for the training function?

34
8. What do you want and hope to accomplish through

training?

9. Should the training be formal or informal?

10.State the responsible person for the training

function?

11.Which outside agency or institute should be

associated with training?

12.For important decision to be taken regarding any

work the tendency here is to pass the files on to

somebodyelse for making the decisions how often

does it happen here?

a) almost always

b) be usually

c) sometimes

d) rarely

e) almost never

35
13. Attempt to do things in better ways are encouraged in

this organisation. How often does it happen here?

a) almost never

b) rarely

c) sometimes

d) be usually

e) almost always

14.“The general feeling here is that people do not get fair

hearing from those who are higher up” How much do you

agree with it?

a) Strongly agree

b) Agree

c) Neither agree nor disagree

d) Disagree

e) Strongly disagree

15. Is the organisation receptive to new ideas

a) it is never receptive

b) sometimes receptive

36
 c) it is often receptive

d) almost always receptive

e) always receptive

16. To what extent are there facilities and opportunities for

individual creative work in this organisation?

a) not at all

b) to a little extent

c) to some extent

d) to a considerable extent

e) to a very great extent

17. In your observations how often do the employees in this

organisation seem to be bored with their work?

a) on all occasions

b) on most occasions

c) on some occasions

d) on very few occasions

e) not at all

37
18. How often do you have advanced information of any

changes which are planned?

a) almost always

b) usually

c) sometimes

d) rarely

e) almost never

19. Are discussions at meetings in this organisation free and

open?

a) no, they are very guarded and defensive

b quite guarded and defensive

c) slightly defensive

d) quite free and open

e) very free and open

20. How often are the employees in this organisation helpful

to each other?

a) almost never

38
 b) rarely

c) sometimes

d) usually

e) almost always

21. Do the employees here work with a team spirit?

a) yes

b) no

c) can’t says

22. How often do you think the professional jealousies

obstruct the performance of duties in this organisation?

a) almost always

b) usually

c) sometimes

d) rarely

e) almost never

39
23. How much is your job important in this organisation?

a) very much

b) much

c) somewhat

d) little

e) not at all

24. How often do the employees here trust one another?

a) almost always

b) usually

c) sometimes

d) rarely

e) almost never

25. How often is a conscientious attempt made to consider

the views of people concern?

a) almost never

b) rarely

40
 c) sometimes

d) usually

e) almost always

The above Questionnaire was very useful diagnostic

tool. There were 25 questions developed by us to check

MMC’s employees temperament against training.

Participative methods of developing this questionnaire

enhance the quality of tendencies of the employees in

organisation for diagnostic purposes. Thus survey feedback,

maintaining organizational personnel profile of the

employees interventions where served by this questionnaire.

Whatever qualitative responses are sought content analysis

and categorization of responses is necessary. The use of

diagnostic information partly depends upon the way it is

presented. Hence attention should be paid to the analysis

and presentation aspects even at the time of designing the

questionnaire.

41
One of the most frustrating feeling in the world is to have an

answer and wonder what the question was. Unless problems

are well defined, research may lead to this position. Only

slightly less frustrating is the feeling of having the right

answer to the wrong question. Proper problem definition can

avoid this difficulty, but the difficulty is more likely to be

avoided if many alternatives are considered in early stages

of the formulations of the problem. We have covered all

these aspects in details in this unit at the very beginning

under “Points to Ponder on research problem”.

Activity:

We have considered ‘need of training’ is a necessity to

the MMC employees as far as Assessment & Collection

department and Octroi department’s enhanced training was

concerned.

100 sample employees had been tested for the hypothesis.

We had categorized those employees into three parts:

42
Top level management

Middle level management

Lower level management

Though the training contains computer operations with data

key in, desired level of acceptance were checked.

We have used Simple Random Sampling Method with the

help of questionnaire.

Result:

24% were most interested

15% were little interested

36% some interested

25% not at all interested

For the above mentioned training activity MMC wanted to

serve their employees with processed data.

43
Level of Most Little Some Not at all Total

Management interested interested interested interested Samples

Top level 02 06 04 22 34

management
Middle level 12 09 21 01 33

management
Lower level 10 00 11 02 33

management
Total 24% 15% 36% 25% 100

While compiling the above data Age factor of the employees

was also observed.

Figure-5

44
45
Needs of Training:

Employment of inexperienced and new labour requires

detailed instructions for effective performance on the job.

People have not only to work, but work effectively with the

minimum of supervision, minimum cost, waste and spoilage

and to produce quality goods and services.

Increasing use of fast changing techniques in production and

other operations requires training into newer methods for the

operatives.

Old employees need refresher training t enable them to

keep abreast of changing techniques and the use of

sophisticated tools and equipment.

Training is necessary when a person has to move from one

job to another because of transfer, promotion or demotion.

Method of Determining Training Need:

Job requirement, Employees present job skills and

training need, this total need can be determined by analyzing

46
the situation in respect of each skill and each member of the

work force.

This can be done in the following ways:

Analysis of an Activity

Analysis of Problems

Analysis of Behavior

Analysis of an Organization

Appraisal of Performance

Brainstorming

Buzzing

Card sort

Checklist

Committee

Comparison

Keep up-to-date

Conference

Consultants

Counseling

47
In-Basket

Incident Pattern

Informal Talks

Interviews

Observation

Problem Clinic

Research

Role Playing

Self Analysis

Simulation

Skill Inventory

Slip Writing

Studies

Surveys
Test
Task Force
Questionnaire
Workshop
exposing them to latest concepts.

48
Preliminary steps in preparing Training and Development

Programme.

(Figure-6)

The sequence that should be followed before training

and development begin. As implied by the figure, the peson

who is responsible for training and development (usually a

trainer) must assess the needs of the employee and the

organisation to learn which objectives should be sought.

Once the objectives are set, the specific content and

learning principles are considered.

Needs assessment diagnoses current problems and

future challenges to be met through training and

development. For example competitive pressure or a change

49
in the organization’s strategy may lead to downsizing and the

restructuring that accompanies it. As a result, remaining

employees may need to be broadly trained.

Elements in System:

a) Input

b) Process

c) Output

d) Feedback control.

Inputs:The resources like information, human resources that

are applied to the processing function.

Processes: The activities and the function that are performed

to transform the resources.

Outputs:The products and services that come out of the

system.

It means trainee with the other resources such as

physical facilities reading material, resources persons design

and conduct of course constitute process and trained

50
employee is the output. Improvements are made in

subsequent courses in feedback.

A systematic approach to training. Systematic training

programme includes the following steps:

a) Determination, review and clear understanding of

Organization’s goals.

b) Designing methodology and undertaking training

needs survey.

c) Analysis of data collected.

d) Determining training objectives.

e) Prioritizing training objectives.

f) Setting up the training institutes.

g) Preparation of calendar of training programmes.

h) Preparation of training budgets.

i) Identification of contents of training programme.

j) Determination of sequence of sessions in training

programme.

51
 k) Selection of participants.

l) Selection of resource persons.

m) Selection of training methodology.

n) Selection of training material.

o) Implementation of training programme.

p) Evaluation of training programme.

q) Undertaking on the job evaluation.

r) Implementations of training follow up activities.

Because of Information Technology declared 2003 to

2008. Within 5 year all the people should be aware and

used of computer literate. So Government of Maharashtra

introduced and made mandatory MSCIT program to all

Private, Public as well as Government sector.

MSCIT training program get the computer awareness and

also change themselves with the technology and

sophisticated tools and equipment.

So the need can be determined by analyzing the situation in

respect of each skill and each member of the workforce.

52
 Methods determining the need of Training Analyze the

activity of logical sequence, service rendering new

knowledge or skills call for such IT base technology and also

tools and equipments.

Analyze the problem & determined what additional

knowledge, insight are required to handle it.

Conference & Counseling are the most needs to make

decision and improve on job performance or prepare for

advancement respectively.

Training Method:

a) On the Job Method

b) Off the Job Method

On the job method is used in Bank so that Vestibule Training

or Training Center. Training involves class room training

imparted with the help of equipment & Machines identical to

those in use at the place of work.

53
Theoretical training is given in the classroom while practical

work is conducted on the production line e.g. Bank Tellers in

Bank demonstration & example as given trainee.

Off the job method In bank at the time of reconciliation or any

minus balance deposits, overdrafts or any withdrawals any

problem with customer balance not tallied then the case

discussion, seminar are the off the job method is used.

Management development is the systematic process of

training. Middle line management to develop the familiarity

with managerial uses of financial accounting.

Middle functional executive and specialist to increase the

knowledge of business functions and operations in specific

fields in finance.

54
EVALUATION OF TRAINING:

Evaluation of training programme as part of planning

otherwise you cannot be sure than you are doing the right

thing and that you are not wasting valuable time and money

of the organization.

Effective criteria used to evaluate training focus on

outcomes. Trainers are particularly concerned about:

1) The reactions by trainees to the training content and

process.

2) The learning or knowledge acquire through the training.

3) Changes in behavior on job that result from the training.

4) Training impact on organization effectiveness.

5) Training is subjective.

6) Measurable results or improvements in the individuals

or the organization, such as lower turnover, fewer

accidents, or less absenteeism.

55
 Figure-7

In above figure, first evaluation criteria should be established

before training begins. Then participants should be given

pretest; that is they should be tested to established their

level of knowledge before the program begins. After the

training has been completed, a posttest or post training

evaluation should reveal the improvement that resulted from

the programme. Posttest is useful ways to determine

whether information was communicated. However, the

program is a success only if the improvement meets the

evaluation criteria and is transferred to the job, resulting in

behavioral change that is best measured by improved job

performance. Follow-up studies may be conducted months

later to see how well learning was retained.

56
EXAMPLE: Mr. Rakesh Gupta has been Branch Manager in the

Mumbai Branch UCO bank for 15 years in service. After 15 years

Since he had extensive superiority experience he was

promoted as Regional Officer of Maharashtra Zone. Gupta had

been successful in the UCO Bank by giving the direct orders with

little explanation and he used the same leadership style in his

branch job.

The HR department realized something was wrong when an

unusually large number of grievance were filled with the Union by

Gupta’s zonal officer. To correct the problems Gupta was enrolled

in an intensive sixteen week supervisory training programme at

local education center of the bank branch . Although he changed

his approach after the programme Gupta now showed resentment.

In this case Employee Obsolescence. Obsolescence may result

from a persons failure to adopt to new technology , new

procedures & changes.

57
HOW TRAININIG BENEFITS THE ORGANIZATION:

• Leads to improved profitability and/or more positive

attitudes toward profit orientation.

• Improves the job knowledge and skills at al levels of the

organization.

• Improves the morale of the workforce.

• Helps people identify with organizational goals.

• Helps create better corporate image.

• Fosters authenticity, openness and trust.

• Improves the relationship between boss and

subordinate.

• Aids in organizational development.

• Learns from trainee.

• Helps prepare guidelines for work.

• Aids in understanding and carrying out organizational

policies.

58
• Provides information for future needs in all areas of the

organization.

• Organisation gets more effective decision making and

problem solving.

• Aids in development for promotion from within.

• Aids in developing leadership skill, motivation, loyalty,

better attitudes, and other aspects that successful

workers and managers usually display.

• Aids in increasing productivity and/or quality of work.

• Helps keep costs down in many areas e.g. production,

personnel, administration, etc.

• Develops a sense of responsibility to the organization

for being competent and knowledgeable.

• Improves labour management relations.

• Reduces outside consulting costs by utilizing competent

internal consulting.

59
 • Stimulates preventive management as opposed to

putting out fires.

• Eliminates suboptimal behavior(such as hiding tools)

• Creates an appropriate climate for growth and

communication.

• Aid in improving organizational communication.

• Helps to employees adjust to change.

• Aids in handling conflict thereby helping to prevent

stress and tension.

Benefits to Individual which in turn ultimately should benefit

the organisation:

• Helps the individual in making better decisions and

effective problem solving.

• Though training and development, motivational

variables of recognition, achievement, growth,

responsibility and advancement are internalized and

operationalised.

60
• Aids in encouraging and achieving self-development

and self-confidence.

• Helps a person handle stress, tension, frustration

and conflict.

• Provides information for improving leadership

knowledge, communication skills and attitudes.

• Increases job satisfaction and recognition.

• Moves person toward personal goals while improving

interaction skills.

• Satisfies personal needs of the trainer (and trainee)

• Provides trainee an avenue for growth and a say in

his /her own future.

• Develops a sense of growth in learning.

• Helps a person develop speaking and listening skills;

also writing skills when exercises are required.

• Helps eliminate fear attempting new tasks.

61
BENEFITS IN PERSONAL AND HUMAN RELATIONS
INTRA-AND INTERGROUP RELATIONS AND POLICY
IMPLEMENTATION

• Improves communication between groups and

individuals.

• Aids in orientation for new employees and those

taking new jobs through transfer or promotion.

• Provides information on equal opportunity and

affirmative action.

• Provides information on other governmental laws

and administrative policies.

• Improves interpersonal skills.

• Makes organization policies, rules and regulations

viable.

• Improves morale.

• Builds cohesiveness in groups.

62
 • Provides a good climate for learning, growth, and

coordination.

• Makes the organization a better place to work and

live.

Placing employees in jobs does not ensure their

success. New employees are often uncertain about their

roles and responsibilities. Once the employee have been

trained and mastered their jobs, they may need further

development to prepare for their future responsibilities.

Although training helps employees do their current jobs, the

benefits of training may extend throughout a person’s career

and help develop that person for future responsibilities.

Development by contrast, helps the individual handle future

responsibilities with little concern for current job duties.

Distinction between training (now) and development (future)

is often blurred.

63
 Our concept of training focuses on the individual. We

believe all employees of MMC, regardless of salary grade

position or department assignment can benefit from quality

training.

The training programme at A&C and Octroi Department

has four phases.

The first phase is called Individual training. This phase

includes an extensive orientation program for new

employees and on-job training for those who have

transferred to a new job.

The second phase is departmental training. All Office

Superintendent, Administrative Officers receives specialized

courses that are intended to increase departmental

productivity.

The third phase is safety and courses for personal or

professional development .

Final phase is corporate and outside training and

development. These courses tend to be more general and

64
developmental in nature, forming the backbone of

employees efforts at continuous learning.

To support these various levels of training CTI&RC

training coordinator develops a master training schedule that

is published on a department-by-department basis. It shows

the name, type, and appropriate audience for each training

session to be held that month. This calendar is

supplemented by a catalog that shows whether the training

subject is an operational, safety, departmental, or as per

software development of modules.

As the municipal service activity become more global,

competition demands a more competent workforce. It needs

higher education required to survive in the world. So A&C

and Octroi department provide the training like corporate

level advanced courses, also GIS (Geographical Information

System) training to make over the details of all the property

within MMC jurisdiction on line. A survey by the department

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for training and development found that firms should invest

at least 2 percent of payroll in training and development.

RECORDING & FINDINGS:

MMC is located in metropolitan city provides voluntary

and obligatory services to the citizen over 1 billion.

To maintain and serve the city services, major revenue

generated through Assessment & Collection department and

Octroi department.

Day to Day updations are mandatory in this process.

Thus after explaining the purpose of the training, employees

were divided into three groups. The following is a sample of

items mentioned by the three groups as a part of their SWOT

analysis. The list is illustrative and not exhaustive.

Strength:

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 1. Informality and accessibility of top management any

one can approach at any time.

2. Committed and result oriented approach.

3. Fast decision making at the top.

4. Excellent coordination between trainer and trainee.

5. Honest and sincere approach towards training.

Weaknesses:

1. Top management was conservative in financial

investments.

2. Top management too flexible due to that, todays

decisions may get change tomorrow.

3. Too low salary for staff.

4. No coordination with the outsource consultant.

5. No reward system for better performance.

6. No motivation, so difficult to get new employees

involvement.

7. Too much paper work as too many daily return are to

be submitted to the Head Office.

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Opportunities:

1. To get knowledge and enhanced training of various

program and software such as SAP & SAS.

2. Getting knowledge of Hardware engineering and

Networking.

3. Demand enhancement of curriculum for each employee

during the training activity.

4. Getting overtime allowances for extra work hours.

Threat:

1. Personal conflicts may develop due to competition

between top management and other employees.

2. Task and Scheduling of the activities may delay.

3. Outsource staff may involved for day to day work.

4. Cost effective concept may get collapsed in primary

stages.

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RECOMMENDATION:

As per the hypothesis given in this project the

recommendations has been mentioned below:

1. The above report makes it clear that there is a need to

be trained and developed Assessment & Collection

department and Octroi department employees. On the

organizational front (MMC) it may be useful to prepare

a long term plan and follow it up. It may be useful to

take the help corporate planning expert who could work

with the internal team of Dy. A & C to Clerk.

2. Regarding the internal functions of the MMC there is

need to improve communications and trust. This cannot

be done through training programme as envisaged

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 earlier but true establishment of a number of system

and processes around organizational task.

3. Every top management should have his or her key

accountability areas identified and should be given full

responsibility. A formal system of performance appraisal

should be introduced in the MMC. Each employee may

be encouraged for training to write down his or her own

performance and accountability areas.

4. Assessor and Collector should spend their time on the

larger issues relating to the MMC and its future and

leave day to day operations management largely to its

employees.

5. MMC should give enough financial and other welfare

incentives whose value is probably not seen due to job

insecurity. It is time that they should provide

promotions to the employees on the basis of

performance.

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 6. Staff with extremely good potential and competencies.

These, however, need to be used rather than

stagnated.

CONCLUSION:

This project, right since the beginning has been exciting

to many top management person. This is a major change

effort and large system intervention.

How the top management support, learning attitude,

clarity, conviction & confidence in internal resources can

help in introducing such major change—this system is a

living example. The blending of behavioral process skills,

quantitative techniques, works study and business system

process prove to be very effective. Right since beginning

and induction process (learning then doing) was used and

this is best example using training intervention for design

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 and implementation of PMS. The cohesion of the

taskforce member (trainees), their openness and mutual

trust and their dedication to bring out something new and

effective not only paid dividends but also get more

collection to the MMC. This project provides us a

memorable experience to achieve my project task.

ANNEXURE:

1. DNA,
Management Marketing Suppliment
Dated: 10th JANUARY 2008

2. DNA
Money Suppliment
Dated: 18th JANUARY 2008

3. SAP Easy Access Training Module for MCGM

(Total no of pages:17)

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Stimulating the need for a new system.

When as a corporate Personnel made initiatives to

widen the HRD activities, which were at the time largely

confined to Training in most of the divisions. A one / two day

training module on “Performance Feedback --- a tool for

HRD” was designed and conducted to encourage the

involvement of Appraisee in Appraisal process and also to

make executives adopt Performance Feedback & counseling

for subordinate Development. Six such Programmes /

Workshops were held at Corporate office and other divisions.

This training activity increased the awareness and motivation

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for adoption of this intervention to great extent. Since the

ongoing appraisal system did not have provision for this

mechanism it couldn’t catch up.

In various diagnostic exercises, workshops, syndicate

group discussion- dissatisfaction with performance appraisal

system was often emerging sharply and some of the HRD

efforts also were constraint due to the existing system.

This was the experiment with MMC employees had

been done for the said project through SAP module. We had

also enclosed working module for induction training

Schedule, Accounting, Rescheduling, Resource List etc..

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ABBRIVIATIONS

HRM : Human Resource Management

HRD : Human Resource Development

CTI&RC : Civic Training Institute & Research Center

MMC : Mumbai Municipal Corporation

SAP : System Application Programme

MCGM : Municipal Corporation Greater Mumbai

A&C : Assessor & Collector

MSCIT : Maharashtra State Course of Information

Technology

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BIBLIOGRAPHY
REFERENCES

NAME OF THE BOOKS AUTHOR

HUMAN RESOURCE MANAGEMENT Dr.Anjali Ghanekar

HUMAN RESOURCES AND PERSONAL William B. Werther &

MANAGEMENT Jr. Keith Davis

MANAGING MEN (MS-2) MBA 1ST Year

MS -95/ MS-08/ MS-10 MBA 2nd Year

INTERNET REFERENCES

www.managementguru.com

www.icfai.org

www.humanresources.com

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ACKNOWLEDGEMENT

• Bhalchandra S. Kubal (MBA, Marketing, Professional)

• Sagar Joshi (MBA, HR, Professional)

• Uday Umashankar Kulkarni (M.Lib., Head Librarian,

Vikas College of Arts, Science & Commerce, Vikhroli,

Mumbai)

• Mukund Pednekar (MBA, HR, Professional)

• Bhushan Parab (MBA, Finance, Professional)

• Shri. Janwalkar (P.A. to A & C, MCGM.)

• Shri. Kaviskar ( H.R. Head for SAP Module, MCGM)

• Smt. Walinjkar ( Administrative Officer, Establishment

Section, A&C Dept.,MCGM)

• Shri. Arun Joglekar ( Programmer, A&C Dept., MCGM)

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• Smt. Aparna Bhagat ( Liaison Officer, City In charge,

MCGM)

• Smt. Atre. (Office Superintendent, Establishment Dept.,

Eastern Suburban, MCGM)

• Smt. Zope ( Head Clerk, Personnel Dept, SAP)

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