C HAPTER V I

TRA I N I NG AND DEVELOPMENT

6 . 1 . Genera1 OverView :

Empl oye es devel opment ie o n e o f t he pri or

concern s o f T I SCO manag e men t . This , it is belie v e d ,

p l ay s a very important role towards th e achievement

of g oo d indust rial rel ati ons . Si�ce emp l oyees come

from different b ack g rou nds and hold di fferent vi ews

i n dif fere nt situ ati o ns , i t requires a well plann ed

Drgan i z at i onal Dri e nted t rai ni n g progrS IlI/IIB ., The •

p ro g ramme s hould t a ke i nto accou nt al l t he rel e van t

re eponsi bilitieefcerriad out b y the empl oye es t h at

will l e ad to the organ i z ation ' s ult ima te succ ess an d •

enab le s t hem to work tog ether e ffecti vely as a t eam

in the org an izati o n , T his is th� first step whic h

leads to a humane an d e ff e cti ve indust ri al o rgan is ation •

•

During the fi e l d re s e ar c h , i t was fou nd t hat

al l t h e training and deval opment pro g rammes th at are •

cond u cted b'y the T I SCO Manag ement Development Centre

an d Te c hnic a.l I nsti tu te are g e ared towards the achie-,

veme nt o f g ood i nd u st ri al rel etHlns i n T I S e D . They •

emphasi ie' o n the human asp e ct of orga�ational

D 8velapment ( OD ) . What t hese pro gramme s con tai n

2 3 8

( i . e . the course cont ent ) will b e bro adly c ov ered

i n t his C hepter.

• This is p artielly e non-evalueti v e C ha pte r ,

but e fe';:t fi nding one t hat b rings out i n a syste-

mati c overview , all t he t rai nin g and development

activi t i e s in Tata S t e el , that c o rreepondingly l ea d

t o a h e rmonious indus t ri al rel ations • •

The q u estion posed to the H e ad e o f these

Trai ni n g I nstitutes in T I S C O was "there is g ood

indu s t rial rel �tions management in T I S C O for ove r 50

years now - what c on t ri b u ti o ns does your trai nin g . �

. '

inst itute make so as to achieva this 7 ft Hence , this

Chapte r i s the a ns wer g athered to the enqui ry mad e

above .

"Let the Indian l e a rn t o do t hi n gs for himself"

was Jamsetj i ' s motto becau se he foresaw that i t was

not possible to indus t ri al i z e I ndia with out building

up a s o l i d core of I ndian technici ans and man a g e rs .

* I n t h e e a rly twen ti es , T I SCO had 250 fore ign tech-

n i c i ens . I n 1921 , ha�dly ni ne years after st eal was

- - - - - - - - - - - - - ----------- --------------- - - - - - - -------. . . .

* Tat e S teal : A profile , p . 12 , 1979 .

23 9

first t appe d , the c �m�any s e t u p t h e J amshe dpur

Techni c al I nstitute . Revisi ng its vari o us c ourses " . -

from time t o time', t he I nstitute' , h as n ow sc hemes fo r • . . �

t rai ni n g a ) g radu ate e ng ine e rs fo r positi o ns of re s -. . p onsi bili ty , b) ' Sc:!-enc e gredu ate s fa r ope rati anal 'pos t s ; and c ) engi nee ri ng .dipl oma holders for j unio r . , � �

s u pe rvis ory posi.tions . I t al so condu cts training to . � .

trade apprantic�s . P art-t i me t rai ning pro g rammes for

empl oyees to acquire new skills and engi neeri n g courses

in a ni ght school .

The Steel Comp a ny has n ot only developed enoug h

tecnnicians to run its plant ( abou t 13 , 00 0 me n si nce •

1947 including trai nee s from abro ad ) , b u t h as also

trai ned ovar 2 ,000 t�chnic i ens fo r publi c sector •

steel p l ants . The I nsti tute has als o t rained personn el

for I ndian Oil and such other i nd,us t ri al. u nits . For

the development of t he c o mp any ' s , employe e S , it gives

t rai ning in various trades at its Employee e Trai ni ng

Centre . At s time. there are as many as 1 , 700 trai nees

in the Insti tu te undar ,i t s various courses .

While the Tech ni c al I ns tit ute o ffers technical

t r ai ning , the manag ement devel opment c e nt re of the

c omp any provides supe rvis ory and menagement level guida n ce

240

to employees and fre s h e rs . , I t s p rog ramme s i nclu d e .

-

multi-ti er Gene ral _Man a g ement and , .Refreshe r C our s e s ,

functi o nal' and . cras s-fu n ctio nal coure es , d e velopment

of management , 8kiils. ana t e.chniqu e s , courses in

foremans hip an-d supervisi an . a n d, need-bas ed and problam

orie nted cours e s . _

K . Singh ' {l975 ) , has elab ora t ed o n another t re n d "

easenti al for the improvement o f the employaea l eader­

ship potenti als i n an i ndu s t ri al !lrgan i s ati on . I n

.thi s , he said t hat " th e re i s need for ' supervision b y

motivatio n ' and not ' supervision by aut hority ' . T his

me ans that t rai nin g and d e velopment pro g rammes s hould ,

.

be ai med at makin g the , s u p e rvis o rs improve tha qual ity

o f the p roduction out p ut s , raduce costs and show co ncern

for t rai ni n g the worka rs u nd e r him ,with the re ali z ati o n

that he i s a part of manag eme nt . " Though i n t he case

of TI S eO , t h i s typa of t rai ning is not p ro minen t for

the fa ct t h a t TI SeO has got . central i z e d t rai ning system

c overing all aspacts of p r o fessi o n in t he p lant . This

m ake e the s u p e rvis o r view the whole iss u e as not to b e

a part of his j ob to d evel op his su bord i na tes under h i m .

One o f t he supervisory staff was asked as t o why h e

di d n ot ta ke intere st in the de vel opment of his su b ord i n atee

241

s kills . He replied . " the management is the re to take

care of i t . ,I will not be a party to the t rai ni ng of

o ne who will s truggle to take up my j ob tomorrow . "

K . Singh ( 1975 ) t rie d to emphssiz e on the

obj ecti ve to devel op queli tie s o f l e e d e rship , s el f-

co nfi d ence and ability to guide workers and gett i n g

t h e best ou t o f them . f o r thi s , h e sai d th at " we have

t o recognize tha fact t h at t h e s u p e rvisor al one can

bri ng home to manage me nt what the worke rs need for

,best performan c e . " I t remai ns l argely tru e that

supe rvi s o ry devel opment is th e k e y to manag erial e ff ec-

tiv eness . t'e now will s e e what happens et t he TI SCO • , , .

Menagemen t Devel opment Cen tre i n . the follow ing secti on .

6 . 2 . T I S CO Managem ent De velopment C ent re (TMDC) :

"Needless to s ay . i t i s n ot a small task to

develop a s teel i ndust r:J that \1as floeted i n 1907 wi th

ectu al p l ant constructi o n in 190B . Tha comp any t h at

rol l ed o ut the firet s t e el ing ot i n I ndiar in 1912 has

at pre s e n t a p roducti o n capaci ty of abou t 2 million

tonne s of i ngot s teel pe r annum. It e mp loys ov e r 5 0 , 00 0

ms n i ncluding those in t he C ollie ries and Mines. It is

one comp any whe re most o f its Senior positions ars he l d

by m e n wh o h a v e grown wi th the organiz ati o n throu gh

242

t �e �e a�sn (Panakal J � A � TMDC Publi�ations . 1979 ) .

The various types of. t rai ni n g p ro g ramm es

�ondu�ted by this I nsti t u te fO r the bene fi t of all

the employe e s with differe n t pro fessional b ac k g roundfil

i n T I SC O , will be covere d i n this secti o n .

6 .21 . The ob jecti ve :

* I n Tata Steel , manag ement deve l op ment on an

organized b asis , w as started in 195 3 . T ISCO manag e ment

developme nt centre ( fo'rmell y c alle d Staff Trai ni n g

I nstitute ) was e s tablished i n 195 8 . The objectiv e o f

TMDC i s to co nti nuousl y impro ve tbroug h trai ning and

developme nt , the c ompe tence an d e ffectivene ss of

supervisdu:s and mana g e rs at all l evels at J amshedpur ,

C olli e ries , Mines and Marketing Organ i z ati on . for

attaining this obj ecti v e , TMDC : .

•

1 . I de n tifies t rai nin g and devel opment needs o f

supervisors and man ag ers at all lev els ;

2 . designs, d evel ops and con du c ts p ro g rammes to

meet the s e needs ;

·3 . conducts pro g rammes to solve i denti fied

'. company problems ; - - - - - -- - ----------------- ---- �---------- - - ------------ -- -* TI SC D Manag ement Devel op ment Centre Publi c ation , 1979.

243

4 . eval uate s the � e ffectiveness o f prog rammes

selectively and uses thes e . an d other fee d­

b ac k i nfo rmati o n to imp ro ve subsequ ent

prog ramm e s ;

5 . pro vides a p latfo rm for exchan ga o f knowledg e

and experi ence i n man ag e me nt ; and

6 . Selects and diss eminat es rele vant i nformatio n

o n manag emen t t o managers and ot hers i n the

O rganizati on .

6.22. The G rgwth :

The g ro wth p att ern o f T I SC O Management Devel op­

men t Cen t re has been very uniqu e u nder the expert

han ds o f Indien i ndustrial trainers . The leadership

of t hi s Centre has b e e n very peculiar ri ght from th e

date of i nce ptio n . Very c ompe te n t I nd i a n le cturers

are us uall y employa d from time to tima to man ag e a nd

d irect the activities o f thi s most com pe tence-ori ente d

d e partmen t o f the Tat a S t e e l . I t is tru e t h at we from

the developing countries such as Nigeria and I ndia

c ennot boast of competing favourably wi t h our West e rn

Counterpart s . Thi s i s b ecause the technologi c al and

mana g e ri al c oncep ts md ori g i nated from th em and as

such our compe tenca i n th ese areas shou l d o nly be limited

244

to those of borrowe rs , mai ntai nen , or impleme nters .

* I n J en uary 195 3 , Mr. John March , then th e

Direfto r o f the I ndus t ri al \vel fare Soci ety i n Uni ted

Kingdom visited Jamshedp u r at the i nvitatio n o f the .

Tata Steel . He survey e d th e situatio n and c ame to , the co ncl usion that t he re was an urgent nee d to xe store

•

the moral e of the s u p e rvisory staff - a gen eral term

w hich included meneg ement personnel as well and to create

i n them a sense of b e l ongi n g . I t was deci d ed to depute

the then s u pe rinte nd e n t of trei ning , to stu d y some o f

the guide lines giv en b y Mr. Marc h . On his return , he

, was appointed Staff Training Officer an d in Novemb er

19 53 , the staff trai ni ng activity came�o be con s ol idate d

l ater i nto a full fledged s t e ff trei ning i nstitute now

known as T I S C O Man ag ement Develop men t Centre . A t that

•

ti me , there w as hardly any organizati on i n the whol e

of I nd ia w h o had an o rga nized programme for traini ng i n

supe rvis ion and man agement.

The t raini n g activities s tarted with the (5 1/2) , fi ve an d half d ay Comp an y I n fo rm atio n Cou rs e ( C IC ) for

Supe rvisors and Executi ves i n 1 9 5 3 . This was followed

b y the' Trai ning Wit.hin I ndustry ( TWI ) p ro grammss ;

namely ':' Job 'I n8tru c ti o� , Job Me thod s , Job Rotat i on and

245

Job Safety Cours e s . Nat much imp roverre nt however was

made i n this e arly p has e of 1950 ' s.

The second round of company informati o n cour ses

had started in aix ti e s . The s e programme s of 3 day s '

duratio n ware hal d �during 1962-64 . The One-ye ar

p art-time cours e i n foremanship and supervision ,

l e a di ng t o tha National Certi fica te i n f o re manship and .

Supervi s i o n was desi gn e d and i ntroduc ed i n 1960 . This

was fallowe d by an e i g ht and half d ay Manag emen t

D a velopment Course i n 1 96 2 , an eight and h slf d ay basica

of Sup e rviaion i n 1 964 and a fi ve and h al f d ay Senior

Supervis ors ' Course in 1969 .

I n J anuary . 1972 an I nt egrat ed Manag ement

De velop me n t Prog ramme ( MD P ) w ea deei gned and i nt rodu-

ced. This wea bas ed o n e xtensi ve . trai ning need studi es ,

i n cons u l t atio n with Senior Menagers and TMDC ' s own

accumulated experi e nc e . Thi s MDP of the Se venti es has

fu nctione d . upto the present s tage o f T I SC O Manag ement

Devel o pment C e nt re . I n the following section , we will

c ov e r t he present condition of the TMD C .

6 .2 3 . T h e Present Conditions I •

At p res ent , the I nt egra�ed Management Develop ment •

246

Pro g ramme ( MDP ) of TMD C Co"e:ts the :

1 ) 4-Tier Manag ement Oevel op me n t C ourses ;

2 ) func tional and Croas-func tional C oursee ;

3 ) P rog rammes on Management Skills and Tech niqu es ;

4 ) Prog rammes to Salva C e rtai n C ompan y P robl ems ;

5 ) Need-bas e d 5 eminarEl , Panel Discussio ns ,

• film-;-aided Dis cuss:i. ons and · Dial ogue Sessions ;

6 ) Lectu rs Meeti n gs ; " .. .

7 ) One-Year Manageme nt Traina e Scheme ;

s) One-Year Part-t�me �Durse i n FDremansnl p and

S u pa rvision ; and

9 ) Publications .

Unde r the 4-Tier Gene:tal Man ageme n t Develop ment

Courae s , the foll owing are offered for t h e benefit of

Supe rvis o rs and Executi ves nl.lmbering ab ou t 4 ,5DO ,

1 ) Tie r - I 6�D a» Supe rvis ory D e vel opme n t

C��rae for, Aasistant foremen and •

f orel1lBn . ..

2 ) Tier - I I : 6-Day Senior Supe rvisory Develo p-

me nt Course for Assis tant G eneral

forente n , General F o reme n , Assis tan t

Eng'i !"lee r s and Enginee rs .

247

3 ) Tier - I II · 1 2-Day Manag emen t D e velop me n t ·

Course for Heads an d Assis tant

H e ads of D ep artments.

4 ) Tier-IV • 5-D ay Senio r Manag ement D e vel op_ •

ment Course for Senior Exec u tivee .

The g rowth o f participetion of personnel on all •

t hose course have bee n very much eppre ci at e d . The

coverag e of s upervi sors and executive s u n de r these couree

has ris en from 31 per c e n t i n 1 9 7 2 to 9 5 pe r cent in

1979 .

As p ert o f T I SC O ' s t rei ning poli c y , su p ervisors

and executi ves who h av e attended the 4-Tier Manag ement

Devel opment Cours e s , partici pate in Re fresher Courses ,

on a T hree-year cycle . T h e followin g re fre s h er cou r s e s

are bei ng o ffered o n e plann e d and conti nui ng basis

since October, 1974 :

1 ) Tier-I : 3-Day Supervis ory D e velopmen t

R e fr�s he r Cour s e ;

2 ) Tier-I I : 3-Day S e ni or Supe rvisory De velopmen t

Refresher Cour se ; and

3 ) Tier-I I I : Manage�e nt Development Re freshe r

Course.

248

About 1 ,000 supe rvisory s ta ff ha�e atten d e d these

re fre s h er co urses alone during 1978 and 1979 . '.

Before conti nui ng on the other cou rses c ondu cted

b y TMDC u nd e r the I ntegra t ed Managemen t Devel opme n t

prog ramm e , i t w ill be interesti ng t o n ote one distinct

acti vi ty of this Training Centre . Thi s i s , an ann u al r • ,

- p re parat io n o f a c al e ndar of all the p ro g ramme s to b e

condu cted i n e given year. Thi s i e usuall y iss ued to

all concerned. Since 1973 , prog rammes are b eing sche d ul ed

and condu cted fo r t he fin an cial year to b e i n step wi t h

other c om p any o pe rations.

� . ' Many new prog rammes are d esi gn ed and offered

to mee t the g rowing an d diverse t rai ni n g needs of t h e

organi zation eve ry year. Regular pro grammes are co n-

tinuouely re fi ned and up-d ate d to m aka th em mo:s:s rele van t

and effecti ve . This i s d one bas ed on the fee d- b ack

recei ve d from p arti cipan t s and t heir su peri o rs.

There i s a mana gem ent t ra inee scheme for trainin g

of management tra inee s . Thi s was ent ru s ted to TMDC on

Septe mber , 1978 but this was put i n full e ffect on

July . 1979 . In thi s c ase , train ees are b ei ng selecte d

o n t he 1st o f Janu ary and July e ve ry year. I t hes got

at prase nt five. full -ti me faculty memb ers . T his small

249

cora facu lty is ably assist ed by a l arge number of

c ommitted spe cialists i n t he C ompany and Xavi e r Lab our

Relati o ns I nstitute to de sig n and conduct t raining

programme s . The faculty t ries as far as p ossi b l e to

devel o p certain teachi ng materials with I ndia n experie nce

to suit I ndian condi ti ons.

As a training c e n tre , i t hes got i ts own su pport

facilit ies like e specialised libre ry wi th ab out 1 ,7 50

books - plus other periodi c als on menag ement and s u per­

v i s i o n and a fi lm library consisti n g o f 6 6 t raining

films end 3 0 film strips . Apart from thi s , it has go t

some physic el facilit ies like a lSD-seat er audi tori um

wi th b ui l t-i n audi o-vi s ua l- aid s , a spacious co nfere n ce

room , six cl ass/syndic ate rooms and a b i g t ea-foyer ,

all air-conditionad . T h e cen tre al l ows these facilitie s

to b e used by other companiea , professional bodiea and

others for t heir lecture mee ting s , f i l m s ho ws and trai­

ning pro g rammas .

T o identi fy th e t rai ni ng nee ds o f t he i ndiv id u als

and t he o rgani zation, TMDC t xies to hol d series of

discus sions with the T I SCO executives and supervisors

numberi ng about 4 ,5 00 a t Jamshedpu r , Colli e ri e s , Min es

and Mark e t i n g , Organizati on . Als o thay t ry to take i nto

250

c onside rati on , the training needs re flected t hroug h

t h e c ompany ' s apprai sal syst em. There i s a Comm i tt ee

of 12-Members that c a ree for all the activities of

TMDC.

6 .24 . Othar Training Activities undar tha MD Prggrammes :

The following section will pre s e n t other courees

of TMDC u nder the Management Devel op me nt P rogremme

apart from the 4-Tier Management De velopme n t Course

al ready disc u s sed i n sectio n 3 .2 3 ab ove :

1 ) func tio nal and Cross-functional Courses :

These i nclude , Developme nt pro gramme for Manag eme nt

Trai nee s ; Works S impli fi cation cou rses for Senior

Superviso rs ; Training Courses for Ins truc t o rs of t he

Technic al Insti tu te ; Coursee oh e ffecti ve presentation

o f techni cel topics for faculty of the Operatives

Trai ni ng Cen tre and of t he Tec hni cal I ns titute ; Also

c ourses o n process c ontrol , inspection , systematic

mainte nance and wri tin g of Join t Departmental Council

minutes in Hindi , are als o c on du cted und er this prog ramm e .

F or 1979-80 , about 450 p arti ci pan ts bene fi t e d from t hese

pro gramm e s .

� 2 ) Programmes o n Management Skills . and Te ch niqu es :

T he s e i nclu de course s on prob lem solving and dec ision­+

251

making for officers ; condu ctin g a me eti ng for Joi nt

D e p artme ntal Council o ffi c i als , e ffecti ve lett er

wri ti ng for offi ci als , pro gramme evalu at i on and rep o rt

techniques for engi ne e r s . Under th�s prog ramme , i n

1979-80 , a total numbe r o f 5 6 2 p artic i pan ts bene fi ted .

3 ) Programmes d e sig ned to solve c e rtain Company

P r oblems : This i s mad e u p o f courses like , s emin ars

on partic ip ative manag ement for union end man agem e n t

re presen t at i ve s ; special pro g rammes fo r se nio r execu­

tives ; d omes tic e nquiry fo r offi ce rs ; su pe rvision and

communicati o n for fiel d superviso rs , product ori entat iBn

for office rs , and on p rinci ples o f optimum m ai ntenance .

Abou t 382 parti cipant s bene fited frolll t hi s pro gramm e

for the ye ar 1979-80 .

4 ) Programme s on Seminars . Panel Discussi ons ,

Conversation Sessio ns and film-Aided Discus sions : These

i nclu de , manageme n t o f t ime , counsell i ng ; organ i z ation

and method ; import policy and procedu re ; mate rials

manag ement ; property i nsu ran ce , p ro p e rty mai ntenanc e ;

conve rs et i o n with maneg e me n t o f some outside or gani z a­

tions and s o many other intere sti n g to pic s t h a t may

ari se from time t o time . Under these programmes for

1979-80 abou t 4 ,082 participan ts be ne fi t e d from them ­

and fi nsllYJ

2 5 2

5 )' Management Scheme . "Lectulj'e Mee ti ngs . Hindi •

Teaching Se heme Programmes , are al s o condu cted by TMDC .

About 110 parti cipants took advant aga of t h em . for the

ye ar 1 9 79 -80 . Table 6 .1 b e l ow tella us the pro g re ss

of TMDC fo r the past nine years .

**Table - 6 .l,

Growth of TMD C Activities :

* I tem YEARS No. 1970-71 11-72 72-73 73-74 74-75

1

2

3

4

5

6

45

694

2637

184

4

3

9 7

1 745

5206

305

10

10

134 III

2890 2535

7788 8501

433 457

23 23

17 1 9

' 1 2 8

2487

7192

3 73

22

17

75-76 76-77 77-78 78-7 9

1 5 5 1 6 7 171 2 5 2

4594 5 9 8 0 7 3 8 5 8542

10047 10945 1 2085 16171

424 617 689 109 3

41 53 53 70

21 22 26 3 0

---------------�- - -- --------------------------------------- ------ - - - - -

*The d e fi ni ti o n of i tem numbers a re as follows I

N o .1 is number o f batehes t rsined. N o . 2 is number of partici p anta t rainsd i n differe n t p rogrammes . N o . 3 i s number o f parti ci p snt-days a t TMD C ( N o . o f parti cip an ts mul ti plied by duration of e ach p ro gramme ) . N o . 4 is numb er o f pro gramme-days at TMDC ( No . o f p ro grammes mul tiplied by d uration o f each !programm es . ) N o . 5 is n umber of new prog rammes developed .and conduc ted during the y ear. N o . 6 is n umber of Lecture meetings •

. - - - - - - --------,- - -- ---------- ------- - --- ----------- ------- ---- - � - - - - -** Source : TMDC Annual Report 1 978-79 .

,

253

It could be s e e n from the abov e tab l e t h at t h e

number of activiti es conti nue to i nc re ase pro g re ss i vel y ",

• • wi th each suc c e SSl.ve yea r.

6 . 3 . Tech nic al ' T rai ning i n T ISCO : ,

Apart from the human d�vel op ment at the TI S(,O

Managemen t De velopme n t C e n t re , T I S C O p ay s a v ery g ood

a t te nti o n towards the d e vel oP lllent of t hEfempl oyee s t; " •

technic al > compe tenc e . for t ilt s , the re i s e J ems hedp ur •

Techni cal lnsti "tu te own"a d snd fu ll y mai nta i ned b y the

Tata Ste e l . I ts basic fun cti b n do es n o t n e cess aril y

end wit h the development o f the e mployee, s ' al ready acqu­

ired skills, but it impa rts fresh t ec h ni cal s ki ll s to

them . The v arious technical proficien cies required o f

a technic al p e rsonn el o f T I SC O are covered at this "� . I nsti tu t e . The I ns ti t u te conducts sh ort-term certifi ca t e

c o urs e s and l ong-term c ertifi cat e-di ploma co urses.

T his are I o f e ngi ne e ri ng d e g re e s tand srd and c onducted

in the are a of metall u rgy and oth er" all ied e ngineeri n g ;

fi elds.

A modern t rai ni ng tech nique , namel y . ' prog rammed

i ns truc ti o n ' . which h as "been consid ered the most i mportan t

254

d e vel opme nt in technical trai nin g si nce t he i nventi on ,

has be en adopt ed wi th success at t he Tech nical I nsti t ute .

It e n ables the trainee to p ar.ti ci pate actively i n th 'e

le erni ng proc ess , and i s con ducted et the p ec e of the

t rai nees . Thi s i nformat i o n i s iJlive n g radu all y i n steg es

th rou gh the ' prog ramme d instruction book ' , e ac h step

being e asily unders tandable and desi gned to build o n

t hose b e fore i t . T he order of these st eps i s pre Cisely

fo rm ulated to e ns u re th at t he info rm ation is cl e a r and

remains clear to the trainee. There are self-adminis tere d

tests and re -tests which will reinforce le arning and

co nti nuousl y moti v at e th e t raine e , to pro c e e d further�

6.31. The Objective :

The mai n obj ective o f t he Jamsh ed pur Technical taJi:'v

I nsti tu te . is to �r to t he tec hni�sl re q ui rements h ,

of the Tata Steel OriJIanization - by t raining fre sh

g radu ate engi nee rs!� matri culat es for gradu ate t raining.

o p e rati v e training or te mporary trai ni ng as the case

m ay be.

F o r t hi s , speci al s kill s in communication are

devel oped i n the gradu ate t rainaes by making th em deliver

talke on which they are assess e d . This usually , is

, for ab out forty five mi nutas on a tech nical su bject.

255

6 . 3 2 . T h e Origin :

Jam sh e dpur Technic� I nsti tute , like every-

thing else i n Jsmshedpur als o owes i t s existe n ce to

ths visi.o n and ineight of J . N . T ata . W hen T at a Steel

started , al l p lant an d equi pme nt , and most o f the

technici a�s needed to run the s e , hsd to c ome from abro ad .

Thsre was n o i nsti tu tio n i n I ndi a whe re I n di ans could •

acquire a sound knowlsdgs o f metall urgy o r s teel mak i n g .

The few who could a fford 1:"0 g o abro ad for technical

trai'ni ng did ' nat havs much ' i ncenti ve to do so , because

o f the abse n ca of me tall urgi c al indust ri es limited t he ' . >

acops for profitabls smploymsnt. , .

• . "

• This . vicious .circls had to 'be broksn a nd , J . N •

•

Tata h ad i'n dicated how t hi s could b e d on e . He had , .

. , •

realized th at i t was n ot p ossi bl e to run a steel works

wi thou t ' bui lding up a solid c o rps of I nd ian Steel ,

techni ci ans - "Let the I �dia n" he h ad sai d , "Learn to . .

d o thin g for himsel f" . , I n ths earl y twenti e s , the

Steel Comp'any employsd as man�s 250 fore i g n technician s .

T o';;'d ay , �'thers 1s none mainly d ue to th e e fforts o f t h s ...

Tech'ni cal I nstitute . I n d e vsl oplldg s l arge cadre o f

full y q u ali fi e d I ndi an pe rs o nnel to take o ver posi tio ns . I

of res ponsibility , ths Jamshedpur Tsch ni cal I nstitu te i s

2 56

helpi ng fulfi l JamshedJ i T at a ' s ideal . Many of the

k ey techni cel j obs i n t he W ork s are t o-day held by

e x-stu dents of the Institute , testi fying stri kingly

to i t s credi ble success.

At pre sent , the Jamshe d p,ur Technical Instit ute

has c ompl ete d over 60 ye ars of its us e ful 'llxi stence.

Headed by t he Supe rintendent of Trai ni ng , since April ,

1 9 1 2 , this d e p a rtment has been plac e d fu nctionall y

u nder the c harge of the �oint Managing Dire ct or , while

administratively , t he Superi nte ndent o f Traini n g rep or ts

to the Direc tor of P e rs onnel and I ndustri al Relation s .

6 .33 . Development of T echnical Educ ation :

J amshe dp ur Techni cal I nstitute co-operates

with othe r educ ational i nstituti ons in Bi her State and

other Statas of I ndia - This i s apart from the v arious

prog ramme s desi gned for t he pers onnel of Tata Stee l .

As a cont ri buti o n to I nd i a ' s tachnologic al g ro wth , the

I nstitute helps to develop a hig h cadre o f en gineeri ng

pers onne l , I t provides vacation t rai ni ng fa ciliti es

for the students of E n gi ne e ri ng Colleges and T echnical

I nsti tutions .

The Steel Company has allotted as many a s 150

se ats for vacation training of s tu dent s from E nginee ri n g

2 5 7

Colle ges all over I ndi�. fixed quotas o f seat s ha ve

been al l o tt e d to the verious colleges , an d on the

basis of nominatio ns rec e i ve d from the �rinci p al con­

c erne d , short-t erm vacatiilm t:.:ai ni n g i s arrang ed by

the Insti tute in the 'Jork s . T he Steel Comp any has al s o

b e en parti ci pati ng i n the G overnment o f I nd ie sti pendiary

scheme of t h e Ministry of Educati on . Under the p:.:og ramme ,

26 seats to engi nee ri n g g radu at es an d 6 s eats fo r di ploma

hol d e rs are ell otted . The sele cti o n for t rai ning in the

c ompany is dona by the Board of Practi cal Trai ning

( Eastern Re gion ) , C alc utta. Thes e trai ne e s are pro vi ded

6 months ' gene ral trai n i n g followed by 6 month s s pe ci al i zed

trai ni ng and are paid sui tab ls sti pen d s as p re scribed b y

ths Govsrnment.

Tsts Steel has pionee red ), yet another sc hem e.

I n thi s , e fforts are made t o establis h a clossr li nk

betwesn I nd u stry and Univers ities t hrough t he s p eeial

pro g ramme . T h e aim of this p rogramme is t wo fold :

1 ) To acqu ai nt Univa rs ity Professors wi th an actu al

wo rking envi ronmen t a n d e n a bl e them to apply thei r

the o re tic al knowledge to actual practic es , and also to

ident i fy the fu ndame ntal principles t h at are applic able

to a variety of seemingly di fferent situat i on s .

2 5 8

2 ) T o encourange Sen i o r Executi ves i n I ndust r,v

to v i s i t Techni cal I nstit utions , deliver l e c tu res and

co ndu c t discussio ns on a variety o f p ractic al problems

i n i ndu st ry .

Ultimat ely , i n t hi s scheme , £t" is :.choped ;that ,a

nucleus of consulti ng engineers and metallurgi sts will

be obtai nable from u nivers iti e s to carry o u t research

and hel p s olve practic al problems faced by i ndust ry.

Under this scheme , seni o r pro fessors re p re senting

t h e mecha nic al , ale c tri c al. and mettal urgy branchea are • •

invited t o Jams h edpur to spend six weeks i n the Steel

Plent d u ri ng their summer vacations . All faciliti es

are provi ded to them t o s tudy i n detail an y branch .

p ro c es s o r sectio n i n . whi ch they are p arti cu l arly intere s -

ted. T h ree to four lectu res are usu ally d el iv ered b y

e ach Pro fe s s o r i n the field of his speci al isation .

Discus sio ns are hel d o n matters whi ch a re o f i nteres ts

to supervis ory and operative s ta ff . T he p rofessors a re

provi ded with boardi ng and l odgi n g . trsnsp ort faci lities

and al so paid an honorarium . So far, a numbe r of c oll ege

p ro fessors in mec ha nical e n ginee ri n g , e l e ctri c al e ngi-

nee ri n g ind i n me tall urgy , have come t o J am s h edpur u nder

this s c heme.

,

259

6 .3 4 , I nstitutional Obligation to the Nat i on :

The I nstitute has broad er visi o n . I t s erves not

o nl y th e Tata Steel whic h runs it . b ut als o several other

comme r.c i al organiz atio ne . e du c ationel i nst i t u ti o ns and

the Government. Apart f rom what has been s tated earl ie r .

t h e Jamsh e dpur Technical I nstitute provi des facilities

for trai ni ng of gradua te e n gi neers of Hindus tan Steel

Limi t e d and Heavy Engi neeri ng Corporation Limit e d. This

i nc lude the trai ning of thei r skilled wo rk ers. Bokaro

Steel Limit ed als o deputee i ts skilled wo rker t rainee s .

F acilitie s for t rai ni ng o f foreign natio nals a re also

provi ded by the I nstitut e .

I n 1956 , when the G ov e r nment o f Burma w anted to

s tart a Steel Mills i n Burm a , a bat c h of 10 t rainee s was

admitted for training i n S teel Mills for one ye ar. Under

other s uc h schemes , a number of foreig n natio n al s are

admi tte d e very ye ar for p ra cti c al trai ni n g i n t he Works.

Ni geri a end � few oth er A fri c an Co!,intrie s i nclu d£ng some

South-East Asi an Count rie s . have also be ne fi t ed u nder

this s cheme . T I SC O in this regard , re pre sents I ndian

technolog ic al competence in the devel opi ng cou nt ri es

ae done by the deve l oped nations , i n order to promote t h e

s pi ri t of i nte rnational te chni c al coope rat i on .

T he pioneeri ng e ffort of the Tatas in the t rain i n g

o f technic al pe rsonnel of Hindus tan Steel Limi ted ,

260

Gove rnme nt of I ndia , S tat e Gov e rnme nts and ot her firms ,

i n India ere i n fulfilme nt o f the des i re o f i t s g rea t

founder J . N . Tata - wh o s aid : "Let the I nd i a n learn to

do things himsel f . " T at a s �ave als o u s he re d i n a new

era in the history of relati o ns between i ndu stry and

u nivers i ti es .

The t rai ning faci liti es that have be an provi dad

and which will c onti nue to be provi ded by t'he Tata I ro n

and Steel Comp any Limited for the traini ng o f te chnica l

p e raonnel both i n pri vate and public sectors o f i nd us t ry ,

are symbols o f the spi ri t of p ri vate ent erprise i n

imparti ng i t s tec hnic al k nowl e d g e to I nd i a . T hi s als o

acts as an e nc ourageme nt io( other ind uet ri es to foll ow

s ui t and co n tri bu te vi t ally to the building o f a nation

l i k e I ndie and other d evel oping countri e s .

6 . 3 5 . Oth e r Activities of the Technical Ipstitute :

I n the following s ection , we will look i nto

t he oth er sctivities o f the technic al I nsti t ute.

1 ) Graduat e Traini ng Scheme : Under t hi e scheme

ebout 20 t rai nee s und er 2 5 yee rs of ag e are recruit ed

e v e ry y e a r for a 2-y e a r course of t ra ini n g fo r p re p a ri ng

pe rso nnel 'for Senior S u p e rviso ry posi ti o n s . The trainees

261

g e t a mont hly mai nten ance allowance of R s . 550/- durin g

the fi rst year and Rs . 600/- d\Jri ng the s ec ond ye ar.

The trai ne es have to sig n c o nt racts fo r comple-,

ting the t rai ning followed by 5-ye �rs eervice i n the

Steel Company i f require d to do so. During t rai ning

they attend the Works an d Techni cal I n s titute . Practi c al

trai nin g i n the Works is supporte d 'and su pplemented b y

the o re t i c al lectures i n the I nstitute . At the end o f

, the fi rst 2 0 weeks , t rai ni n g i n the - Wo rk s i s i ntensi fied

while theoreti c al lectures by the �ork s Offi cers are

hold thre e to fou r times a weak .

At the e n d o f the 18 months , t he general traini n g

i s completed and the t rainees are then allotted to

departmen ts. T hi s i s usually fo r epecial i z e d traini n g

for a period o f 6 months whe ra they ara expecte d to

.be absorbed i n suitable vacanci es . final examinat ion ,

i n t ec hnical su bjects is' hel'd at the e nd o f 18 month s

of t rain;i ng a nd i n non-techni c al subjec t s j u st before

the compl eti on o f train i ng : The cou ra e on non-techni ca l •

lectu rea contains a .c oncentrated exposu re o f Business •

Mana4Jement c o ncepts and Tech niques •

262

2 ) Junior Supe rvisory Trai ning Scheme : This

is a scheme fo r traini ng of di ploma holders i n electri ca l

and me ch a ni c al engineeri n g . At the end o f the ir train i n g ,

the j unio r supervi!lor!l are expe cted t o take charge o f

a grou p o f men consi stin g o f subordinate s upe rvisors ,

namely - mis t ries , charge hands and equ i valent designa­

tions. As skilled w ork srs , they will be able to direc t

wo rk i n a smooth and systematic manner i n t he electri cal

end mecha nic al depart me nts in whi c h they are posted. . �

The minimum admi ssi o n quall fication for this

t rai ni ng is a di ploma i n electri c al or mecha ni cal Engi-

neering from a recogni zed tec hni cal I nstit ute . The

p e riod o f trai ning is 30 month s and the ou tl i ne of the

t rai ni ng p ro g ramme is b ri e fly as foll ows :

The d u rati o n of the gene ral training i s 9 month s , •

d urin g whi ch the traine a s spend 4 days a we ek fo r t ha

the oretic al lectures o n subjects suc h as me ttalurgy o f

stee l , i ndustrial heat treetme n t , non- fe rrous me tals

and all oys , machine shop p ractice , fou nd ary practice , ,

p umps , bl ow a rs , bearnings , electrical machi nes , lubri -

catio n , levelling and alignme nt , principles o f ri ggi n g

a n d others . Planned visits to the Works and machine

and structu ral drawing are also conduc ted as p art o f the

trai ning pro gramme .

2 6 3

After the i nitial 9 months . pe riod , the trainees

who are mark ed for elec t ri c al and mechanical mai nte-

nan ce d e partments are given i n-plant pro fe ss i on al

teai�ing for twelve e n d hal f months foll owed b y 6 mont hs

s pecialised training fo r a pe riod o f eig hteen a nd h al f

months . During t he period of twelve and hal f months

pro fessional training , t he trai ne e s e re n ot sent to

any particular departme n t but opportuni ti e s are p rovided

for operati ons in any Works depertments w hi ch are o f

value to the j unior su perviso rs . During the specialized

t raining , the t rainees are pl ac ed i n a particular shop

and the detailed t raining programme is w orked by the

Supe ri ntendent of Trei ning i n C ons ult ati o n wi th the

Departmental Superintendents.

3 ) Ope ratives T raining Scheme : Under this .

•

scheme , y oung gradu at e s i n sci ence between 19 and 23

years of age are recruited fo r t hree yea rs ' training

for subsequent employment in various produc t i on dep art­

me nts . They get the posi tions s u c h as Ass ietant Blowers ,

Assi stant Roll ers and other such e q uivalent desi gn atio ns.

The emp hasis is on on-the- j o b trai ning ( not coachi ng )

wi th compul s ory attend ance i n a spe cially de sign ed

e vening cou rse of two and hal f y ee ra ' duration c on du cte d

264

simultane ou sly . The fi rst si x months i s s p en t , at

tha Tec hnic al I nstitute foll owed by two and hal f years

o n�ths -j ob training.

4 ) Trade ABorantic:ieship Schame : With the .. Bnact­

me nt o f the Apprentices i . � p Act ( I ndian ) , 1 9 61 whi c h w as

implemented i n 1963 , t h e Artisan T rading Scheme of th a

Tata S teal h ad b e e n re placed b y the T rade appre n ti ce ­

s hip Schem e . Thi s i s to com ply with tha provi s i ons o f

the Act. The n umbe r of trad es whi ch hav e b e e n d esi gnat e d

s o f s r is 56 . The du ratio n o f ths c ou rse i s 3 to 4 ye ars

dspe nding u pon the trade.

The syllab us fo r practicel t raini ng and related

t h e o reticel trai ning i s the same as pre sc ri bed acc ordi n g

to tha Appre n tices Act , 1961 . Recrui tme nt to thi s

c ourse is made every ye ar and the n umbe r re cru ited

depends u po n the requi remen ts of the Steel Company and

the number required to sati s fy the provi s ions of the A c t .

T he mini mum admissio n requirements sre as follows :

i ) Passed Second a ry School Leavin g Certi fi c at e

i n Hig he r Sec on d a ry Exeminet i o n o f e State

B o ard.

i i ) Age between 16 and 19 ye ars on th e 30th of

April o f t he year o f recruit ment.

265

All t rainees attend the Techni cal I nstitute one

d ay a -week for theoretic al lectures . T h e s ubjects

tau g ht a re - mech anical d rawi � g . workshop c al c ul ations .

s ocial s t udies and t rade t he o�y. Peri od ical exami n8-

tions are held at regular i n te rvals to ass esa the

pro g ress of the trainees.

five deys in a week is allotted to pra ctical

trai ni n g . for all tradeli . except Moulder . faciliti es

exist i n a well-equipped t ra� ning shop insi de the

wo rkshop p remi s es . Mould er t�aining i s i mp arted i n t he

foundry o f the Work s . I n the fi rst y e a r . t h e trai nees

u nd ergo t raini ng on the b asis . in the t raini n g shop .

T hen u pto the e nd of the seco�d yssr o f t heir Appre nt i c e s­

s hi p , they wo rk on heavy production jobs i n the traini n g

shop.

D uri ng the thi rd ye ar of the t raini n g , th e

appre ntic e s work on the ehop-floor und er the guidan ce

of the s u p e rvisory s ta ff appo� nted for -t he purposa.

P res cribed schedules of t heory an d practicals as sti p ula­

ted i n the syll ab us are carefu lly foll owed by the s taff

and detailed records o f pro g ress are maint a ined .

Acc ordi ng t o the e t u dy/survey c on du cted b y the

State Apprenti ceship Authorit�e s ( u�u bli shed ) . the

2 6 6

Steel C omp eny has to have on its roll es many as 5 9 3

trade appre n tices a t any one t ime . This fi g u re i s

m ai ntained by annual recrui tme nt both from freshers es

dis c ribed e s rli er and from ex-ITI ( Industri al Traini ng

I nstitute ) . This is fo r t h os e who have completed one

y e ar or two years o f t rai ni ng . for the rssidual peri o d

o f appren ti c es hi p .

On s u ccessful completion o f t he cou rse an d

pass ing the tes ts c onducted by the Nationsl C ou nsil

in the desi gnated trsde , the company o ffe rs suitable

empl oyme nt to t he app re n ti ces depending upon the re qu i re ­

ments o r vacanci e s .

5 ) Mason Training Sc heme : Anoth er schsme founded

in T I S C O , the dureti o n of which i s 2 yea rs . Only those

betwee n ths ages o f 16-19 yea rs and have p ass ed Mat ri ­

culati on o r equival e n t a re recruited . Their prac ti cal

t rai ni ng cons ists of an yea r ' s t rai ni ng in a separate

Maso n t raining shop . This i s followed b y one ye a r full

t raining i n o n-the-j ob witti;1all t he b rick and re fracto ri es

s ecti ons throughout the plant. The s c h edules o f t heore­

tic al t raining and practical t raini ng are simi l ar to

those o f the trade apptentices . Those trainee s who

s ucces s full y complete th e training c ourse are e mp l oyed

b y the Steel Company .

267

,

6 ) Preliminary Training Courses for Adivasi

and Schedul e d Caste Candi dates : T he Steel C omp any

encou rages the Adivasi an d the Sche d uled Caste

populatio n i n the matt e r of t raini n g and empl oyment.

A mini mum of 20 seats a re rese rved fo r them in the

regular Trade App re n ti c e s hi p Course a fte r a pre1:imin a ry

t rai hing of about 6 months . Admission q u ali fi cations

a re the same as for regular trade appre n tic e s . The

sele cted traine e s undergo a p J:9limi n ary t raini ng fo r

about 6 months d u ring whi c h theoreti c al and p racti c al

trai ni ng are g iv e n . Those who s atisfe c t orily complete

t he p reliminary trai nin g cou rs e are admitted to re gu lar

Trade Appre n ti c e s hi p cours e .

I t has been observed th at su ffi ci ent Adivasi

and Sched ule Caste candidates do not qualify for

admis sio n to the Graduate Trai ni ng Scheme . Every year ,

a spe cial re cruitme nt is made o f 2 to 3 such c andid at e s

for a p re limina ry trai ni n g of o n�e a r . · O n success ful

completio n o f w hich t hey are admitted as g ra d uata

t rai nee s . During . this one year t ra ini ng, they a re p aid '

a sti pend o f Rs .250/- pe r mont h.

2 6 8

7 ) T rade Test i n g ; The syst em o f · t ra d e tests '

for empl oyee s for promoti ons was started i n 1944 .

Promotion to s killed p os it ions are mad e only t h rou g h •

t rade tests .

This p rog ramme i s administered by a full-time

T rade T e s ti n g Offi cer . The Technic al I nsti tute re gards

t rade tes t as o ne o f it vary important activities whi c h

hel ps the Steel Company t o p u t t he ri g ht man i n the

rig ht j ob . During thi s res e ar c h , it w as fou nd that t h e

oldar e mployae s o f Tata Steel d o not a pp re ci a t a thia

t rade tes ti n g system as it m ak e s the younger employees

be promoted instead of tha old er ones. As su ch, the

sanior amploye e s s e em to cli ng to seniori ty .

Duri ng the field res ea rch , it was al so observe d

that the employe es ' re p resentatives o f the Cent ral

Engi ne e ri ng and Davel op m ent Dap a rtment re fuse d to

atte nd the usual bi-mon t hly-Joi nt Departme ntal Cou nci l

meeti ng . T hey h ad c omplai ne d th at a you ng er employee

was w ro n g ly promoted throu g h t rade testing , instead of

by seni ori ty . I n co nseque nce , t hey l abell ad the Senior

P e rsonnel O ffi cer attached to th at d epartment to ba

u n fair and c o rrupt , and dem anded for hi s change .

2 6 9

The s uccess 0 f this s c hem e eo far , for appoi nt-

mant and promotion is demonstrated by the fac t that

this has been accep ted by t he Union an d the Manegement

as a most scienti fic me t hod for promot i ons . Thi s

notion , though , has bee n i n e ffect does not genera lly

c omma nd the acceptance of the ma jority o f T I SC O employ e e s .

T hey favour seniori ty as a promotion device becau se th ey

view the work as something th at deman ds adequate exper-

ie nce and not i ntelligence . There fo re , it is sug g es ted

that the man agement shou l d t ry to re vi ew this objective ly

s o as t o implament it more success full y .

B ) Employees ' Trai ning : Apart from the above

t rai ning pro g rammes which are fo r the new e ntrents to

the Steel C omp any , due attention is p a i d t o t he d evelop-

ment of t he e xi sti ng s te e l p l an t personnel . I t , not

only prepare s empl oyees fo r upg radi ng or p ro motion , b ut

als o p rovides excell ent motivation and imp roves moral e .

The beginni n g of the traini n g scheme for exis��ing �

e mploye e s was necess i t ated when the Steel Company

adopted t rade testi ng as the method fo r p romoti on to

s ki ll ed p osit ions and minimum quali ficati ons were re qu i red

for supe rvi s ory post s .

270

Wit h the developme nt of s pe ci fi cati ons an d

tests , t here was nat u r ally a d emand f rom the employeee

for faci lities to equ i p themselves fo r thes e test s .

T o ful fil thi s demand, a s c heme known as employe e s '

Trai ning Scheme was i nitiated, T o provi d e maximum

faci li ties u nd er the schem e , the Employ e e s ' Traini ng

Cen tre . w as es tabli s he d out side the Works premi s e s .

T his i s a s a part of the Te chnical I ns ti tut e . It

co nsi s ts of spaci ous , well lit and venti l ated works hops

and cl ess rooms for rel ated the oretic al i n struc tione .

The training i s comple tely free and ell requi-

sites such as tools , raw materials are prov ided at the

cen tre wi thout any charg e s . T he detai ls of trad es

off e red for t raini ng he re , are gi ven b el ow : Bla ck

smi th y , Dri lling ; Mecha nical Fittings ; Electrical

Fitti ng s ; Gas fittings ; Line Wireman ; Market ing ; Mould i n g ;

Mill w ri g ht s ; P att ern Making an d Wel di n g ( G as and Electri c ) .

I n t h i s c e nt re , speci alized the ore ti c al c ou r s es are al so

run fo r empl oye es o n t he various su b j ects and fi el ds .

9 ) P a rt-time C oursee I I t i s one 0 f the d eclared

intentions of the Ste e l C ompany to p ro vi de all re ason a bl e

faci liti es fo r technicel t raining to its employee s w h o

have the desire and i ni tiative t o imp rov e t heir pros pec ts .

2 71

Side by si d e with the t rai ning of new e nt rants to the

i ndust ry , the company h as e volved several sch emes to

e n able e mp l oyee s to q u al i fy thems elves for promot io n

t o higher posts wh en vacanci e s occur'. T h e courses are

also open to employees of t he Associat ed C ompani es

and t o comp anies i n o t h er parts o f I nd ia who may wish

to take part.

The scheme c onsis t s o f a numbe r of carefull y

d rawn u p evening cours e s . Though some o f these courees

s t arted over 39 years ag o , they ws re�u t ,

on e p ls nn ed

b a s is i n 194 7 . A speci al feature of t he e ve ni ng cl ass es

is th e duplicate system . I n Jamshe dpu r , m o st w o rk ers

hav e t o work in 3-shifts i n wee kly rot ation . Obviou sly

a man o n the 2 . 00 p . m . to 10 .00 p � . shi ft , cann ot •

attend the e vening cl sss e s . To o ve rc ome thi s di ffic ulty ,

cl a sses hsl d i n o ne wee k ere repeatsd the next wee k s n d

s o o n.

10 ) The Scheme pf the Technical Institute

Courseg : The following di agrsm shows ths sc heme of

the vari ous courses and duretion condu cted at Jamshed p u r

Technical I nstitute :

•

272

B as i c Bas i c

COlilrs e : 2 years

B asic Drawi ng �v

One ye ar "-

, '\ V

, Basic Drawi n g

" / C ou rs e : 2 -ye a rs

. ��

Metall u rg y Mechanic al Ele e . Re frac to-Engg : 4 Engg . rie s

4 '\ ec�-' > years. 4 Yrs. 4 • ye ars. Advanc ed

I t can be observed from the above schematic

diagram , that to compl ete a c ou rs e i n �e c ha nic al ,

Ele ctric al and Re fractories Engi ne e ri n g , i t w ill tak e

a p e rs o n B yea rs and fo r Me ttalurgy , 7 y e a rs o f part­

time stUdy . At the end o! the �dvanced courses ,

successful candidates " are awarded Diplomas in the

2 7 3

respe cti ve branches o f ' tech n ol og y . The s e d i pl omas are

recogni sed as equivalent to a .Degree by th e Steel

C ompany for the purpose o f p r�motion ' in t he Works • •

. . , . Ce rtificates are al eo iss ued Elt, the e rid of. the B asi c

_... .. . . . .

and I nterme diate courses and t hese are rec o gn i se d es

mi nimum q ueli ficatfons fo r specific p osts i n the c omp a ny . 1 • .

. The t rade courses are e ntire ly volu ntary but i n

order 'it'a enc ou rage g o od, e ttendance , c ash p ri ze s are ... • .. o ffered by the Steel Company. The p.opul a ri ty of thes a

courSes ca n be jud ged from thE! fact th at ab ou t 1 ,300 ,

students annually take advantage of these, facilit ies .

The total number o f trai nees , e.mplC!yee s a n d st ude n ts

att e nding the I nstitut e ' s evening cl asses at a ny tim e

i s ab out 1 , 300 .

11 ) Assistan ce i n Othet Organi zati o ns : The �

Apprenti ce s hip Act is als 0 applicab l e to the f acto ries . ,

of the Adityapur C omplex . The staff o f the Technical

I nsti�ute c onducted a eu rvey Qf s k i ll ed positions i n

Tayo t ompany , Mai nte n a nce s h op , Ele ctri c Furnace shop. \'

R ollillg Mills , all at Adi tyapur , for dete rmini n g t he

numbe� of a pp re ntices to be recruited u nde r t h e Act.

As request ed by. T I SC O Man eg ement in collab orati on

with ihe managements of t he above o rgani z ati ons , the

274

Tec h nic al I nstitu te has b e e n providing s ta ff ass istance

to the m . Als o , in the are a of manning the re crui tment

of apprent ices , p re paration of suitability and final

' Trade T e s t ' s p ecific ations of thesa out si de comp anies ,

are included i n the activities o f th e I nstit ute .

12 ) Recruitment of Trai ners IiIf the I nstitute :

The tra i ne rs are recruited from among ex-gradu ate

trai nees with three to fou r years experie nce . Thi s i s

after und erg oi ng a trai ning o n organi zational te chniqu e s .

T here are two way s of g etting fee d- b ack of the

euitability of the traine rs : 1 ) Every t rainer/trai nee ,

a fter the fi rst one and hal f years experi ence in g eneral

t raini ng , has to go to a p articular dep artme nt t o do a

p ro je ct ass i g nme n t . After a d etailed study , he is made

to su ggest modi fic ations . These sug g estion s are i mple­

mented if fou nd to be fea sible . It ie e fee d - b ack i n

the sense that it refl e c t s on the t rai ni ng imparted to

him at the Tec hnical I nstitute in w hi ch he will ha ve to

lectu re ; and 2 ) After two o r th re e years experi en ce ,

the old . t rainees s end the i r eugg estions to the Techni cal

Ins tit ute . There is als o a peri odic ass essment of the

traini n g abili ti es of the trainer trai nee s by the

departme nt he ads to whi c h t hey are att ached .

2 75

However , t he re i s no system of obt aining fee d­

bac k from t he traine e s while o n t rai ni ng be cause it

w as found to be a subjective e valuati o n of the T rai ni ng

Offi c e rs . When asked i f there was any k i nd of att itude

change found at the end of the course , it was told that

the change was v e ry s u b t l e . T he trai nee s are s u bject

t o a v e ry disciplined life . T hey are constantly

evaluated on their conduct and punc t u elity . Thi s , it

was und e rstood , maulds their c harecter . I t was als o

found that t he work envi ro nment contri bu t es to the g redual

change .

6.4. Summary and Conclusions :

T r ai ning and Development i n T I SCO c annot h owever ,

be equa t e d wi th t hat of t he Wes t , because of the advanced

trai ning materials che aply availabla ab road , but it could

be deemed as the best so far in I ndia . I t i s the b est

in I nd i a , in the s ense that the Tat e Steel Organizat i on

i n tot elity believe s i n the philos ophy t h at " a well

d e vel o pe d manpower res ources e nsu r� more organi z atio nal

e ffi cien cy and i n tu rn l e ad s to a more cordial u nd ers­

t andi ng emong st tha e mp l oye e s . " Any p r o g ra mm e th at

refl e c t s incre as e i n produc tivity i n a n orgeni zati o n a n d

w h e re i n eve xy empl oye e is e nlightened t o some exte n t

c a n b e c onside red extre mely succ essfu l .

2 76

There are two m aj or findi ngs that c ould be

summari z e d below : -

1 ) The employees o f Tate Stsel d o not con s i d er

it as a part o f the i r dut y to the organ i z ati on to

devel o p t he s kills of t h o se who � wo rk wi t h them

or are thei r subordinate s . The b asic idea b ei ng that

they ara, o n the · presumpti on t hat the T raini ng I nstitute

s hould do the j o b . T hey al s o harbou r the fear that

if t hey are to d e vel op" t he i r subordinat e s , it waJld

in the l ong ru n act as a t hre at to t he i r j obs .

This is very m uc h t ru e i n . the ranks and files of

the s upe rvi sory and manageri al staff. T herefore, th e

ras e a rcher would li ke to s ug g e st t hat T I SC O organiz ati o n

s h ould t ry to organize a compaign i n t hi s re spect. This

c ampai g n sh ould be ge ared to ove rcoming t he s hort

sighte dness o f thei r employ e e s . Tha e mp l oyee s should b e

mede t o r e al i ze t he imp ortance of o n-th e - j o b coachi ng

( not t rain i n g ) i n an o rganizati on like T I SC O. T hey sh oul d

als 0 b a made to k now that it will help to i nc re ase the

p roductivity and e fficiency of t he comp any thr ough re duc­

tion of wastes and cost . As e re sul t , i ncre asi ng t h e

overall p r o fi t s of the Tata Steel whi c h could i n tU il.'n b e

u sed to i ncre ase the e mp loyee s compe nsati on . C . U . Nwachukwu

277

( 1979 ) , o n reduc ti on o f work co nten t throu gh t rain ing

that l e ad s to i n c rease ' i n the productivity l e vel , h ad

t ried t o emp hai za on thi s •

•

Z ) The older empl oye e s of T at a , S teel do n ot

appra ci ate the trade tes ti ng systam . T hey fee l th at i t

makes tha y6unger e mpl oye es , i n ' c ertai n cas es , t o b e

p romot ed i nstead o f tha .'.

•

old er ones. •

• • As suc h , the s en i or

amp l oy e e s seam to cling to the �otio n of s e ni ority as a

b asis o f promoti on . T herefo re , to thi s , e ff e c t , it i s

here b y s ug g e st ed thet T I SC O s hould t ry to re view the

v arious syst ems they sdopt ·and not s olely rel y o n w h at

the u ni.o n l eaders may pre sen t to them from time t o time .

This will equ ally make authorities know wheth er an exis­

ti ng policy on p romoti on etill commands the acc eptan ce

of the, ma j ority o f the emp l oyee s . This ettempt may elimina te

what 40he i n"dus t rial rel ations practi tio n ers may regard as

" i n formation bas ed o n hal o-effect. "

I n the naxt C hapte r , we will fi nd the various

empl oyment and se rvice c onditions i n T at a Steel .