AN

OVEREVIEW

OF

KUTTI BABY GARMENTS

PVT LTD

BY:-

SIVARAJ.G

COMPANY PROFILE:

KUTTI BABY GARMENTS LIMITED

It was a special occasion, a family wedding – a Bollywood style, all singing and

dancing, occasion in fact – and Amma had been very excited about it for weeks.

After what seemed like a million shopping trips Amma bought herself a beautiful

saree and Appa too had a traditional pattu vershdi with a silk shirt to match.

As for two-year-old kutti baba, there was a problem. Amma could find tops with

cars, bikes, trucks and any cartoon characters you care to mention. There were

smart trousers, frilly shirts and dapper suits, yet nothing truly fitting for this special

occasion.

Amma felt a little sad and was determined to dress her little man in a kutti vershdi,

so she went and made one herself. And guess what? Amma's kutti son was the best

dressed babaon the day!

And so the stunning Kutti son range of clothing for little people was born...

This is the story of Kuttibaba.in clothes designed and made with a mother's touch;

with lightweight fabric for comfort, quality stitching and simple, eye-catching

designs in vibrant colours to bring out the true beauty of kutti babas everywhere.

Kutti baba Textiles Limited is a vertically integrated textile manufacturing

company in India producing fine quality textiles with specific focus on home-linen

products. Established in the year and having grown from a generic yarn

manufacturer to a fine count spinner, our manufacturing facilities include spinning,

weaving, dyeing and processing, cutting and sewing units.

With over 10 years experience in the business, we are still committed to the belief

that a combination of quality cotton, continually advancing technology with

innovative design will result in the finest products. Increasing demand for our

products across the world stands testimony to this.

ORGANIZATION PROCESS

Kutti baba garments strength lies in its completely integrated operation i.e.

converting raw material into a finished product for home linen, all under its own

units from spinning, weaving, dyeing & processing to cutting & sewing and

packaging. This allows us to ensure there is quality check at every stage of

production that results in our products that are of high quality, without defects and

of international standard.

With all stages of manufacturing under a single roof, we are able to meet tight

timelines for delivery, reduce lead time & wastage, and offer more variety in the

products at competitive rates to customers.

Spinning

50,000 Spindles spins out 1260 tones of yarn every year varying from the 90’s to

the finest of 200’s.

Weaving

The modern weaving unit consists of shuttle less weaving machines, including

Jacquards rolling out 54, 00,000 meters of fabric annually.

Processing

State of the art processing plant has computerized micro process controlled latest

machinery, processing 54, 00,000 meters of fabric every year.

Sewing

The unit is capable of manufacturing 31, 76,000 pieces per annum.

STORE LOCATER:

Kuttibaba Products are available at following stores

RMKV

125 - 127, Usman Road

Panagal Park, T.Nagar

Chennai - 600 017.

+91 44 281 44445 

 

   

Pothys

No:15, Nageswara Rao Road, 

Panagal Park,

Chennai - 600 017.

+91 44 43966333 / 24310901 / 02 / 03

* Products Available in all branches of Pothys

 

   

The Chennai Silks

23, Usman Road,

T Nagar,

Chennai 600 017.

+91 44 2431 0888

* Products Available in all branches of The Chennai Silks

 

   

Saratha's

No. 45, N.S.B Road, 

Tiruchirapalli (Trichy), 

India 620002.

+91 0431-2702077

INDUSTRY PROFILE

ABSTRACT

The Textile Sector in India ranks next to Agriculture. Textile is one of

India’s oldest industries and has a formidable presence in the national economy in

as much as it contributes to about 14 per cent of manufacturing value-addition,

accounts for around one-third of our gross export earnings and provides gainful

employment to millions of people. The textile industry occupies a unique place in

our country. One of the earliest to come into existence in India, it accounts for 14%

of the total Industrial production, contributes to nearly 30% of the total exports and

is the second largest employment generator after agriculture.

INTRODUCTION

The Indian textile industry is one of the largest in the world with a massive

raw material and textiles manufacturing base. Our economy is largely dependent

on the textile manufacturing and trade in addition to other major industries. About

27% of the foreign exchange earnings are on account of export of textiles and

clothing alone. The textiles and clothing sector contributes about 14% to the

industrial production and 3% to the gross domestic product of the country.

Around 8% of the total excise revenue collection is contributed by the textile

industry. So much so, the textile industry accounts for as large as 21% of the total

employment generated in the economy. Around 35 million people are directly

employed in the textile manufacturing activities.

A textile is the largest single industry in India (and amongst the biggest in the

world), accounting for about 20% of the total industrial production. It provides

direct employment to around 20 million people. Textile and clothing exports

account for one-third of the total value of exports from the country. There are

1,227 textile mills with a spinning capacity of about 29 million spindles.

While yarn is mostly produced in the mills, fabrics are produced in the power loom

and handloom sectors as well. The Indian textile industry continues to be

predominantly based on cotton, with about 65% of raw materials consumed being

cotton. The yearly output of cotton cloth was about 12.8 billion m (about 42 billion

ft).

The manufacture of jute products (1.1 million metric tons) ranks next in

importance to cotton weaving. Textile is one of India’s oldest industries and has a

formidable presence in the national economy inasmuch as it contributes to about

14 per cent of manufacturing value-addition, accounts for around one-third of our

gross export earnings and provides gainful employment to millions of people.

INDIAN TEXTILE INDUSTRY STRUCTURE AND GROWTH

India’s textile industry is one of the economies largest. In 2000/01, the

textile and garment industries accounted for about 4 percent of GDP, 14 percent of

industrial output, 18 percent of industrial employment, and 27 percent of export

earnings (Hashim). India’s textile industry is also significant in a global context,

ranking second to China in the production of both cotton yarn and fabric and fifth

in the production of synthetic fibers and yarns.

GROWTH OF TEXTILE INDUSTRY

India has already completed more than 50 years of its independence. The

analysis of the growth pattern of different segment of the industry during the last

five decades of post independence era reveals that the growth of the industry

during the first two decades after the independence had been gradual, though lower

and growth had been considerably slower during the third decade.

The growth thereafter picked up significantly during the fourth decade in each and

every segment of the industry. The peak level of its growth has however been

reached during the fifth decade i.e., the last ten years and more particularly in the

90s. The Textile Policy of 1985 and Economic Policy of 1991 focusing in the

direction of liberalization of economy and trade had in fact accelerated the growth

in 1990s. The spinning spearheaded the growth during this period and man-made

fiber industry in the organized sector and decentralized weaving sector.

KEY ADVANTAGES OF INDIAN TEXTILE INDUSTRY:

1. India is the third largest producer of cotton with the largest area under cotton

cultivation in the world. It has an edge in low cost cotton sourcing compared to

other countries.

2. Average wage rates in India are 50-60 per cent lower than that in developed

countries, thus enabling India to benefit from global outsourcing trends in labour

intensive businesses such as garments and home textiles.

3. Design and fashion capabilities are key strengths that will enable Indian players

to strengthen their relationships with global retailers and score over their Chinese

competitors.

4. Production facilities are available across the textile value chain, from spinning

to garments manufacturing. The industry is investing in technology and increasing

its capacities which should prove a major asset in the years to come.

5. Large Indian players such as Arvind Mills, Welspun India, Alok Industries and

Raymond’s have established themselves as 'quality producers' in the global market.

This recognition would further enable India to leverage its position among global

retailers.

6. India has gathered experience in terms of working with global brands and this

should benefit Indian vendors.

IN TEXTILE SCENERIO

In exports Cotton yarns, fabric, made ups etc made largest chunk with US$

3.33 Billion or 26.5% in textiles category, and Ready Made garments (RMG)-

cotton including accessories made largest chunk with 4.67 Billion US $ or 37.1 %

of total exports. Whereas, manmade yarn and fabrics in textiles group and RMG–

Manmade fibers constituted second position in the two categories, respectively.

Carpets and woolen garments are other items exported from India.

DEFINITION OF ORGANIZATION

A social unit of people systematically structured and managed to meet a

need or to pursue collective goals on a continuing basis. All organizations have a

management structure that determines relationships between functions and

positions, and subdivides and delegates roles, responsibilities, and authority to

carry out defined tasks. Organizations are open systems in that they affect and are

affected by the environment beyond their boundaries.

ORGANIZATIONAL STRUCTURE

Organizational structure refers to the way that an organization arranges

people and jobs so that its work can be performed and its goals can be met. When a

work group is very small and face-to-face communication is frequent, formal

structure may be unnecessary, but in a larger organization decisions have to be

made about the delegation of various tasks. Thus, procedures are established that

assign responsibilities for various functions. It is these decisions that determine the

organizational structure.

In an organization of any size or complexity, employees responsibilities

typically are defined by what they do, who they report to, and for managers, who

reports to them. Over time these definitions are assigned to positions in the

organization rather than to specific individuals. The relationships among these

positions are illustrated graphically in an organizational chart. The best

organizational structure for any organization depends on many factors including

the work it does; its size in terms of employees, revenue, and the geographic

dispersion of its facilities; and the range of its businesses (the degree to which it is

diversified across markets).

MISSION OBJECTIVES & STRATAGIES OF THE ORGANISATION

ORGANIZATION STRATEGY:

1. Provide the actual users from academic institutions, R&D establishments

and industries with advanced instrument facilities for analysis, measurement

and stitching.

2. Undertake research and development activities in the field of stitching for

traditional and party wear dresses areas, which are of relevance to industries

in the state.

3. Design and develop for trainer to stitch party wear, traditional dresses for

kids, demonstration sets and scientific instruments needed for taking lengths

for kids.

4. Encourage taking up new designs, which will motivate latest designs of

clothes for younger children for undertaking hardware generation in

experimental research.

5. Co-operate new programs in Instrumentation with professionals and

academic staff in frontier areas of instrumentation.

6. Undertake stitching and services that will make kutti baba self-sufficient in

course of time.

7. Do all such other things as may be incidental or conductive to the

attainments of the above objectives.

ORGANIZATION DESIGN AND STRUCTURE

ORGANIZATION CHART

MD

Head Accounts Head Head Head Head And Marketing Designing Marketing ProductionAdministration

2 Executives 8 Marketing 8 Designers 2 Marketing And an Executives ExecutivesOffice boy

Supervisor Supervisor Supervisor Supervisor (Quality Control) (Production) (Product (Dispatch) Analysis)

2 Persons 26 Persons 2 Persons 1 Person

(Machine operators and helpers)

FUNCTIONS OF VARIOUS DEPARTMENT AND MANAGERS

Production Department:

Production and planning.

They will set the standards and targets at each stage of the production process. The

quantity and quality of products coming off a production line will be closely

monitored.

Purchasing department

This department will provide the materials, components and equipment required.

An essential part of this responsibility is to ensure that stocks arrive on time and

are of good quality

The stores department

The stores department is responsible for stocking all the necessary tools, raw

materials and equipment required to service the manufacturing process.

The design and technical support department

They are responsible for the design and testing of new product processes and

product types, together with the development of prototypes through to the final

product.

The works department

This department is concerned with the manufacture of products. This will include

the maintenance of the production line and other necessary repairs. The works

department may also have responsibility for quality control and inspection.

HUMAN RESOURCE DEPARTMENT

Training programs are held by the HRD to improve the employee’s skills, as well as to motivate them. There are three main types of training:

1. Induction training

2. On-the- job training

3. Off-the-job training

Manpower Planning

The HR department needs to think ahead and establish the number and skills of the

workforce required by the business in the future. Failure to do this could lead to

too few or too many staff or staff with inappropriate needs.

Dismissal and Redundancy (retrenchment)

Dismissal is where a worker is told to leave their job due to unsatisfactory work or

behavior.

Redundancy is when the business needs to reduce the number of employees either

because it is closing down a branch or needs to reduce costs due to falling profits.

It may also be due to technological improvements, and the workers are no longer

needed.

Kutti baba garments pvt ltd undertakes training of personnel in designing and

stitching field involving theory and practical, through highly experienced faculties

of experienced managers. Kuttibaba garments also undertake training at customer

place (On-site) on specific subject as per customer requirements.

FINANCE DEPARTMENT

Book keeping procedures

keeping records of the purchases and sales made by a business as well as

capital spending.

Providing management information

Managers require ongoing financial information to enable them to make

better decisions.

Management of wages

The wages section of the finance department will be responsible for

calculating the wages and salaries of employees and organizing the

collection of income tax and national insurance for the Inland Revenue.

Raising Finance 

The finance department will also be responsible for the technical details of

how a business raises finance e.g. through loans, and the repayment of

interest on that finance. In addition it will supervise the payment of

dividends to shareholders.

Marketing Function

• Sales department is responsible for the sales and distribution of the products to

the different regions.

• Research & Department is responsible for market research and testing new

products to make sure that they are suitable to be sold.

• Promotion department decides on the type of promotion method for the products,

arranges advertisements and the advertising media used.

• Distribution department transports the products to the market.

• kutti baba garments pvt ltd can provide the marketing services, to procure any

types of Instruments/Equipments required by the customer along with valid

certificates, traceable to National/International standards.

Repairing service

Kutti baba garments lab provides effective and efficient repairing services

for all types of measuring instruments, including Torque wrenches, etc.,

KEY RESULT AREA OF KUTTI BABY GARMENTS PVT LTD:

Goal setting can move your organization to world class performance based

working organization. If we make key performance targets for each and every

individual and linked it to performance based appraisal then it makes vibrant result

oriented work culture. So keeping this in mind we offer employee appraisal system

training presentation on goal setting, key performance areas and performance

appraisal system.

Global Manager Group – corporate training consultant provides performance based

employee appraisal system training power point presentation which includes step

by step implementation approach for goal setting and making performance based

appraisal system with few sample templates is provided. It is advisable to have

Key performance result areas and key performance indicators system - kpis for

effective and efficient organization. Use these KRA and performance appraisal

presentation materials to create ppt slides, pdf, software, documents and to educate

management, employees or other groups for goal setting, key performance areas

and making performance based appraisal system.

Our Employee Appraisal System Training Presentation packages are competitively

priced and meet the global customer needs. A training program is meant to

increase an organization’s ability to achieve their goals. To design a training

program for some target feature

ORGANISATION DESIGN & TRAINING STRUCTURE:

Organizational structure

Organizational structure refers to the way that an organization arranges

people and jobs so that its work can be performed and its goals can be met. When a

work group is very small and face-to-face communication is frequent, formal

structure may be unnecessary, but in a larger organization decisions have to be

made about the delegation of various tasks. Thus, procedures are established that

assign responsibilities for various functions. It is these decisions that determine the

organizational structure.

 In an organization of any size or complexity, employees responsibilities typically

are defined by what they do, who they report to, and for managers, who reports to

them. Over time these definitions are assigned to positions in the organization

rather than to specific individuals. The relationships among these positions are

illustrated graphically in an organizational chart. The best organizational structure

for any organization depends on many factors including the work it does; its size in

terms of employees, revenue, and the geographic dispersion of its facilities; and the

range of its businesses (the degree to which it is diversified across markets).

KEY RESULT ACTIVITIES

To work collaboratively with internal and external stakeholders ensuring

communication lines between all parties are clear and effective.

Ensure excellent communication with operation team.

Segment specific administrative support.

Office resource are adequately maintained

Travel and accommodation managed effectively.

Petty cash is reimbursed and reconciled.

Personal development plan is produced and implemented.

Actively participate in risk reviews and scheduled audits.

ORGANIZATION DESIGN FACTOR AND APPROACH

Organizational size

The larger an organization becomes, the more complicated its structure. When an

organization is small — such as a single retail store, a two-person consulting firm,

or a garments — its structure can be simple.

In reality, if the organization is very small, it may not even have a formal structure.

Instead of following an organizational chart or specified job functions, individuals

simply perform tasks based on their likes, dislikes, ability, and/or need. Rules and

guidelines are not prevalent and may exist only to provide the parameters within

which organizational members can make decisions. Small organizations are very

often organic systems.

As an organization grows, however, it becomes increasingly difficult to manage

without more formal work assignments and some delegation of authority.

Therefore, large organizations develop formal structures. Tasks are highly

specialized and detailed rules and guidelines dictate work procedures. Inter

organizational communication flows primarily from superior to subordinate, and

hierarchical relationships serve as the foundation for authority, responsibility, and

control. The type of structure that develops will be one that provides the

organization with the ability to operate effectively. That's one reason larger

organizations are often mechanistic—mechanistic systems are usually designed to

maximize specialization and improve efficiency.

Organization life cycle

Organizations, like humans, tend to progress through stages known as a life cycle.

Like humans, most organizations go through the following four stages: birth,

youth, midlife, and maturity. Each stage has characteristics that have implications

for the structure of the firm.

Birth: In the birth state, a firm is just beginning. An organization in the birth

stage does not yet have a formal structure. In a young organization, there is

not much delegation of authority. The founder usually “calls the shots.”

Youth: In this phase, the organization is trying to grow. The emphasis in

this stage is on becoming larger. The company shifts its attention from the

wishes of the founder to the wishes of the customer. The organization

becomes more organic in structure during this phase. It is during this phase

that the formal structure is designed, and some delegation of authority occurs.

Midlife: This phase occurs when the organization has achieved a high level

of success. An organization in midlife is larger, with a more complex and

increasingly formal structure. More levels appear in the chain of command,

and the founder may have difficulty remaining in control. As the organization

becomes older, it may also become more mechanistic in structure.

Maturity: Once a firm has reached the maturity phase, it tends to become

less innovative, less interested in expanding, and more interested in

maintaining itself in a stable, secure environment. The emphasis is on

improving efficiency and profitability. However, in an attempt to improve

efficiency and profitability, the firm often tends to become less innovative.

Stale products result in sales declines and reduced profitability. Organizations

in this stage are slowly dying. However, maturity is not an inevitable stage.

Firms experiencing the decline of maturity may institute the changes

necessary to revitalize.

Although an organization may proceed sequentially through all four stages, it does

not have to. An organization may skip a phase, or it may cycle back to an earlier

phase. An organization may even try to change its position in the life cycle by

changing its structure.

As the life-cycle concept implies, a relationship exists between an organization's

size and age. As organizations age, they tend to get larger; thus, the structural

changes a firm experiences as it gets larger and the changes it experiences as it

progresses through the life cycle are parallel. Therefore, the older the organization

and the larger the organization, the greater it’s need for more structure, more

specialization of tasks, and more rules. As a result, the older and larger the

organization becomes, the greater the likelihood that it will move from an organic

structure to a mechanistic structure.

Strategy

How an organization is going to position itself in the market in terms of its

product is considered its strategy. A company may decide to be always the first on

the market with the newest and best product (differentiation strategy), or it may

decide that it will produce a product already on the market more efficiently and

more cost effectively (cost-leadership strategy). Each of these strategies requires a

structure that helps the organization reach its objectives. In other words, the

structure must fit the strategy.

Companies that want to be the first on the market with the newest and best product

probably are organic, because organic structures permit organizations to respond

quickly to changes.

Companies that elect to produce the same products more efficiently and effectively

will probably be mechanistic.

Environment

The environment is the world in which the organization operates, and includes

conditions that influence the organization such as economic, social-cultural, legal-

political, technological, and natural environment conditions. Environments are

often described as either stable or dynamic.

In a stable environment, the customers' desires are well understood and

probably will remain consistent for a relatively long time. Examples of

organizations that face relatively stable environments include designing of

various garments of staple items such as skirts, tops, frocks, dhowathas etc.

In a dynamic environment, the customers' desires are continuously

changing—the opposite of a stable environment. This condition is often

thought of as turbulent. In addition, the technology that a company uses while

in this environment may need to be continuously improved and updated. An

example of an industry functioning in a dynamic environment is electronics.

Technology changes create competitive pressures for all electronics

industries, because as technology changes, so do the desires of consumers.

In general, organizations that operate in stable external environments find

mechanistic structures to be advantageous. This system provides a level of

efficiency that enhances the long-term performances of organizations that enjoy

relatively stable operating environments. In contrast, organizations that operate in

volatile and frequently changing environments are more likely to find that an

organic structure provides the greatest benefits. This structure allows the

organization to respond to environment change more proactively.

Technology

Advances in technology are the most frequent cause of change in organizations

since they generally result in greater efficiency and lower costs for the firm.

Technology is the way tasks are accomplished using tools, equipment, techniques,

and human know-how.

In the early 1960s, Joan Woodward found that the right combination of structure

and technology were critical to organizational success. She conducted a study of

technology and structure in more than 100 English textile firms, which she

classified into three categories of core-textile technology:

Small-batch production is used to textile a variety of custom, made-to-

order goods. Each item is made somewhat differently to meet a customer's

specifications. A print shop is an example of a business that uses small-batch

production.

Mass production is used to create a large number of uniform goods in an

assembly-line system. Workers are highly dependent on one another, as the

product passes from stage to stage until completion. Equipment may be

sophisticated, and workers often follow detailed instructions while

performing simplified jobs. A company that bottles soda pop is an example of

an organization that utilizes mass production.

Organizations using continuous-process production create goods by

continuously feeding raw materials, such as liquid, solids, and gases, through

a highly automated system. Such systems are equipment intensive, but can

often be operated by a relatively small labor force. Classic examples are

automated chemical plants and oil refineries.

Woodward discovered that small-batch and continuous processes had more flexible

structures, and the best mass-production operations were more rigid structures.

Once again, organizational design depends on the type of business. The small-

batch and continuous processes work well in organic structures and mass

production operations work best in mechanistic structures.

ORGANIZATION STRUCTURE FACTORS: CONTEXT AND DESIGN

Structure is thus an integral component of the organization. Nystrom and

Starbuck (1981) have defined structure as the arrangement and interrelationship of

component parts and positions in an organization. It provides guidelines on:

Division of work into activities;

Linkage between different functions;

Hierarchy;

Authority structure;

Authority relationships; and

Coordination with the environment.

Organizational structure may differ within the same organization according to the

particular requirements.

Structure in an organization has three components (Robbins, 1989):

· Complexity, referring to the degree to which activities within the organization are

differentiated. This differentiation has three dimensions:

- Horizontal differentiation refers to the degree of differentiation between units

based on the orientation of members, the nature of tasks they perform and their

education and training,

-Vertical differentiation is characterized by the number of hierarchical levels in the

organization, and

- Spatial differentiation is the degree to which the location of the organization's

offices, facilities and personnel are geographically distributed;

· Formalization refers to the extent to which jobs within the organization are

specialized. The degree of formalization can vary widely between and within

organizations;

· Centralization refers to the degree to which decision making is concentrated at

one point in the organization.

Designing organizational structures

Some important considerations in designing an effective organizational structure

are:

· Clarity The structure of the organization should be such that there is no confusion

about people's goals, tasks, style of functioning, reporting relationship and sources

of information.

· Understanding: The structure of an organization should provide people with a

clear picture of how their work fits into the organization.

· De-centralization The design of an organization should compel discussions and

decisions at the lowest possible level.

· Stability and adaptability while the organizational structure should be adaptable

to environmental changes, it should remain steady during unfavorable conditions.

Principles of organization structure

Modern organizational structures have evolved from several organizational

theories, which have identified certain principles as basic to any organization.

Specialization

Specialization facilitates division of work into units for efficient

performance. According to the classical approach, work can be performed much

better if it is divided into components and people are encouraged to specialize by

components. Work can be specialized both horizontally and vertically (Anderson,

1988). Vertical specialization in a research organization refers to different kinds of

work at different levels, such as project leader, scientist, researcher, field staff, etc.

Horizontally, work is divided into departments like genetics, plant pathology,

administration, accounts, etc.

Specialization enables application of specialized knowledge which betters the

quality of work and improves organizational efficiency. At the same time, it can

also influence fundamental work attitudes, relationships and communication. This

may make coordination difficult and obstruct the functioning of the organization.

There are four main causal factors which could unfavorably affect attitudes and

work styles. These are differences in:

·goal orientation;

· time orientation;

· inter-personal orientation; and

· the formality of structure (Lawrence and Lorsch, 1967).

Coordination

Coordination refers to integrating the objectives and activities of specialized

departments to realize broad strategic objectives of the organization. It includes

two basic decisions pertaining to:

(i) Which units or groups should be placed together; and

(ii) The patterns of relationships, information networks and communication

(Anderson, 1988).

In agricultural research institutions, where most of the research is multidisciplinary

but involves specialization, coordination of different activities is important to

achieve strategic objectives. Efficient coordination can also help in resolving

conflicts and disputes between scientists in a research organization.

Hierarchy facilitates vertical coordination of various departments and their

activities. Organizational theorists have over the years developed several principles

relating to the hierarchy of authority for coordinating various activities. Some of

the important principles are discussed below.

Unity of Command: Every person in an organization should be responsible to one

superior and receive orders from that person only. Fayol (1949) considered this to

be the most important principle for efficient working and increased productivity in

an organization.

The Scalar Principle: Decision making authority and the chain of command in an

organization should flow in a straight line from the highest level to the lowest. The

principle evolves from the principle of unity of command. However, this may not

always be possible, particularly in large organizations or in research institutions.

Therefore Fayol (1949) felt that members in such organizations could also

communicate directly at the same level of hierarchy, with prior intimation to their

superiors.

The Responsibility and Authority Principle: For successfully performing certain

tasks, responsibility must be accompanied by proper authority. Those responsible

for performance of tasks should also have the appropriate level of influence on

decision making.

Span of Control: This refers to the number of specialized activities or individuals

supervised by one person. Deciding the span of control is important for

coordinating different types of activities effectively. According to Barkdull (1963),

some of the important situational factors which affect the span of control of a

manager are:

· Similarity of functions;

· proximity of the functions to each other and to the supervisor;

· complexity of functions;

· direction and control needed by subordinates;

· coordination required within a unit and between units;

· extent of planning required; and

· organizational help available for making decisions.

Departmentalization

Departmentalization is a process of horizontal clustering of different types of

functions and activities on any one level of the hierarchy. It is closely related to the

classical bureaucratic principle of specialization (Luthans, 1986).

Departmentalization is conventionally based on purpose, product, process,

function, personal things and place (Gullick and Urwick, 1937).

Functional Departmentalization is the basic form of departmentalization. It refers

to the grouping of activities or jobs involving common functions. In a research

organization the groupings could be research, production, agricultural engineering,

extension, rural marketing and administration.

Product Departmentalization refers to the grouping of jobs and activities that are

associated with a specific product. As organizations increase in size and diversify,

functional departmentalization may not be very effective. The organization has to

be further divided into separate units to limit the span of control of a manager to a

manageable level (Luthans, 1986). In an agricultural research institution,

functional departments can be further differentiated by products and purpose or

type of research.

In contrast to functional departmentalization, product-based departmentalization

has the advantage of:

· Less conflict between major sub-units;

· Easier communication between sub-units;

· Less complex coordination mechanisms;

· Providing a training ground for top management;

· More customer orientation; and

· Greater concern for long-term issues.

In contrast, functional departmentalization has the strength of:

· Easier communication with sub-units;

· Application of higher technical knowledge for solving problems;

· Greater group and professional identification;

· Less duplication of staff activities;

· Higher product quality; and

· Increased organizational efficiency (Filley, 1978).

Departmentalization by Users is grouping of both activities and positions to make

them compatible with the special needs of some specific groups of users.

Departmentalization by Territory or Geography involves grouping of activities and

positions at a given location to take advantage of local participation in decision

making. The territorial units are under the control of a manager who is responsible

for operations of the organization at that location. In agricultural research

institutions, regional research stations are set up to take advantage of specific agro-

ecological environments. Such departmentalization usually offers economic

advantage.

Departmentalization by Process or Equipment refers to jobs and activities which

require a specific type of technology, machine or production process.

Other common bases for departmentalization can be time of duty, number of

employees, market, distribution channel or services.

De-centralization and Centralization

De-centralization refers to decision making at lower levels in the hierarchy

of authority. In contrast, decision making in a centralized type of organizational

structure is at higher levels. The degree of centralization and de-centralization

depends on the number of levels of hierarchy, degree of coordination,

specialization and span of control. According to Luthens (1986), centralization and

de-centralization could be according to:

ORGANIZATIONAL STRUCTURE DURING THE TWENTIETH

CENTURY

Understanding the historical context from which some of today's

organizational structures have developed helps to explain why some structures is

the way they are. For instance, why are the old, but still operational textile mills

such as U.S. textile mills and Bethlehem textile structured using vertical

hierarchies? Why are newer textile garments mini-mills such as Chaparral

garments structured more horizontally, capitalizing on the innovativeness of their

employees? Part of the reason, as this section discusses, is that organizational

structure has a certain idea borrowed from designing and stitching that something

in motion tends to continue on that same path. Changing an organization's structure

is a daunting managerial task, and the immensity of such a project is at least partly

responsible for why organizational structures change infrequently.

At the beginning of the twentieth century the United States business sector was

thriving. Industry was shifting from job-shop textile industry in to mass

production, and thinkers like Frederick Taylor in the United States and Henri Fayol

in France studied the new systems and developed principles to determine how to

structure organizations for the greatest efficiency and productivity, which in their

view was very much like a machine. Even before this, German sociologist and

engineer Max Weber had concluded that when societies embrace capitalism,

bureaucracy is the inevitable result. Yet, because his writings were not translated

into English until 1949, Weber's work had little influence on American

management practice until the middle of the twentieth century.

Management thought during this period was influenced by Weber's ideas of

bureaucracy, where power is ascribed to positions rather than to the individuals

holding those positions. It also was influenced by Taylor's scientific management,

or the "one best way" to accomplish a task using scientifically-determined studies

of time and motion. Also influential were Fayol's ideas of invoking unity within

the chain-of-command, authority, discipline, task specialization, and other aspects

of organizational power and job separation. This created the context for vertically-

structured organizations characterized by distinct job classifications and top-down

authority structures, or what became known as the traditional or classical

organizational structure.

Job specialization, a hierarchical reporting structure through a tightly-knit chain-

of-command, and the subordination of individual interests to the super ordinate

goals of the organization combined to result in organizations arranged by

functional departments with order and discipline maintained by rules, regulations,

and standard operating procedures. This classical view, or bureaucratic structure,

of organizations was the dominant pattern as small organizations grew increasingly

larger during the economic boom that occurred from the 1900s until the Great

Depression of the 1930s. Henry Ford's plants were typical of this growth, as the

emerging Ford Motor Company grew into the largest U.S. automaker by the 1920s.

The Great Depression temporarily stifled U.S. economic growth, but organizations

that survived emerged with their vertically-oriented, bureaucratic structures intact

as public attention shifted. The "one best way" to do a job gradually disappeared as

the dominant logic. It was replaced by concerns that traditional organizational

structures might prevent, rather than help, promote creativity and innovationist of

which were necessary as the century wore on and pressures to compete globally

mounted.

TRADITIONAL ORGANIZATIONAL STRUCTURE

While the previous section explained the emergence of the traditional

organizational structure, this section provides additional detail regarding how this

affected the practice of management. The structure of every organization is unique

in some respects, but all organizational structures develop or are consciously

designed to enable the organization to accomplish its work. Typically, the structure

of an organization evolves as the organization grows and changes over time.

Researchers generally identify four basic decisions that managers have to make as

they develop an organizational structure, although they may not be explicitly aware

of these decisions. First, the organization's work must be divided into specific jobs.

This is referred to as the division of labor. Second, unless the organization is very

small, the jobs must be grouped in some way, which is called departmentalization.

Third, the number of people and jobs that are to be grouped together must be

decided. This is related to the number of people that are to be managed by one

person, or the span of controlled number of employees reporting to a single

manager. Fourth, the way decision-making authority is to be distributed must be

determined.

In making each of these design decisions, a range of choices are possible. At one

end of the spectrum, jobs are highly specialized with employees performing a

narrow range of activities; while at the other end of the spectrum employees

perform a variety of tasks. In traditional bureaucratic structures, there is a tendency

to increase task specialization as the organization grows larger. In grouping jobs

into departments, the manager must decide the basis on which to group them. The

most common basis, at least until the last few decades, was by function. For

example, all accounting jobs in the organization can be grouped into an accounting

department; all engineers can be grouped into an engineering department, and so

on. The size of the groupings also can range from small to large depending on the

number of people the managers supervise. The degree to which authority is

distributed throughout the organization can vary as well, but traditionally

structured organizations typically vest final decision-making authority by those

highest in the vertically structured hierarchy. Even as pressures to include

employees in decision-making increased during the 1950s and 1960s, final

decisions usually were made by top management. The traditional model of

organizational structure is thus characterized by high job specialization, functional

departments, narrow spans of control, and centralized authority. Such a structure

has been referred to as traditional, classical, bureaucratic, formal, mechanistic, or

command and control. A structure formed by choices at the opposite end of the

spectrum for each design decision is called unstructured, informal, or organic.

The traditional model of organizational structure is easily represented in a

graphical form by an organizational chart. It is a hierarchical or pyramidal structure

with a president or other executive at the top, a small number of vice presidents or

senior managers under the president, and several layers of management below this,

with the majority of employees at the bottom of the pyramid. The number of

management layers depends largely on the size of the organization. The jobs in the

traditional organizational structure usually are grouped by function into

departments such as accounting, sales, and human resources.

IMPORTANCE OF ORGANISATION

Ensures optimum utilization of human resources

Every enterprise appoints employees for the conduct of various business activities

and operations. They are given the work according to their qualifications and

experience. Organization ensures that every individual. Is placed on the job for

which he is best suited.

Facilitates coordination

It acts as a means of bringing coordination and integration among the activities of

individuals and departments of the enterprise. It establishes clear-cut relationships

between operating departments and brings proper balance in their activities.

Facilitates division of work

Different departments are created for division of work, specialization and orderly

working of the enterprise. Similarly, delegation relieves top level managers from

routine duties.

Ensures growth, expansion and diversification

Sound Organization structure facilitates expansion/diversification of an enterprise.

Organization structure has in-built capacity to absorb additional activities and also

effective control on them. A business enterprise brings diversification in its

activities within the framework of its Organization.

Stimulates creativity

Organization provides training and self-development facilities to managers and

subordinates through delegation and departmentation. It also encourages initiative

and creative thinking on the part of managers and others.

Facilitates administration

Effective administration of business will not be possible without the support of

sound organization structure. Delegation, departmentation and decentralization are

the tools for effective administration.

Determines optimum use of technology

Sound Organization structure provides opportunities to make optimum use of

technology. It facilitates proper maintenance of equipment and also meets high

cost of installation.

Determines individual responsibility

Responsibility is an obligation to perform an assigned work. In a sound

Organization, the manager finds it easy to pinpoint individual responsibility when

the work is spoilt.

SIGNIFICANT FACTORS FOR SUCCESS

Given the relationship between garments industry success and managerial

performance, how do garments industry choices contribute to developing superior

competitive capabilities? What is the success factors driving Superstar capabilities

and what might the Weaklings be doing wrong? An analysis was performed to

determine how each of the seven garments industry strategy success factors, best

differentiates garments industry Superstars from Weaklings. Because garments

industry success factors have the potential for being industry dependent, our

analysis controlled for an industry effect.

Three success factors were found to build garments industry capabilities: resource

improvements, quality management programs, and advanced process technology.

Two potential success factors, restructuring and information systems, were

inversely associated with garment industry strength. These two manufacturing

strategy choices were not being emphasized by Superstars but were choices of

garments industry Weaklings. Notably, neither materials flow programs nor

capacity upgrade activities predicted garments industry capabilities in this sample.

This, in part, can be attributed to the considerable time lag required to implement

and determine the benefits of changing production processes and capacity.

Total Factor Resource Improvements: One of the greatest predictors of Superstar

capability was making total factor resource improvements in garments industry.

Care and nurturing of the entire garments industry environment is the strongest

overall predictor of manufacturing strength. This infrastructural dimension is

concerned with aligning and maintaining the socio technical factors of production,

including maintaining and developing human and physical assets.

PERFORMANCE APPRAISAL SYSTEM

Performance Planning: Performance planning is the first crucial component of

any performance management process which forms the basis of performance

appraisals.

Performance Appraisal and Reviewing: The appraisals are normally performed

twice in a year in an organization in the form of mid reviews and annual reviews

which is held in the end of the financial year. In this process

Feedback on the Performance followed by personal counseling and

performance facilitation:

Feedback and counseling is given a lot of importance in the performance

management process

Rewarding good performance: This is a very vital component as it will determine

the work motivation of an employee.

Performance Improvement Plans: In this stage, fresh set of goals are established

for an employee and new deadline is provided for accomplishing those objectives.

Potential Appraisal: Potential appraisal forms a basis for both lateral and vertical

movement of employees. By implementing competency mapping and various

assessment techniques, potential appraisal is performed. Potential appraisal

provides crucial inputs for succession planning and job rotation.

FUTURE PLANS FOR GROWTH OF THE ORGANIZATION

The test and measurement industry has witnessed large acquisitions recently, and

one company that have progressed at a rapid pace in acquiring other companies in

kutti baba garments pvt ltd.

The key reason for kutti baba garments pvt ltd success has been the companies it

decided to acquire. Kutti baba garments pvt ltd is market leaders in their respective

domains. Kutti baba garments are one of the leading suppliers of test and

measurement products and services. The company has more than 10 years of

experience, catering to a wide range of industries globally, including kids wear,

skirts, tops, frocks, jeans. This has enabled kutti baba garments to become a market

leader in the test and measurement industry.

The company's success in the market has not only been due to the acquisition of

these large companies, but also by helping them grow via acquiring smaller

companies that complement their offering and position them well for future

growth.

Acquisitions are key to strengthen one's competitive position in good market

conditions. They are even more crucial during challenging economic times to

position companies well for the economic recovery. The economic downturn that

started in late 2008 seems to be coming to an end. As such, only a few months are

left for companies to make such important moves.

VIEW OF MANAGER OF VARIOUS LEVELS

The term “Levels of Management” refers to a line of demarcation between various

managerial positions in an organization. The number of levels in management

increases when the size of the business and work force increases and vice versa.

The level of management determines a chain of command, the amount of authority

& status enjoyed by any managerial position. The levels of management can be

classified in three broad categories:

1. Top level / Administrative level

2. Middle level / Executory

3. Low level / Supervisory / Operative / First-line managers

Managers at all these levels perform different functions. The role of managers at

all the three levels is discussed below.

ADVANTAGES AND DRAWBACKS OF ORGANIZATIONAL

STRUCTURE

Unified Marketing Message

A company can present a unified front to customers, vendors and investors when a

common marketing message is used throughout the organization. A unified

marketing message can help the entire company better understand its marketing

goals, and then work together to achieve them. When multiple departments are

involved in a single endeavor, a unified marketing message can be essential to

project success.

Succession

A strong organizational structure is better able to prepare qualified employees for

management. When the company operates under a strong structure, a

comprehensive management training plan is easier to create and execute to help

maintain a strong managerial core. Departments can work together on a

developmental plan to help encourage the training of managerial candidates within

any department.

Focus on Strategy

Using a strong organizational structure allows a company to better focus on a

single set of goals instead of each group working towards its own agenda,

according to Family Business Experts. This is the result of the flow of

communication an organizational structure offers, as well as the establishment of

responsibility and respect for the company hierarchy that comes from strong

structure. It helps the company to use resources wisely in the pursuit of company

goals as opposed to doubling efforts or experimenting with options perhaps not in

the company's best interests.

Training

A good organizational structure makes employee training easier to administer, and

it also allows it to remain flexible based on the changes within the organization.

When organizational structure regulates the flow of information, then changes

within that information are easier to monitor and better adaptable for a company-

wide training program.

Decision Making

An organizational structure can make decision making a more efficient process,

according to Lamar University. When a defined hierarchy is in place, the company

is better equipped to make important decisions and adjust practices to meet the

demands of competition.

RECOMMENDATION TO IMPROVE ORGANIZATION STRUCTURE

Some modification needs to Organization culture

Organization need to increase Productivity and service Technology.

Creating new demand for new type of product and services.

Organization needs to explore new opportunities and exercise

MODIFICATIONS IF ANY TO THE ORGANIZATIONAL STRUCTURE

Instructions Nurture shared goals

Clarify the Organizational hierarchy

Empower employees

Make top management answerable to mistake within the organization.

Develop working structure and subcommittees.

Clarify any uncertainty in the minds of employees.

ADVANTAGES & DISADVANTAGES OF ORGANIZATIONAL STRUCTURE

The decision on organizational structure should only be made once the

advantages and disadvantages of each have been reviewed. Consultation with an

accountant and attorney will also be helpful in getting your business off on the

right foot. The main types of organizational structure are sole proprietorship,

partnerships, corporations and limited liability companies. According to the Small

Business Association, most businesses start out as sole proprietorships. However,

knowing the pros and cons of each business structure will help prepare for possible

expansion and growth.

FACTORS AFFECTING ORGANIZATION DESIGN

FACTORS AFFECTING ORGANIZATIONAL STRUCTURE

Organizational structure is the framework companies use to outline their authority

and communication processes. The framework usually includes policies, rules and

responsibilities for each individual in the organization. Several factors affect the

organizational structure of a company. These factors can be internal or external.

Small business owners must be responsible for creating their companies

organizational structure framework. Business owners may use a management

consultant or review information from the Small Business Administration before

setting up their organizational structure.

Size

Size is many times the driving factor for a company’s organizational structure.

Smaller or home-based businesses do not usually have a vast structure because the

business owner is usually responsible for all tasks. Larger business organizations

usually require a more intense framework for their organizational structure.

Companies with more employees usually require more managers for supervising

these individuals. Highly specialized business operations can also require a more

formal organizational structure.

Life Cycle

The company’s life cycle also plays an important part in the development of an

organizational structure. Business owners attempting to grow and expand their

company’s operations usually develop an organizational structure to outline their

company’s business mission and goals. Businesses reaching peak performance

usually become more mechanical in their organizational structure. This occurs as

the chain of command increases from the business owner down to frontline

employees. Mature companies usually focus on developing an organizational

structure to improve efficiency and profitability. These improvements may be the

result of more competitors entering the economic marketplace.

Strategy

Business strategies can also be a factor in a company’s organizational structure

development. High-growth companies usually have smaller organizational

structures so they can react to changes in the business environment quicker than

other companies. Business owners may also be reluctant to give up managerial

control in business operations. Small businesses still looking to define their

business strategy often delay creating an organizational structure. Business owners

are usually more interested in setting business strategies rather than developing and

implementing an internal business structure.

Business Environment

The external business environment can also play an important part in a company’s

organizational structure. Dynamic environments with constantly changing

consumer desires or behavior is often more turbulent than stable environments.

Companies attempting to meet consumer demand can struggle when creating an

organizational structure in a dynamic environment. More time and capital can also

be spent in dynamic environments attending to create and organizational structure.

This additional capital is usually a negative expense for many small businesses

FACTORS THAT INFLUENCE ORGANIZATIONAL STRUCTURE AND

DESIGN

Physical - disability, user requirements, anthropometrics and ergonomics,

the site,

The environment

Financial

Legal requirements

Building Regulations approval

Planning applications

SIGNIFICANT FACTORS FOR SUCCESS

Given the relationship between garments industry success and managerial

performance, how do garments industry choices contribute to developing

superior competitive capabilities? What is the success factors driving

Superstar capabilities and what might the Weaklings be doing wrong? An

analysis was performed to determine how each of the seven garments

industry strategy success factors, best differentiates garments industry

Superstars from Weaklings. Because garments industry success factors have

the potential for being industry dependent, our analysis controlled for an

industry effect.

Three success factors were found to build manufacturing capabilities:

resource improvements, quality management programs, and advanced

process technology. Two potential success factors, restructuring and

information systems, were inversely associated with garments industry

strength. These two garments industry strategy choices were not being

emphasized by Superstars but were choices of garments industry Weaklings.

Notably, neither materials flow programs nor capacity upgrade activities

predicted garments industry capabilities in this sample. This, in part, can be

attributed to the considerable time lag required to implement and determine

the benefits of changing production processes and capacity.

Total Factor Resource Improvements: One of the greatest predictors of

Superstar capability was making total factor resource improvements in

manufacturing. Care and nurturing of the entire garments industry

environment is the strongest overall predictor of manufacturing strength.

This infrastructural dimension is concerned with aligning and maintaining

the socio technical factors of production, including maintaining and

developing human and physical assets.

PERFORMANCE APPRASIAL SYSTEM

A performance appraisal (PA) or performance evaluation is a systematic and

periodic process that assesses an individual employee’s job performance and

productivity in relation to certain pre-established criteria and organizational

objectives. Other aspects of individual employees are considered as well, such as

organizational citizenship behavior, accomplishments, potential for future

improvement, strengths and weaknesses, etc. To collect PA data, there are three

main methods: objective production, personnel, and judgmental evaluation.

Judgmental evaluations are the most commonly used with a large variety of

evaluation methods. A PA is typically conducted annually. The interview could

function as “providing feedback to employees, counseling and developing

employees, and conveying and discussing compensation, job status, or disciplinary

decisions”. PA is often included in performance management systems.

Performance management systems are employed “to manage and align" all of an

organization's resources in order to achieve highest possible performance. “How

performance is managed in an organization determines to a large extent the success

or failure of the organization. Therefore, improving PA for everyone should be

among the highest priorities of contemporary” organizations.

Some applications of PA are performance improvement, promotions, termination,

test validation, and more. While there are many potential benefits of PA, there are

also some potential drawbacks. For example, PA can help facilitate management-

employee communication; however, PA may result in legal issues if not executed

appropriately as many employees tend to be unsatisfied with the PA process. PAs

created in and determined as useful in the United States are not necessarily able to

be transferable cross-culturally.

ORGANIZATIONAL TRAINING

Organizational Training includes training to support the organization’s strategic

business objectives and to meet the tactical training needs that are common across

projects and support groups. Specific training needs identified by individual

projects and support groups are handled at the project and support group level and

are outside the scope of Organizational Training. Project and support groups are

responsible for identifying and addressing their specific training needs.

An organizational training program involves the following:

Identifying the training needed by the organization

Obtaining and providing training to address those needs

Establishing and maintaining training capability

Establishing and maintaining training records

Assessing training effectiveness

TRAINING MEASURES

Training measures are a way to evaluate the goals and the objectives of a firm

based on the variety of programs. The evaluation tools that will be used here can

differ from one another depending on the objectives set by the company. The first

step that is done in the training measures is to determine why there is an evaluation

for the team. This way, they can distinguish the importance of different goals at the

same time. In accordance to this, there are several things which can be a product of

the goals that are established by the company.

The training program measures have its impact on the team but it can also vary

from person to person. A manager should be able to verify whether there is indeed

a need for the training program. This is because there are some instances wherein

the employees may be better off without the training. You will also have to

consider the real investment return of the endeavor so that when you compare the

outcome that has occurred, you can say that it is successful.

If you are a manager of the team, you will have to make sure that the training

program that the other employees are undergoing is efficient. You can check this

by conducting a research based on the efficiency standpoint of the program. This

can be learned by assessing the services that the trainees have provided. Also, this

can be used to verify that the recent graduates are using what they have learned

during their training while they are working for your company.

Of course, you will have to test the output of the training program. You can do this

by examining whether the number of the trainees has increased during a certain

period of time. Now that you know the different training measures, you can now

apply this for your company. Training measures and experience is a popular

method that is sued by different companies in order to screen the applicants

sufficiently and properly. The main objective of this technique is to choose a good

background on the applicant based on the criteria of the different job requirements.

Aside from that, there are companies that may consider the educational

background of the applicant as well as his or her life experiences that may be

related to the job.

SWOT ANALYSIS OF THE ORGANIZATION

SWOT analysis is a tool for auditing an organization and its environment. It is the

first stage of planning and helps marketers to focus on key issues. SWOT stands

for strengths, weaknesses, opportunities, and threats. Strengths and weaknesses are

internal factors. Opportunities and threats are external factors.

Strength

Quality products

Skilled and committed team

Outsourcing

Low set up costs

End users sales control and direction

Better product life and durability

Weakness

Customer list not listed

Some gaps in range for certain sector

We would be a small player

Delivery staff needs training

Management cover insufficient

Opportunities

Could develop new products

Competitors have poor products

Profit margin could be good

End users response to new ideas

Could seek better suppliers de

Threats

Legislation could impact

Environmental effects would favor large competitors

Market demand very seasonal

Existing core business distribution risk

SUGGESTIONS/ RECOMMENDATION

The decision making process is bureaucratic and far from expedient.

The flow of communication and synchronization between functional

departments is complicated.

The speed of resolving problem is slow and inefficient.

Grouping based on functions results in a lack of broader view from

employees resulting in narrowed vision of overall organizational objective.

Purpose of Organizational Structure: The team defined five areas that a Forum

organizational structure should address, including: 

Policy and strategic direction.

Ongoing management of Forum work efforts.

Forum work efforts.

Insight from and feedback from focused stakeholder groups.

Ability of stakeholder groups to monitor the various processes/activities of

the Forum on a timely basis and participate as desired

CONCLUSION

Baby clothes are much more complex than other clothes. Baby clothes should be

made to fit the way a baby is built and moves. Available in fun colors and styles

the baby clothes looks really cute. There must be a perfect blend of comfort and

style in baby clothes.

We have suppliers with different kinds of baby clothes that will definitely win your

heart. They have baby clothes available in beautiful designs and styles.

They offer beautiful designed baby clothes with great fabric used. There Different

types of baby clothes like baby suits, baby skirts tops and many other items are

available that is sure to impress anybody.

We think also that they should keep investing on their garments brand “KUTTI

BABA” by investing on design clothing and open more shops. Since quality is

already associated to their production, if succeeded, they could become a fashion

label or a major apparel brand in their markets.

We identified specified training design and evaluation features and then used meta-

analytic procedures to empirically assess their relationships to the effectiveness of

training in organizations. Our results suggest that the training method used, the

skill or task characteristic trained, and the choice of training evaluation criteria are

related to the observed effectiveness of training programs. We hope that both

researchers and practitioners will find the information presented here to be of some

value in making informed choices and decisions in the design, implementation, and

evaluation of organizational training programs.

BIBLIOGRAPHY

Wikipedia: www.wikipedia.com

Esquel Group: www.esquel.group

Esquel Group: Integrating Business Strategy and Corporate Social

Responsibility – Mcfarlan,Kirb, Manty – Harvard Business School

Websites

www.wikepedia.com

www.citehr.com

www.textileindustry.com

www.kuttibaba.in

www.slideshare.in