HR - Practical Training Programme - Ultratech Cements LTD

Human Resource - Training & Development
Introduction to
Inventory management
Inventory management play an important role in the effectiveness of organizations and to
the experiences of people in work. Training has implications for productivity, health and
safety at work and personal development. All organizations employing people need to
train and develop their staff. Most organizations are cognizant of this requirement and
invest effort and other resources in Inventory management. Such investment can take the
form of employing specialist Inventory management staff and paying salaries to staff
undergoing Inventory management. Investment in Inventory management entails
obtaining and maintaining space and equipment. It also means that operational personnel,
employed in the organization’s main business functions, such as production,
maintenance, sales, marketing and management support, must also direct their attention
and effort from time to time towards supporting Inventory management and delivery.
This means they are required to give less attention to activities that are obviously more
productive in terms of the organization’s main business. However, investment in
Inventory management is generally regarded as good management practice to maintain
appropriate expertise now and in the future.
The relevance of occupational psychology to Inventory management
Contributing to training has long been one of the main concerns of occupational
psychology – this is not surprising given that training involves learning and that learning
is a central issue in psychology. Training is one of the core skills of occupational
psychology. People with qualifications in and experience of occupational psychology
have been employed in different capacities in Inventory management roles in government
organizations, private companies and consultancy groups. The discipline offers many
benefits and perspectives to help resolve training issues and problems and has also been
at the root of many methods and techniques that have now become part of the routine
practices within human resource management. Training specialists must be alert to the
wider issues regarding the problems presented to them and need the skills and confidence
to deal with them. They must understand how training fits into the wider organisational
context. An occupational psychology perspective is extremely beneficial in helping the
practitioner to understand how training relates to other interventions aimed at improving
job performance.
Opportunities of employment in Inventory management
Governments have traditionally played a significant role in the promotion and

development of occupational psychology with regard to training, because of their
responsibilities for employment, military, health and other services. People with an
occupational psychology background have been employed directly by governments in
areas such as job training, military training and health and safety. Government agencies
have also been a major sponsor of training research and development; such investment
has often provided the major underpinning of developments in this area. Governments
PVKK Institute of Technology 1

can also affect the impetus for change in organizations through legislation, taxation, and
the general health of the economy, which in turn can create more disposable income to
create new demands for products and services, affect the supply of raw materials and
services, or put such pressure on consumers that markets are adversely affected. Also,
government initiatives can affect health and safety requirements, fiscal issues,
competition laws, and ecological concerns, working with new technology and
employment practices. Such changes prompt new ways of organizing and delivering
these products and services, creating new training needs. The other major source of
employment and funding in Inventory management, where occupational psychology
plays a specialist role, is private companies. Specialists might be employed directly
within an organization’s Inventory management functions or in consultancy offering
services to clients. Organisations often employ their own specialist Inventory
management staff who have been recruited from the organisation’s own ranks.
Organisations often prefer this approach because they feel it is more appropriate for their
training staff to have operational and business experience than for them to be experts in
training or occupational psychology. It is often assumed that training is simply a matter
of following well-established procedures and principles. This is an illinformed view
because often training cannot always proceed simply by application of standard methods.
It is often necessary to understand variations that have not been responsive to the
standard procedures. This entails understanding how people learn and how training can
support this learning. Inventory management staff are generally responsible for
maintaining company Inventory management systems, to judge training needs and to
organise the delivery of Inventory management. Practitioners with an occupational
psychology background may be encountered in departments concerned with
organisational development where they are engaged with the processes of organisational
change of which Inventory management is a part. It is impossible to be more specific than
this. Opportunities for occupational psychology specialists to become engaged in training
arise in different contexts and circumstances. It is important to remain alert to where
these opportunities might occur and be adaptive and constructive in responding to
opportunities.
Research into the psychology of Inventory management
There is substantial literature concerned with the psychology of Inventory management,

much of which has emerged from past government and military funding initiatives. Some
has been funded from the commercial sector. Applied Inventory management research is
less likely to have been funded by research councils, who tend to focus instead on pure
rather than applied science. Research into training generally requires substantial funding
and opportunity for access to real situations. Without funding or access, it is difficult for
applied psychologists to contribute effectively to this area or for their findings to be
accepted as credible. In university research it is possible to set up and run basic
laboratory or smallscale studies in human learning and social interaction with minimal
resources as a basis for publication and for theory development, but these do not match
the complexity that needs to be addressed to resolve practical training issues in a rigorous
way. Some comparatively inexpensive laboratory studies in areas of training and
instruction have been important in clarifying issues and demonstrating the potential

benefits of applying different principles to training. But laboratory studies are limited in
this field because research findings may be confined to the laboratory context and not
deal effectively with practical issues when the complexities of the real situation are
encountered. This means that there is no wholly reliable body of research to enable
training decisions to be made with complete confidence. This may sound like a weakness,
but it is a reflection of the fact that new operational contexts can change the applicability
of research findings that were obtained in a different operational context. It also makes
for more interesting work, because problems generally have to be investigated, solved
and then outcomes tested, rather than simply following a simple recipe. To this end, this
learning material will set out the basic ideas involved in the psychology of Inventory
management, so that it becomes clearer how work in this area can be conducted. It will
introduce the main concepts and themes, with a view to providing a framework for your
later work. In particular, it will present these ideas in the context of organisations,
showing how they can be applied and how they might be constrained. The material will
not aim to provide a comprehensive account of all aspects of the occupational psychology
of Inventory management. Such issues will be left for you to investigate as future
requirements present themselves in your professional career. What we will focus on,
however, is providing you with an overview of the main issues in the management and
development of training for which a knowledge of occupational psychology can
contribute towards helping solve practical problems of training in an effective way

Need of the Study

Need for Inventory management
Inventory management of employees is a costly activity as it requires a lot quality inputs
from trainers as well as employees. But it is essential that the company revises its goals
and efficiencies with the changing environment. Here are a few critical reasons why the
company endorses Inventory management sessions.
• When management thinks that there is a need to improve the performances of
employees
• To set up the benchmark of improvement so far in the performance improvement effort
• To train about the specific job responsibility and skills like communication
management, team management etc
• To test the new methodology for increasing the productivity
Advantages of Inventory management
Inventory management has a cost attached to it. However, since it is beneficial for
companies in the long run, they ensure employees are trained regularly. Some advantages
are:
1. Helps employees develop new skills and increases their knowledge.
2. Improves efficiency and productivity of the individuals as well as the teams.
3. Proper Inventory management can remove bottle-necks in operations.
4. New & improved job positions can be created to make the organization leaner.
5. Keeps employees motivated and refreshes their goals, ambitions and contribution
levels.
Disadvantages of Inventory management
Even though there are several advantages, some drawbacks of Inventory management are
mentioned below:
1. It is an expensive process which includes arranging the correct trainers and engaging
employees for non-revenue activities.

2. There is a risk that after the Inventory management session, the employee can quit the
job.
Objective of the Study

Main Objectives of Inventory management
Below are the 7 main objectives of Inventory management that must be in your mind as
business, especially HR student.
1. Increased Productivity
2. Quality Improvement
3. Learning time Reduction
4. Safety First
5. Labour Turnover Reduction
6. Keeping yourself Updated with Technology
7. Effective Management
Let’s discuss all of the above mentioned objectives in detail one by one.
1. Increased Productivity
For any company, keeping the productivity at its peak is as important as getting in new
customers for business. Since even a slightest of the disturbance can take the business to
the brink of huge losses. Moreover, to tackle with the immensely growing competition in
the target market, it is important for one to increase the productivity of its workers while
reducing the cost of production of the products. So, that’s where the training comes as a
savior of the company, jumps in the scenario and takes it out of the dangers bravely.
Training takes the current capabilities of the workers of a brand, polishes it and makes
them learn and devise new and effective methods of doing the same thing, in a repeated
manner. In other words, the training, if done in a proper way, can give your business a
whole new look with a much powerful base as experienced workers at its core.
2. Quality Improvement
Improving the quality of the product is obviously one of the main objectives
of Inventory management since it’s not like those times when customers weren’t such
quality conscious. Today’s customer knows what’s better for him and what’s not. Simply
said, those old methods of some sweet talk and business won’t work for much long,
because once they know the reality behind the curtains through the services and products
quality, they will leave the company as it is without giving it, even, a second thought.

Just think of it as if you and your competitor are competing for the same service with
some difference in quality but at the same price, it is obvious that they will choose the
one who is better at handling the task without any quality degradation. Even if your price
is a little higher, then it is most likely the case that most of the customers will come to
you.
3. Learning time Reduction
Keeping an eye on the learning capabilities of employees, and providing them the help
which they need, can be highly beneficial in longer runs. This capability of theirs’ is what
that determines how quickly an employee grabs the newly discovered fact and so, shape
the future products on this discovery. The weaker the capability, the harder it is to learn.
But this scenario can also be supported by the usage of proper learning material and
experienced instructors who prefer real-life experience than cramming. So, reducing the
learning time is also one of the main objectives of Inventory management.
4. Safety First
Safety of anyone, either he is a worker, an officer or even a customer, is not something

that can be taken lightly, especially in cases, where one knows that even a minute mistake
can even lead to life threats. Therefore, providing the knowledge, for using the equipment
in a proper way and creating the life-friendly product, also belongs to one of the major
objectives of Inventory management. The higher, the employees are better at handling
equipment, the better it is both for the company and for the workers.
5. Labor turnover Reduction
No business can flourish well while it is regularly turning over its workforce since it is
obvious that every new workforce will require some time to understand the type of work,
its principle and safety precautions, which lead to decreased productivity. Moreover, it
also diminishes the feeling of self-confidence among the workers, and this really isn’t a
good thing.
On the contrary, training ensures that the company doesn’t need to turn over its
workforce again and again because it prepares the employees to face any situation which
proves helpful in bringing in the feeling of workers. Therefore, the workforce feels safe
and secure at a particular job.
6. Keeping oneself Updated with Technology
Computers and mobile phones are the miracles of the past but the world of today is far
more advanced than that. It’s time for latest technologies capable of connecting the world
in just a blink of an eye. Now, earthlings are trying to reach far off planets to get
information about the life force present there. Newer technologies are rolling in and we
could continue to list it down but we haven’t got time for that.

Training and education to the employees keep them updated with the latest of the
additions to the technologies, methods, techniques and processes. Since it also opens a
new gateway for them to look for a way which is greater in productivity and efficiency
but decreases the need of manual work immensely.
For example, spraying of pesticides and herbicides to keep the crop healthy and safe from
invaders with the help of a hand pump is a lot more tiresome work than it would be with
the help of a semi-automated machinery. But how can workers know that such a type of
machinery is available in a market, which cuts the time needed in the matter of hours
instead of days, without any update on what’s going on around the globe?
7. Effective Management
One of the primary objectives of Inventory management process is to give rise to a new
and improved management which is capable of handling the planning and control without
any serious problem. With the knowledge and experience gathered through training,
acting as the guiding light for this newly shaped management, it lets them handle the
tough decisions and confusing realities thus opening the way for bigger and better
opportunities for business for the cause of the brand.

Scope of the Study

 It enhance job-related performance, organizational effectiveness, make
behavioural changes, develops life skills leading to personal growth.
 The scope has considerably widened. It equips an individual with competencies

that help him/her cope-up with day-to-day problems of living & manage
interpersonal relations and improving them.
 Ultimately it aims commitment to profession through better QWL and employee

development.
Importance of Training objectives
i. Articulate the goal of training: When, where, how, why, whom
ii. Communicate intent to learner
iii. Provide means of evaluation: significance and future valuation. eg in salary

/promotion
iv. Assists in selection of materials, content, methods.
Elements of Training objectives
• Outcomes of training program: observable behaviors “by the end of the program
participants will be able to …”
• Conditions of the training program: circumstances in which the outcomes should

take place  “in a cohesive team situation”, without the use of instructional materials”
• Standards of the training program: expected level of attainment in terms of quality “

to 100% accuracy (or some other level)”, “at the rate of 50 per hour”

LIMITATIONS OF THE STUDY

The limitations of the study are the following
 The data was collected through questionnaire. The responds from the respondents
may not be accurate.
 The sample taken for the study was only 50 and the results drawn may not be
accurate.
 Since the organization has strict control, it acts as another barrier for getting data.
 Another difficulty was very limited time-span of the project.
 Lack of experience of Researcher.


CEMENT INDUSTRY
INTRODUCTION
What is cement?
Cement is a mixture of limestone, clay, silica and gypsum. It is a fine powder which
when mixed with water sets to a hard mass as a result of hydration of the constituent
compounds. It is the most commonly used construction material.
Cement industry in India:
India is the world's second largest producer of cement after China with industry
capacity of over 200 million tones (MT). With the boost given by the government to
various infrastructure projects, road networks and housing facilities, growth in the cement
consumption is anticipated in the coming years. The modern Indian cement plants are
state-of-the-art plants and amongst the best in the world. The cement industry comprises
of 134 large cement plants with an installed capacity of 173.08 million tones and more
than 350 operating mini-cement plants, with an estimated capacity of 11.10 million tones
per annum, making a total installed capacity of 184.18 million tones in the last fiscal, as
per the Department of Industrial Policy and Promotion's latest data. In order to meet the
expanding demand, cement companies are fast developing new plants. The cement
industry is poised to add 111 MT of annual capacity by the end of 2009–10 (FY 2010),
riding on the back of approximately 141 outstanding cement projects.
According to a report by the ICRA Industry Monitor, the installed capacity is

expected to increase to 241 MTPA by FY 2010-end. India's cement industry is likely to
record an annual growth of 10 per cent in the coming years with higher domestic demand
resulting in increased capacity utilization.
Cement Industry originated in India when the first plant commenced production
in 1914 in Porbandar, Gujarat. The industry has since been growing at a steady pace, but
in the initial stage, particularly during the period before Independence, the growth had
been very slow. Since indigenous production was not sufficient to meet the entire
domestic demand, the Government had to control its price and distribution statutorily.

Large quantities of cement had to be imported for meeting the deficit. The industry was
partially decontrolled in 1982 and this gave impetus to its pace of growth. Installed
capacity more than doubled during the period 1980-90. It increased from 27 million tones
in 1980-81 to 62 million tones in 1989-90.
Encouraged by the positive response of the industry to the policy

liberalization in the cement industry, Government decontrolled the industry fully on 1 st
March 1989. With theIndustrial Policy Statement made by the Government on 24 th July
1991, the cement industry stands deli censed. It has also been listed as a priority industry
in Schedule III of the Industry Policy Statement making it eligible for automatic approval
for foreign investment up to 51 per cent and also for technical collaboration on normal
terms of payment of royalty and lump sum know-how fee.
Indian cement industry has thus been one of the pioneering industries in
introducing policy reforms. After the liberalization measures and globalization of Indian
economy, the cement industry has been growing rapidly at an average rate of 8 per cent
except for a short period in 1991-92 when the industry faced demand recession. The
country is now the second largest producer of cement in the world. India has also started
exporting large quantities of cement and clinker.
Domestic Players
While the Cement Corporation of India, a central public sector undertaking, comprises 10
units; the various State governments own 10 large cement plants. Among the leading
domestic players in terms of cement manufacturing are: Ambuja Cement, Aditya Birla
Group (which owns UltraTech Cement), ACC Ltd, Binani Cement, India Cements and J
K Cement. They are not only the foremost producers of cement but also enjoy a high
level of equity in the market.
Despite a slowdown in most sectors of the economy, the Aditya Birla group, the country's
largest cement maker, has seen a sharp rise in cement sales in December.According to
figures released by the conglomerate, sales by the group are up 13.36 per cent at 2.82
MT, compared to last year.
1.The Birla group's production of cement for December also rose, by 14.85 per cent to
2.27 MT.
2.The other large cement maker, ACC, too saw a jump in sales in December, despite the
slowdown in the realty sector.ACC reported a marginal rise in its cumulative production
for the January-December period to 20.84 MT, from 19.92 MT last year; sales rose to
20.86 MT from 19.88 MT last year.
3.Ambuja Cements Ltd, India's third-largest cement maker, too saw an increase in
shipments in December 2008. Shipments rose 11.8 per cent to 16.62 MT from 14.86
MT, a year earlier.

Cement companies in India :
Fast rising Government Expenditure on Infrastructure sector in India has resulted a

higher demand of cement in the country. In the same direction, participation of larger
companies in the sector has increased.
For raising efficiency in the sector, the Planning Commission of India in the 10th plan
has formed a 'Working Group on Cement Industry'.
There is a total number of 125 large cement plants and more than 300 small cement
plants operating in India presently.
 L & T Cement Plants

 ACC Ltd. Cement Plants
 CCI Cement Plants
 Export of Indian Cement
 Types of Cement in India
 Gujarat Ambuja Plants in India
Top 10 Companies
 Mangalam Cement
 J K Lakshmi Cement
 J K Cement
 Madras Cement
 India Cement
 Sanghi Industries
 Dalmia Cement
 ITD Cementation India
 Dalmia Cement Bharat
 Gujarat Ambuja Cements
Types of cement in India
The types of cement in India have increased over the years with the advancement in
research, development, and technology. The Indian cement industry is witnessing a boom
as a result of which the production of different kinds of cement in India has also
increased.
By a fair estimate, there are around 11 different types of cement that are being
produced in India. The production of all these cement varieties is according to the

specifications of the BIS.
Some of the various types of cement produced in India are:
 Clinker Cement
In India, the different types of cement are manufactured using dry, semi-dry, and wet
processes. In the production of Clinker Cement, a lot of energy is required. It is produced
by using materials such as limestone, iron oxides, aluminum, and silicon oxides. Among
the different kinds of cement produced in India, Portland Pozzolana Cement, Ordinary
Portland Cement, and Portland Blast Furnace Slag Cement are the most important
because they account for around 99% of the total cement production in India.
 Ordinary Portland Cement

is manufactured in the form of different grades, the most common in India being
Grade-53, Grade-43, and Grade-33. OPC is manufactured by burning siliceous
materials like limestone at 1400 degree Celsius and thereafter grinding it with
gypsum.
 Portland Pozzolana Cement
Portland Pozzolana Cement is manufactured by blending pozzolanic materials, OPC

clinker, and gypsum either grinding them together or separately. Today Portland
Pozzolana Cement is widely in demand for industrial and residential buildings, roads,
dams, and machine foundations.
 Portland Blast Furnace Slag Cement

In recent years, there has been a significant growth in the production of Portland Blast
Furnace Slag Cement and its sales have also increased considerably over the last few
years. This has given a major boost to the Indian cement industry.
The Slag Cement of the Portland Blast Furnace is a type of cement that is hydraulic and
is manufactured in a blast furnace where iron ore is reduced to iron. The molten slag
which is tapped is quickly drenched with water, dried, and then grounded to a fine
powder. This fine powder that is produced is commonly known as the Portland Blast
Furnace Slag Cement.

 Oil Well Cement

Oil Well Cement as the name suggests, is used for the grouting of the oil wells, also
known as the cementing of the oil wells. This is done for both, the off-shore and on-shore
oil wells.
As the number of oil wells in India is increasing steadily, the sales of Oil Well Cement
have also increased. This has boosted the Indian cement industry to a large extent.
Oil Well Cement is manufactured from the clinker of Portland cement and also from
cements that have been hydraulically blended. Oil Well Cement can resist high pressure
as well as very high temperatures. Oil Well Cement sets very slowly because it has
organic 'retarders' which prevent it from setting too fast. It is due to all these
characteristics that it is used in the building of the oil wells where the pressure is around
20,000 PSI and the temperature is around 500 degrees Fahrenheit.
 Rapid Hardening Portland Cement
Rapid Hardening Portland Cement (RHPC) is a type of cement that is used for special
purposes when a faster rate of early high strength is required. RHPC has a higher rate of
strength development than the Normal Portland Cement (NPC).
The Rapid Hardening Portland Cement's better strength performance is achieved by
increasing the refinement of the product. This is the reason that its use is increasing in
India.
Rapid Hardening Portland Cement is manufactured by fusing together limestone (which

has been finely grounded) and shale, at extremely high temperatures to produce cement
clinker. To this cement clinker, gypsum is added in small quantities and then finely
grounded to produce Rapid Hardening Portland Cement. It is usually manufactured using
the dry process technology.
 Sulphate Resisting Portland Cement (SRC) is a type of Portland cement

in which the quantity of tricalcium alumiante is less than 5%. It can be used for
purposes wherever Portland Pozzolana Cement, Slag Cement, and Ordinary
Portland Cement are used.
The use of Portland Sulphate Resisting Cement has proved beneficial, particularly
in conditions where there is a risk of damage to the concrete from sulphate attack.
The use of Sulphate Resisting Portland Cement is recommended in places where
the concrete is in contact with the soil, ground water, exposed to seacoast, and sea
water. In all these conditions, the concrete is exposed to attack from sulphates that
are present in excessive amounts, which damage the structure. This is the reason
that the use of the Sulphate Resisting Portland Cement have increased in India.

 White Cementhas registered growth in production and sale in India in the last
few years. The White Cement sector has been growing at the rate of 11% per
year. This has given the Indian cement industry a major boost.
White Cement is much like the ordinary grey cement except that it is white in
color. In order to get this color of the White Cement, its method of production is
different from that of the ordinary cement. However, this modification in its
production method makes White Cement far more expensive then the ordinary
cement.
The production of White Cement requires exact standards and so it is a

product which is used for specialized purposes. White Cement is produced at
temperatures that hover around 1450-1500 degrees Celsius. This temperature is
more than what is required by the ordinary grey cement. As more energy is
required during the manufacture of White Cement, it goes to make it more
expensive than the ordinary grey cement.
 Clinker Cement
Clinker Cement has registered a growth over the last few years in India. The Indian
cement industry is growing at a rapid pace and this has given a major boost to the
production and sale of Clinker Cement in India.
The cement industry in India is highly technologically intensive and as a result, the
quality of clinker cement that is produced in India is of a very high grade and is often
considered among the best in the world. The production of Clinker Cement requires a lot
of energy because it needs to be manufactured at the temperature of around 1400-1450
degree Celsius.
New Investments
 Binani Cement has signed a memorandum of understanding with the Gujarat

Government to set up a 2.5 MTPA Greenfield cement plant in Gujarat at a cost of
US$ 169.40 million. Commercial production will commence in April 2011.
Binani Cement has also initiated talks with a few foreign institutional investors
(FIIs) to raise US$ 307.99 million for its new projects.
 Power sector giant, NTPC, is contemplating to enter into manufacturing of fly
ash-based cement and ash-based products from ash generated at its power
stations.
 Bheema Cements Ltd is planning to invest US$ 116.42 million in setting up a new
manufacturing line of 1.5 MT capacity at its plant in Ramapuram of Nalgonda

district in Andhra Pradesh. Once completed, Bheema will have a cement

production capacity of 24 MTPA.
Installed capacity:
The cement industry in India has added a whopping 46 MT capacity in just a little over
three years, taking the total installed capacity to 206.96 MT as on December 31, 2008.
This includes India Cements Ltd's new grinding unit at Vallur, Tamil Nadu with an
installed capacity of 1.10 MT, and UltraTech's plant at Ginigera, Karnataka with an
installed capacity of 1.30 MT.
The industry added over 30 MT to its installed capacity in just one year during previous
fiscal (April 2007–March 2008)year.
Almost all players of the industry, small to medium to large, have added capacity ranging
between a minimum of 200,000 tonnes and a maximum of 3 MT in the last three years
(April 2005 to March 2008), effecting a total addition of 45 MT to the installed capacity
by setting up Greenfield projects, and expanding and upgrading the existing plants.
CONSUMPTION PATTERN
Although India is one of the leading manufacturers of cement, its per capita consumption
is one of the lowest in the world. In 1997 the per capita consumption in India, was 82 kg
as against the world average of 256 kg. Paradoxically, the consumption was even less
than that of Sri Lanka where India is exporting cement. The per capita consumption in Sri
Lanka was 97 kg in 1997. In China, the consumption was 390 kg.
Keeping in view the projected GDP growth rate of 7 per cent in the Ninth Five Year
Plan (1997-2002) and emphasis of Government on improving the rural housing facilities
and stepping up infrastructure development, the per capita consumption is likely to grow
considerably in the coming years.
TARGET AND PRODUCTION
During the 8th Plan period (1992-97), cement industry has recorded an average growth
rate of 7.4 per cent. In 1996-97, actual production was 76.22 million tons against a target
of 76 million tons. The growth rate achieved was 9.46 per cent. In 1997-98, the target set
was 81 million tons. The industry has been able to meet its target with a production of
83.16 million tons with a growth rate of 9.11%. In 1998-99 the industry has achieved
production of 87.91 million tons with a growth rate of 5.70%, in spite of a sluggish
market throughout the year. In 1999-2000, actual production was 100.45 million tons
against a target of 94 million tons. The growth rate achieved was 15%.
EXPORT OF CEMENT

The country had been facing acute shortage of cement till a few years back and it had to
import cement till the middle of 1980’s for meeting the gap in demand and supply.
However, after a number of liberalization measures taken by Government, the position
was totally reversed and the country started exporting cement. The export of cement and
clinker are mainly to Bangladesh, Nepal, Sri Lanka, Maldives, Mauritius, Africa,
Seychelles, Burma, UAE, Singapore etc. Export of cement and clinker from 1991-92
onwards.
STATE OF TECHNOLOGY, ENERGY CONSERVATION AND

ENVIRONMENTAL POLLUTION
TECHNOLOGY
Cement Industry has been in existence in India for over eight decades. From the initially
available wet process technology the industry has travelled through semi-dry and the
latest energy efficient dry process technology. Recent plants have been erected with state-
of-art technology comparable to those available in the world. The earlier cement plants
that came into existence were mostly of small kiln capacities of 300 to 600 tpd based
either on wet or dry process; however, the new plants set up later were of the order of
3000 tpd or more exclusively of dry process. Kilns of the capacities 5000 to 7000tpd are
also in operation now. At present 91% of the totalkiln capacity comprise dry process, 7%
wet process and the remaining 2% on semi-dry process based technologies. The average
kiln capacities under each of these categories are 2358 tpd, 421 tpd and 609 tpd
respectively. About 72% of the industry’s capacity comes from the plant with a total
capacity of one million tonne and above at a single location.
Indian cement industry has been actively pursuing various avenues to improve its
productivity and energy efficiency. There has been all-around upgradation of technology
in all sections of the plant like mining, process, equipment and machinery, packaging and
transportation. Adoption of modern techniques like photogrammetry and remote sensing
has enabled the industry to discover virgin limestone. Advanced equipment like hydraulic
excavators, surface miners, large wheel loaders and mobile crushers have helped the
industry in increasing its productivity considerably. The modern raw material evaluation
and management system starts from computerized mine planning through on-line bulk
material analysis to automated X-ray analysis and process computers to control the weigh
feeders. Expert systems based on ‘fuzzy logic’ are used to control the operation of kilns
and mills to ensure that the process systems operate at optimum levels of energy
efficiency all the time. Energy efficient technologies are being adopted for a new as well
as for retrofits, modernization and expansion of existing plants. A number of cement
plants in the country are now equipped with double string preheater towers with
precalciners, vertical roller mills, roller presses, high efficiency fans and motors with slip
power recovery systems. Besides this, almost every large and medium sized cement plant
in the country uses the software approach involving detailed process diagnostic studies
and energy audits successfully.
ENERGY CONSERVATION

The cement industry is an energy intensive industry by virtue of high temperature

reactions and various physical operations involved in its manufacture. The industry uses
both coal and power as energy inputs. The cost of energy accounts for about 45% of the
total production cost. Energy management in modern cement plants in India meets the
standards comparable with the best in the world. Energy studies of cement plants are
being carried out in a large number of plants on a continuing basis by the National
Council for Cement & Building Materials (NCB). NCB has a mobile energy diagnostic
unit (Energy Bus) equipped with necessary instrumentation and on-board computer with
relevant software for conducting the energy studies on systematic and accurate manner.
NCB has been giving National Awards for Energy Efficiency in Indian Cement Industry
to the best performing cement plants on annual basis since 1986.
POLLUTION CONTROL
The main source of pollution in cement industry is dust emission. The industry’s
achievement in controlling particulate emission has been quite satisfactory. Considerable
progress has been made in installing Electrostatic Precipitators (ESP’s) and bag
houses/fabric filters in various sections of cement plants, especially after the
promulgation of the environment legislation in 1981 and 1986. The Central Pollution
Control Board has fixed standards for particulate emissions from stacks as under:
Particulate Emission Standards from Stacks
Capacity Protected Area Other Area
200 tpd& less 250 mg/Nm3 400 mg/Nm3
Above 200 tpd 150 mg/Nm3 250 mg/Nm3
QUALITY CONTROL AND ASSURANCE
In order to ensure quality, effective control has to be exercised throughout the process of
production. The control procedures cover all aspects of cement manufacture from quarry
operation, handling, mixing and grinding to packing. In order to achieve quality
assurance, most of the cement plants have established facilities for sophisticated controls.
Some of the important controls introduced in the cement industry as follows: -
 Computerized mine planning and deposit evaluation to enable optimum use of

raw material
 Online X-ray fluorescence spectrometer for raw material control and raw mix
design.

 Better aided instrumentation and process measurements using X-ray analysis, gas
analyzers, temperature and pressure measuring devices, etc.
 Centralized kiln control system in conjunction with expert control systems for
process and operation control.
 Continuous monitoring of quality in production by plants as well as by the

certifying agency, namely, Bureau of Indian Standards (BIS) under compulsory
Certification Scheme.
INDIAN CEMENT INDUSTRY

The Indian cement industry is a unique combination of very large to very small
capacity and modern to very older technology plants. The share of installed capacity of
energy inefficient process plant had slowly decreased from 94% to 61% in 1960 till 1980
and there afteras a result of quantum jump in production capacities through modern dry
process plants as well as conversion of wet process plants the share of old wet process
has been reduced to just 5% today.
India is the second largest cement producer in the world after china. The present
installed capacity of 119 million tones per annum is distributed over 113 large size plant
and over 300 mini cement plants.
The cement production raised from a mere 22.54 million tones per annum in 1982
to 95 million tones per annum 2001, registered more than 200% growth.
“Economy builds the nation and industry builds the Economy”

Of the many industries influencing the growth of the economy, cement industry has
occupied a relevant position, which it deserves. Cement industry in India is 8 decades
old and yet it is yet it is its youth as one can see the use of the cement anytime and
anywhere in cities or towns in the form of buildings or industries. Keeping in view the
importance of cement in the current economy, it can be said that no other industry exists
in the absence of cement industry.
PRODUCTION:
Cement Production & Dispatches:

During November 2004 cement production was 10.26mnt (excluding penna cement)
showed a growth of 11.76% as compared to 9.18mn.t in November 2003. Cement
dispatches also grew by 98.4% from 9.35mn.t in nov03 to 10.27mn.t in nov04 (excluding
penna cement).
Plight of Cement industry:
Cement industry during 1997-98 was hit hard by raising input cost of freight, coal and
power and depressed prices. Except for the southern regions where the average cement
prices were approximately at their precious year levels prevailing in the year 1995-96 this
was despite of the fact of increase in production and dispatches by 9.4% and 9.6%
respectively.
Cement companies continue to be burdened by higher operating costs. As a result of

which the industry witnessed decline in operating profits, during each successive halves
of 1997-98 higher financial costs and depreciation further squeezed the profits of cement
companies and the second half resulted in loss. Net profit margin on sales fell from
5.33% to a merger of 0.77% in 1997-98.
Future Prospects:
Regarding future prospects only estimates can be done, which may go wrong in some
instances. But with regard to cement industry, one can say profoundly that it will see its
day s glory in the coming years.

HISTORY OF CEMENT
The search for men made bonding materials began with human Endeavour to
mimic the habits gifted by nature. Situations changed with growth in population, during
Paleolithic age men used to enjoy adequate shelter provided by nature.
The Bronze Age witnessed the age of building materials from clay based mixture.
The Bronze Age also witnessed the use of air hardening line. This obviously linked with
the discovery of fire and chanced calumniation of limestone in some forest tracks.
In the evolutionary process the Phoenicians perfected the practice of Morta4

preparation with the burnt lime and volcanic ash. The use of lime and its preparation was
handed over generation to generation to present times.
Modern Portland cement was invested by Joseph Aspdia of Leeds in the year 1824
and tis was patented as Portland because of its hardening, this used to look like stone
from isle of Portland.
In modern terminology cement may be defined as follows.” The word cement means
bond and material possessing binding, that is cementing properly is called cement”,
cement is used in construction industry, is a fine in organic powder inherent, Cohesive
and adhesives properties. It is hydraulic material, which sets & hardens an addition of
water& impacts strength to the structure.
EVOLUTION OF CEMENT IN INDIA:
The attempt to produce cement in India dates back to 1889, when a Calcutta based
firm attempted to produce Agrillsaceouskankar. l The first organized attempted as made
to prude cement on mass scale was attempted in 1904 by south Indian industries limited.
The growth continued and in 1936 eleven companies emerged to form associated cement
companies (ACC). The formation of concrete Association in India in 1927, helped to
popularize the use of indigenous cement. By 1947 have 23cement plants with a capacity
of 2.2 million tones per annum to meet the ever-increasing demand of cement.


The Aditya Birla Group

Vision
To be a premium global conglomerate with a clear focus on each business.
Mission
To deliver superior value to our customers, shareholders, employees and society at large.
Values
 Integrity
 Commitment
 Passion

 Seamless ness
 Speed
Driving the growth of the Aditya Birla Group are 1,30,000 committed employees, spread
over 13 countries across the globe. The diversity of location, language and culture blends
seamlessly into a common work ethos, which hinges on fostering excellence, recognizing
and rewarding entrepreneurship.
We believe in empowerment, delegation and calculated risk taking. Our ongoing

endeavor is to create an organizational ambience where talent can bloom. To do so, we
strive to make the workplace a source of creativity, innovation and one that makes work
meaningful.
We ensure that all of our policies, forward-looking initiatives and goals are fully
communicated to all employees and that they understand and relate to these. Our
commitment to our people is reflected in the sense of belonging and pride every
employee feels towards the Group and the passion and commitment they bring to their
work.
The Aditya Birla Group is India's first truly multinational corporation. Global in
vision, rooted in Indian values, the Group is driven by a performance ethic pegged on
value creation for its multiple stakeholders. A US$ 7.59 billion conglomerate, with a
market capitalization of US$ 12 billion, it is anchored by an extraordinary force of 1
30,000 employees belonging to over 25 different nationalities. Over 30 per cent of its
revenues flow from its operations across the world. The Group's products and services
offer distinctive customer solutions. Its 72 state-of-the-art manufacturing units and
sectoral services span India, Thailand, Indonesia, Malaysia, Philippines, Egypt, Canada,
and Australia.
A premium conglomerate, the Aditya Birla Group is a dominant player in all of

the sectors in which it operates. Such as viscose staple fibre, non-ferrous metals, cement,
viscose filament yarn, branded apparel, carbon black, chemicals, fertilizers, sponge iron,
insulators and financial services. It is:

1 The world No. 1 in viscose staple fiber.
2 The world's largest single location palm oil producer.
3 A non-ferrous metals powerhouse and among the world's most cost efficient
producers of aluminum and copper.
4 The world's largest single location world-scale copper smelter
5 The world's No. 1 in insulators, with its joint venture with NGK of Japan
6 Globally, the fourth largest producer of carbon black
7 The 11th largest cement producer in the world and the seventh largest in Asia
8 India's premier branded garments player
9 Among the worlds best energy efficient fertilizer plants
10 India's second largest producer of viscose filament yarn
11 The No. 2 private sector insurance company and the fourth largest asset
management company in India.
12 The Group has also made successful forays into the IT and BPO sectors.
Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where success does
not come in the way of the need to keep learning afresh, to keep experimenting.
Beyond business:
Transcending business for over 50 years now, the Group has been and continues to be
involved in meaningful welfare-driven initiatives that distinctly impact the quality of life
of the weaker sections of society in India, South-East Asia and Egypt.
In India, the Group's social projects span 3,000 villages. It reaches out to seven million
people annually through the Aditya Birla Centre for Community Initiatives and Rural
Development, spearheaded by Mrs. Rajashree Birla. Its focus is healthcare, education,
sustainable livelihood, infrastructure and espousing social causes.
The Group runs 42 schools, which provide quality education to over 45,000 children in
India's interiors. Of these, over 18,000 children receive free education. An additional
8,000 students receive merit scholarships. Likewise at its 18 hospitals in India, more than
a million patients are given extremely subsidised medical care. To embed corporate
social responsibility as a way of life in organisations, the Group has set up the FICCI –
Aditya Birla CSR Centre for Excellence, in Delhi.

The Group transcends the conventional barriers of business and reaches out to the
marginalised because of its conviction of bringing in a more equitable society
UltraTech Cement Limited
INCORPORATION:
UltraTech Cement Limited was formed effectively in May 2004, with the demerger of
the cement division from Larsen & Turbo Limited and was taken over by the Aditya
Birla Group and got merged into A V Birla Group of Industries.
UltraTech Cement Limited is a technology driven company with leading edge

capabilities in fields related to infrastructure and basic industries. In terms of mainstream
criteria Viz. Sale, Profit, Assets and Market capitalization, Ultra Tech Cement Limited
ranks among top 10 in India’s private sector. The company is also ranked high by less
tangible yardsticks such as intellectual capital and brand worth.

SHANKARPALLY BULK TERMINAL
UltraTech Cement Limited, SBT is located 50 K.M from Hyderabad in the state of
Andhra Pradesh.
UltraTech Cement Limited started SBT project with a prospecting license in 2007. When
various formalities were completed, action shifted from the drawing board to the project
site with the first association commencing in 2007. Due to excellent cooperation from the
Government of Andhra Pradesh, Ultra Tech Cement Limited did not face much problems
while setting up SBT.
SBT caters to the cement users in the in around Hyderabad city. It is ideally located as far
as the market is concerned. This plant has been set up by Ultra Tech Cement Limited
itself with coordinated efforts of all its business groups, which minimized the problems
during the execution stage.
LAND AREA OF SBT:
Plant : 51 acres
UNIQUE FEATURES OF SBT:
 One of the plants using minimum energy for cement Packing.

 Only plant where the entire cement unloading rake of 58 wagons can be placed

Ultra Tech Cement Limited has manufacturing facilities at 11 locations in India and 5
terminals including one at Srilanka. Almost all factories have secured ISO-9000, 14000
and other certificates of the highest order. Ultra Tech Cement Limited distribution and
services outreach underlines its strong customer orientation. The network extends to
virtually every district in the country. A concern for the environment is an integral part of
the company's vision Ultra Tech Cement Limited is committed to growth in consonance
with the ecology and the needs of the communities it serves.
Ultra Tech Cement Limited is India's largest cement producer, with a

manufacturing capacity of over 17 million tones per year. Ultra Tech Cement Limited
manufactures and markets.
 Ordinary Portland cement

 Portland blast furnace slag cement
 Portland pozzolana cement
 Rapid hardening Portland cement
 Sulphate resistant cement
ULTRA TECH CEMENT PLANTS LOCATIONS:
 Awarpur cement works (Awarpur, Maharastra)

 Hirmi cement work (Hirmi, Madhy Pradesh)
 Gujarat cement works (Covey, Gujarat)
 Andhra Pradesh cement works (Tadipatri, A.P)
 Narmada cements (Gujarat)
ULTRA TECH CEMENT GRINDING UNITS ARE LOCATED AT :
 Jarsiguda (orissa)
 Arakkonam (Tamil Nadu)
 Magdella (Gujarat)

 Ratnagiri (Maharashtra)
 Durgapur (West Bengal)
ULTRA TECH CEMENT TERMINALS ARE LOCATED AT :
 Navi Mumbai (Mumbai)

 Mangalore Terminal (Karnataka)
 Ultra Tech Ceylinco (srilanka)
STRONG AND STRUDY:
UltraTech Cement Limited has an annual capacity of 52 million tonnes. It

manufactures and markets Ordinary Portland Cement, Portland Blast Furnace
Slag Cement and Portland Pozzalana Cement. It also manufactures ready mix
concrete (RMC).
The company has 11 integrated plants, one white cement plant, one
clinkerisationplant in UAE, 15 grinding units – 11 in India, 2 in UAE, one in
Bahrain and Bangladesh each and and five terminals — four in India and one in
Sri Lanka.
 UltraTech Cement is the country’s largest exporter
of cement clinker. The export markets span
countries around the Indian Ocean, Africa, Europe
and the Middle East.
UltraTech's subsidiaries are Dakshin Cements Limited, Harish Cements Limited,

UltraTech Ceylinco (P) Limited and UltraTech Cement Middle East Investments
Limited

Details of UltraTech's production capacities
Location of units Name of Plants
A Composite plants
Tadipatri (Andhra Pradesh) APCW
Hirmi (Chhattisgarh) HCW
Jafrabad (Gujarat) JFD
Kovaya (Gujarat) GCW
Awarpur (Maharashtra) ACW
Reddipalyam (Tamil Nadu) RDCW
Adityapuram (Rajasthan) AC
Neemuch (Madhya Pradesh) VC
Rawan (Chhattisgarh) RWCW
Malkhed (Karnataka) RC
Kotputli (Rajasthan) KCW
B Grinding units
Magdalla (Gujarat) MGD
Ginigera (Karnataka) GICW
Ratnagiri (Maharashtra) RTN
Jharsuguda (Orissa) JCW
Arakkonam (Tamil Nadu) ARCW
Durgapur (West Bengal) WBCW

Hotgi (Maharashtra) HOCW
Bathinda (Punjab) BCW
Panipat (Haryana) PCW
Aligarh (Uttar Pradesh) ALCW
Dadri (Uttar Pradesh) DCW
Ajman (UAE)
Abu Dhabi, UAE
Bahrain
Bangladesh

C White Cement 0.6 million tpa
Kharia Khangar (Rajasthan) BW
D Clinker Plant
Ras Al Khaimah, UAE RAK
E Bulk terminals
Navi Mumbai (Maharashtra)
Mangalore (Karnataka)
Shankarpally (Andhra Pradesh)
Dodaballpur (Karnataka)
Colombo (Sri Lanka)
F Ready-mix concrete plants (73) 9.5 million cubic metres

THE NATIONAL PRESENCE:
As part of the eighth biggest cement manufacturer in the world, UltraTech Cement has
eleven integrated plants, one white cement plant, one clinkerisation plant in UAE, 15
grinding units – 11 in India, 2 in UAE, one in Bahrain and Bangladesh each and and five
terminals — four in India and one in Sri Lanka.. These facilities gradually came up over
the years, as indicated below:
2010
:: UltraTech Cement Middle East Investments Limited, a wholly owned subsidiary of
the Company has acquired management control of ETA Star Cement together with
its operations in the UAE, Bahrain and Bangladesh
:: The cement business of Grasim demerged and vested in Samruddhi Cement Limited
in May, 2010. Subsequently, Samruddhi Cement Limited amalgamated with
UltraTech Cement Limited in July
2006
:: Narmada Cement Company Limited amalgamated with UltraTech pursuant to a
Scheme of Amalgamation being approved by the Board for Industrial & Financial
Reconstruction (BIFR) in terms of the provision of Sick Industrial Companies Act
(Special Provisions)
2004
:: Completion of the implementation process to demerge the cement business of L&T
and completion of open offer by Grasim, with the latter acquiring controlling stake
in the newly formed company UltraTech
2003
:: The board of Larsen & Toubro Ltd (L&T) decides to demerge its cement business
into a separate cement company (CemCo). Grasim decides to acquire an 8.5 per cent
equity stake from L&T and then make an open offer for 30 per cent of the equity of
CemCo, to acquire management control of the company.
2002
:: The Grasim Board approves an open offer for purchase of up to 20 per cent of the
equity shares of Larsen & Toubro Ltd (L&T), in accordance with the provisions and
guidelines issued by the Securities & Exchange Board of India (SEBI) Regulations,
1997.
:: Grasim increases its stake in L&T to 14.15 per cent

:: Arakkonam grinding unit
2001
:: Grasim acquires 10 per cent stake in L&T. Subsequently increases stake to 15.3 per
cent by October 2002
:: Durgapur grinding unit
1998-2000
:: Bulk cement terminals at Mangalore, Navi Mumbai and Colombo
1999
:: Narmada Cement Company Limited acquired
Ratnagiri Cement Works
1998
:: Gujarat Cement Works Plant II
Andhra Pradesh Cement Works
1996
:: Gujarat Cement Works Plant I
1994
:: Hirmi Cement Works
1993
:: Jharsuguda grinding unit
1987
:: Awarpur Cement Works Plant II
1983
:: Awarpur Cement Works Plant I

CEMENT MACHINARY:
 Complete range packing plants are supplied by Ultra Tech Cement Limited
Machinery Division in collaboration with F.L.SMITDTH&CO.,
 Presently the largest capacity 3000 TPD cementsDespatch.
 Efficient pollution control equipment’s like ESP, Reverse air Bag house
DNV of Netherlands as an ISO 9002, ISO 14001 and OHSAS certifies the plant 18001
companies.
Human Resource System in UltraTech Cement Ltd:

Human Resource Policy is managed at corporate level and unit levels. Major policy and
strategies in certain areas are formulated at Corporate HR. APCW formulates the local
level strategies and policies in line with the Corporate HR. HR SET at UltraTech,
APCW, implements both local level and corporate level HR polices and strategies. Unit

head, Operations Head, Functional Heads and Unit Personnel Manager are involved in
formulating APCW policies and strategies
The Corporate HR regularly conducts HR conclaves in order to bring about greater

cohesion of OD level HR policies, so as to align these systems with individual units
requirements and also keeping in view overall business goals. Unit’s heads and HR
heads attend these meets.
Recruitment and Selection

The recruitment and selection process revolves around a system, which evaluates
job knowledge, skill and personality and the person's suitability to the organization. The
recruitment and selection processes of O&S and Wage Board cadres are carried out in
line with the manpower requirement. In the case of O&S and Covenancy cadre, the
recruitment and selection process commences by involving HR and functional specialists
from unit level and also from Corporate HR. At the Wage Board level, the prospective
candidate passes through scientifically valid tools such as Intelligent Quotient, Skill Tests
and also Panel Interview by functional specialists.
Performance Appraisal System….
In order to provide avenues of growth, among the Wage Board cadre, Merit Rating
procedure is in place. The performance of the employee evaluated through a two-stage
process by immediate superior and Facilitator /Champion of AET/SET. Further, in order
to encourage more career opportunities to wage board employees, we have a detailed
Non-Supervisor to Supervisor Scheme in place.


INNOVATIVE WORKING METHODOLOGIES:
Survey – A Feedback Mechanism
UltraTech, SBT believes that feedback is a major tool and an opportunity to

improve the organizational effectiveness. The annual feedback from surveys conducted
by B-School students helps us to get to know the employees’ feelings and perceptions on
various issues concerning the organization. Based on the analysis, HR SET will submit a
report to Unit head for further review and necessary actions. Issues, which require
Corporate HR attention, will be given as a input for reviewing policies and strategies.
Participatory Mechanisms
UltraTech strongly supports participatory work culture. Employee

participatory mechanisms such as Suggestion Scheme, Seva Committee, AETs, are in
place. These forums are an opportunity to the employees to discuss and arrive at a
decision resulting in efficiency, productivity, cost saving, safety cleanliness, orderliness
etc.This aspect was reflected positively in OCS-04.

Change Management InitiativesIn SBTEndeavour to achieve excellence and become

world-class organization,. This initiative has facilitated total employee involvement. 5S
are the other initiatives launched with the objective of excelling further and to help the
organization produce services better faster and cheaper.This initiative has facilitated total
employee involvement.
Cross Functional Perspective
UltraTech, APCW primarily focuses on imparting cross-functional knowledge on the

basis of PBO. For e.g. A PACT leader is owner of a particular PACT zone irrespective
of core competency.
Harmonious Work Culture
One of the success stories of UltraTech SBT is the existence of harmonious work culture.
Though the plant is situated in a volatile region, yet, not a single day is lost due to
industrial disturbances. The unit has witnessed continuously low rate of absenteeism rates
over the years. This was attained through sustained interventions such as continuous
training, by making communication channels open, continuous interaction with wage
board and contract workmen.
TRAINING SETUP:
In line with the organization vision of continuous and vibrant learning, UltraTech
Cement Limited has in the right earnest has adopted the organizational virtues of
continuous learning through a set of initiatives. UltraTech firmly believes that learned
employees an invaluable asset to the organization.
Employment Avenues
The employment potential of the company is about 225 (Both direct and indirect).

IR Scenario
One of the success stories of SBT is the existence of harmonious work culture and a
sense of camaraderie, though the plant is situated in a politically vulnerable region, not a
single day is lost due to industrial relation problem. Pro-active approach, participatory
culture, continuous interaction by HR personnel, handling grievances promptly, sound
disciplinary management coupled with continuous dose of behavioral programmes were
some of the IR initiatives. The result is that we totally function in a non-unionized
environment.
Corporate Social Responsibility
The Company is rendering significant social services to the surrounding villages of the
factory limits. After the company is established there is tremendous progress in the
surrounding villages economically and socially. The company is rendering various
welfare measures and community development activities in the surrounding villages of
the factory under various government schemes.
2. LITERATURE REVIEW
RensisLikerthas called motivation as the core of management. Motivation is the core of

management. Motivation is an effective instrument in the hands of the management in
inspiring the work force .It is the major task of every manager to motivate his subordinate
or to create the will to work among the subordinates .It should also be remembered that
the worker may be immensely capable of doing some work, nothing can be achieved if he
is not willing to work .creation of a will to work is motivation in simple but true sense of
term.
Motivation is an important function which very manager performs for actuating the
people to work for accomplishment of objectives of the organization .Issuance of well
conceived instructions and orders does not mean that they will be followed .A manager
has to make appropriate use of motivation to enthuse the employees to follow them.

Effective motivation succeeds not only in having an order accepted but also in gaining a
determination to see that it is executed efficiently and effectively.
In order to motivate workers to work for the organizational goals, the managers must
determine the motives or needs of the workers and provide an environment in which
appropriate incentives are available for their satisfaction .If the management is successful
in doing so; it will also be successful in increasing the willingness of the workers to
work. This will increase efficiency and effectiveness of the organization .There will be
better utilization of resources and workers abilities and capacities.
2.1 The concept of motivation
The word motivation has been derived from motive which means any idea, need or
emotion that prompts a man in to action. Whatever may be the behavior of man, there is
some stimulus behind it .Stimulus is dependent upon the motive of the person concerned.
Motive can be known by studying his needs and desires.
There is no universal theory that can explain the factors influencing motives which
control mans behavior at any particular point of time. In general, the different motives
operate at different times among different people and influence their behaviors. The
process of motivation studies the motives of individuals which cause different type of
behavior.
2.2 Definition of Motivation.
According to Edwin B Flippo, “Motivation is the process of attempting to influence

others to do their work through the possibility of gain or reward.

2.3 Significance of Motivation
Motivation involves getting the members of the group to pull weight effectively, to give
their loyalty to the group, to carry out properly the purpose of the organization. The
following results may be expected if the employees are properly motivated.
1. The workforce will be better satisfied if the management provides them with
opportunities to fulfill their physiological and psychological needs. The workers will
cooperate voluntarily with the management and will contribute their maximum
towards the goals of the enterprise.
2. Workers will tend to be as efficient as possible by improving upon their skills and
knowledge so that they are able to contribute to the progress of the organization. This
will also result in increased productivity.
3. The rates of labor’s turnover and absenteeism among the workers will be low.
4. There will be good human relations in the organization as friction among the workers
themselves and between the workers and the management will decrease.
5. The number of complaints and grievances will come down. Accident will also be low.
6. There will be increase in the quantity and quality of products. Wastage and scrap will
be less. Better quality of products will also increase the public image of the business.
2.4 Motivation Process.
1. Identification of need

2. Tension
3. Course of action
4. Result –Positive/Negative
5. Feed back
2.5 Theories of Motivation.
Understanding what motivated employees and how they were motivated was the focus of
many researchers following the publication of the Hawthorne study results (Terpstra,
1979). Six major approaches that have led to our understanding of motivation are
Mcclelland’s Achievement Need Theory, Behavior Modification theory; Abraham H
Mallows need hierarchy or Deficient theory of motivation. J.S. Adam’s Equity Theory,
Vrooms Expectation Theory, Two factor Theory.
2.5.1 McClelland’s Achievement Need Theory.
According to McClelland’s there are three types of needs;
Need for Achievement (n Ach);
This need is the strongest and lasting motivating factor. Particularly in case of persons
who satisfy the other needs. They are constantly pre occupied with a desire for
improvement and lack for situation in which successful outcomes are directly correlated
with their efforts. They set more difficult but achievable goals for themselves because
success with easily achievable goals hardly provides a sense of achievement.
Need for Power (n Pow)

It is the desire to control the behavior of the other people and to manipulate the
surroundings. Power motivations positive applications results in domestic leadership
style, while it negative application tends autocratic style.
Need for affiliation (n Aff)
It is the related to social needs and creates friendship. This results in formation of
informal groups or social circle.
2.5.2 Behavioral Modification Theory;
According to this theory people behavior is the outcome of favorable and unfavorable
past circumstances. This theory is based on learning theory. Skinner conducted his
researches among rats and school children. He found that stimulus for desirable behavior
could be strengthened by rewarding it at the earliest. In the industrial situation, this
relevance of this theory may be found in the installation of financial and non financial
incentives.
More immediate is the reward and stimulation or it motivates it. Withdrawal of reward
incase of low standard work may also produce the desired result. However, researches
show that it is generally more effective to reward desired behavior than to punish
undesired behavior.
2.5.3 Abraham H Maslow Need Hierarchy or Deficient theory of

Motivation.
The intellectual basis for most of motivation thinking has been provided by behavioral
scientists, A.H Maslow and Frederick Heizberg, whose published works are the “Bible of
Motivation”. Although Maslow himself did not apply his theory to industrial situation, it
has wide impact for beyond academic circles. Douglous Mac Gregor has used Maslow’s
theory to interpret specific problems in personnel administration and industrial relations.

The crux of Maslow’s theory is that human needs are arranged in hierarchy composed of
five categories. The lowest level needs are physiological and the highest levels are the
self actualization needs. Maslow starts with the formation that man is a wanting animal
with a hierarchy of needs of which some are lower ins scale and some are in a higher
scale or system of values. As the lower needs are satisfied, higher needs emerge. Higher
needs cannot be satisfied unless lower needs are fulfilled. A satisfied need is not a
motivator. This resembles the standard economic theory of diminishing returns. The
hierarchy of needs at work in the individual is today a routine tool of personnel trade and
when these needs are active, they act as powerful conditioners of behavior- as
Motivators.
Hierarchy of needs; the main needs of men are five. They are physiological needs, safety
needs, social needs, ego needs and self actualization needs, as shown in order of their
importance.
Self-
Actualization
Ego Needs
Social Needs
Safety Needs
Physiological Needs
Fig (2.1)
The above five basic needs are regarded as striving needs which make a person do things.
The first model indicates the ranking of different needs. The second is more helpful in
indicating how the satisfaction of the higher needs is based on the satisfaction of lower
needs. It also shows how the number of person who has experienced the fulfillment of the
higher needs gradually tapers off.
Physiological or Body Needs: -The individual move up the ladder responding first
to the physiological needs for nourishment, clothing and shelter. These physical needs
must be equated with pay rate, pay practices and to an extent with physical condition of
the job.
Safety: -The next in order of needs is safety needs, the need to be free from danger,
either from other people or from environment. The individual want to assured, once his
bodily needs are satisfied, that they are secure and will continue to be satisfied for
foreseeable feature. The safety needs may take the form of job security, security against
disease, misfortune, old age etc as also against industrial injury. Such needs are generally
met by safety laws, measure of social security, protective labor laws and collective
agreements.
Social needs: -Going up the scale of needs the individual feels the desire to work in a
cohesive group and develop a sense of belonging and identification with a group. He
feels the need to love and be loved and the need to belong and be identified with a group.
In a large organization it is not easy to build up social relations. However close

relationship can be built up with at least some fellow workers. Every employee wants
toofeel that he is wanted or accepted and that he is not an alien facing a hostile group.
Ego or Esteem Needs:- These needs are reflected in our desire for status and
recognition, respect and prestige in the work group or work place such as is conferred by
the recognition of ones merit by promotion, by participation in management and by
fulfillment of workers urge for self expression. Some of the needs relate to ones esteem
e.g.; need for achievement, self confidence, knowledge, competence etc. On the job, this
means praise for a job but more important it means a feeling by employee that at all times
he has the respect of his supervisor as a person and as a contributor to the organizational
goals.
Self realization or Actualization needs: -This upper level need is one which
when satisfied provide insights to support future research regarding strategic guidance for
organization that are both providing and using reward/recognition programs makes the
employee give up the dependence on others or on the environment. He becomes growth
oriented, self oriented, directed, detached and creative. This need reflects a state defined
in terms of the extent to which an individual attains his personnel goal. This is the need
which totally lies within oneself and there is no demand from any external situation or
person.
2.5.4 J.S Adams Equity Theory
Employee compares her/his job inputs outcome ratio with that of reference. If the
employee perceives inequity, she/he will act to correct the inequity: lower productivity,
reduced quality, increased absenteeism, voluntary resignation.

2.5.5 Vrooms Expectation Theory
Vroom’s theory is based on the belief that employee effort will lead to performance and
performance will lead to rewards (Vroom, 1964). Reward may be either positive or
negative. The more positive the reward the more likely the employee will be highly
motivated. Conversely, the more negative the reward the less likely the employee will be
motivated.
2.5.6 Two Factor Theory
Douglas McGregor introduced the theory with the help of two views; X assumptions are
conservative in style Assumptions are modern in style.
X Theory
 Individuals inherently dislike work.

 People must be coerced or controlled to do work to achieve the objectives.
 People prefer to be directed
Y Theory
 People view work as being as natural as play and rest

 People will exercise self direction and control towards achieving objectives they
are committed to
 People learn to accept and seek responsibility.
2.6 Types of Motivation.

Intrinsic motivation occurs when people are internally motivated to do something

because it either brings them pleasure, they think it is important, or they feel that what
they are learning is morally significant.
Extrinsic motivation comes into play when a student is compelled to do something or act
a certain way because of factors external to him or her (like money or good grades)
2.7 Incentives
An incentive is something which stimulates a person towards some goal. It activates

human needs and creates the desire to work. Thus, an incentive is a means of motivation.
In organizations, increase in incentive leads to better performance and vice versa.
2.7.1 Need for Incentives
Man is a wanting animal. He continues to want something or other. He is never fully

satisfied. If one need is satisfied, the other need need arises. In order to motivate the
employees, the management should try to satisfy their needs. For this purpose, both
financial and non financial incentives may be used by the management to motivate the
workers. Financial incentives or motivators are those which are associated with money.
They include wages and salaries, fringe benefits, bonus, retirement benefits etc. Non
financial motivators are those which are not associated with monetary rewards. They
include intangible incentives like ego-satisfaction, self-actualization and responsibility.
INCENTIVES
Financial Incentives Non-financial

incentives

- Wages and Salaries. - Competition

- Bonus - Group recognition
- Medical reimbursement - Job security
- Insurance - Praise
- Housing facility - Knowledge of result
- Retirement benefits. - Workers participation.
- Suggestion system.
- Opportunities for growth
2.8 Motivation is the key to performance improvement
There is an old saying you can take a horse to the water but you cannot force it to drink; it
will drink only if it's thirsty - so with people. They will do what they want to do or
otherwise motivated to do. Whether it is to excel on the workshop floor or in the 'ivory
tower' they must be motivated or driven to it, either by themselves or through external
stimulus.
Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated,
for motivation is a skill which can and must be learnt. This is essential for any business to
survive and succeed.
Performance is considered to be a function of ability and motivation, thus:
 Job performance =f(ability)(motivation)
Ability in turn depends on education, experience and training and its improvement is a
slow and long process. On the other hand motivation can be improved quickly. There are
many options and an uninitiated manager may not even know where to start. As a
guideline, there are broadly seven strategies for motivation.
There are broadly seven strategies for motivation.

 Positive reinforcement / high expectations

 Effective discipline and punishment
 Treating people fairly
 Satisfying employees needs
 Setting work related goals
 Restructuring jobs
 Base rewards on job performance
Essentially, there is a gap between an individual’s actual state and some desired state and
the manager tries to reduce this gap. Motivation is, in effect, a means to reduce and
manipulate this gap.

1) Are you having good safety measures egesting in the organization?

S.No Item of scale % of respondence No.of respondence

1 Strongly agree 69 52
2 Agree 15 11
3 Neutral 11 8
4 disagree 5 4
5 Strongly disag 0 0
total 100 75
% of respondence
1 Strongly agree 2 Agree 3 Neutral 4 disagree
5
11
15
69
INTERPRETATION:From the above chart out of 75 respondents, 69% of the

employees are strongly agreed and 15% of them are agreed and 11% of the people are in
neutral responded, and remaining 5% are designedly responded.

2) In your organization you are having good relation with co-workers?

2 Agree 15 11
3 Neutral 10 8
4 disagree 5 4
total 100 75
% of respondence
5
10
15
80
3) Whether your superior is interested to recognize and acknowledge your work?


2 Agree 22 17
3 Neutral 5 4
4 disagree 0 0
total 100 75
% of respondence
5
22
73
INTERPRETATION: From the above chart out of 75 respondents, 73% of the

employees are strongly agreed and 22% of them are agreed and 5% of the people are
in neutral responded.

4) Have your personal department is supporting you in various aspects like …wages
welfare?

2 Agree 9 7
3 Neutral 0 0
4 disagree 0 0
total 100 75
% of respondence
91
employees are strongly agreed and 9% of them are agreed.

5) Are you motivated by your colleagues, during your day to day activates?

2 Agree 7 5
3 Neutral 0 0
4 disagree 0 0
total 100 75
% of respondence
93

6) Rate your level of satisfaction with the work culture of the organization?
(a)Highly satisfied (b) Satisfied (c) Average (d)Dissatisfied (e)Highly
dissatisfied

1 highly satisfied 4 3
2 Satisfied 96 72
3 Average 0 0
4 Dissatisfied 0 0
5 Highly dis-satis 0 0
total 100 75
% of respondence
1 highly satisfied 2 Satisfied 3 Average 4 Dissatisfied
96
7) What are the things that you like best in your work place?

(a)People and working environment (b) Style of management

(c) Challenging and existing job (d) flexibility

1 peo &w envn 84 63
2 sty of manage 13 10
3 chali&exit job 3 2
4 flexibility 0 0
total 100 75
% of respondence
1 peo &w envn 2 sty of manage 3 chali&exit job 4 flexibility
3
13
84
neutral responded.

8) Does the management maintain an open communication with its employee?

2 Agree 7 5
3 Neutral 3 2
4 disagree 0 0
total 100 75
% of respondence
3
7
90
neutral responded.
9) Do you have a good professional relationship with your superior?


2 Agree 27 20
3 Neutral 0 0
4 disagree 0 0
total 100 75
% of respondence
27
73
employees are strongly agreed.

10) Are you getting timely payment as per the minimum wage Act?

2 Agree 0 0
3 Neutral 0 0
4 disagree 0 0
total 100 75
% of respondence
100

11) Are you getting any superior suggestion motivated talks helpful to your task
accomplishment?

2 Agree 13 10
3 Neutral 3 2
4 disagree 0 0
total 100 75
% of respondence
3
13
84
neutral responded.

12) Are you agreeing with the working conditions you have which support you for
betterment of work?

2 Agree 27 20
3 Neutral 0 0
4 disagree 0 0
total 100 75
% of respondence
27
73

13) Are you getting proper personal protective equipment’s for your job?

2 Agree 15 11
3 Neutral 5 4
4 disagree 5 0
total 100 75
% of respondence
5 5
15
80

14) Whether the companies recognizes and acknowledge your work in a positive
manner ?

2 Agree 5 4
3 Neutral 0 0
4 disagree 0 0
total 100 75
% of respondence
95

15) Whether you have any suggestion for further motivation of the employees?

1 Suggestion per 43 32
2 non sugges 57 43
total 100 75
% of respondence
1 Suggestion per 2 non sugges 2 total 2
43
100
57

QUATIONEARY ON MOTIVATION
I am Sreenivasulu Sankara, from PVKK college Anantapur , studying H.R.M 4TH
semester, doing project work on a topic “Inventory management”, in SBT Ultra Tech
Cement Limited, as a part of our course. This study is only for academic purpose and the
information given by you will be kept confidential and communicated to HR Department
for considering improvements. So, you are requested to write the scaling against each
statement and submit the same.
So please help me for my survey with this questioner.
Please indicate the appropriate options:
1) Strongly agree 2) Agree 3) Neutral 4) Disagree 5) Strongly disagree
1) Are you having good safety measures existing in the organization? ( )
2) In your organization you are having good relations with the co-workers? ( )
3) Whether your superior is interested to recognize and acknowledge your work? (
)
4) Have your personal department is supporting you in various aspects like…
wages, welfare? ( )
5) Are you motivated by your colleagues, during your day to day activities ( )
6) Rate your level of satisfaction with the work culture of the organization? ( )
a) Highly satisfied b) Satisfied c) Average
d) Dissatisfied e) Highly dissatisfied
7) What are the things that you like best in your work place? ( )
a) People and working environment. b) Style of management
c) Challenging and exciting job d) Flexibility
8) Does the management maintain an open communication with its employees? (
)
9) Do you have a good professional relationship with your superior? ( )
10) Are you getting timely payment as per the minimum wages Act? ( )
11) Are you getting any Superior suggestions motivated talks helpful to your task
accomplishments? ( )
12) Are you agreeing with the working conditions you have which supports you
for betterment of work? ( )
13) Are you getting proper personal protective equipments for your job? ( )
14) Whether the company recognizes and acknowledges your work in a positive
manner? ( )

15) Whether You have any suggestions for, further motivations of the employees?

FINDINGS
The findings of the study are follows
 The ULTRA TECH CEMENTS has a well defined organization structure.

 There is a harmonious relationship is exist in the organization between employees
and management.
 The employees are really motivated by the management.
 The employees are satisfied with the present incentive plan of the company.
 Most of the workers agreed that the company is eager in recognizing and
acknowledging their work.
 The study reveals that there is a good relationship exists among employees.
 Majority of the employees agreed that there job security to their present job.
 The company is providing good safety measures for ensuring the employees
safety.
 From the study it is clear that most of employees agrees to the fact that
performance appraisal activities and support from the coworkers in helpful to get
motivated.
 The study reveals that increase in the salary will motivates the employees more.
 The incentives and other benefits will influence the performance of the
employees.

SUGGESTIONS
The suggestions for the findings from the study are follows
 Most of the employees agree that the performance appraisal activities are helpful
to get motivated, so the company should try to improve performance appraisal
system, so that they can improve their performance.
 Non financial incentive plans should also be implemented; it can improve the
productivity level of the employees.
 Organization should give importance to communication between employees and

gain co-ordination through it.
 Skills of the employees should be appreciated.
 Better carrier development opportunities should be given to the employees for

their improvement.
 If the centralized system of management is changed to a decentralized one, then

there would be active and committed participation of staff for the success of the
organization



Bibliography
Books:
 Human Resource Management and Industrial Relations.
P.Subba Rao
 Human Resource Management and Personnel Management
K.Aswathappa
 Marketing research
 G.C Beri
 Organizational behaviour
 P.Subba Rao
Websites:
 www.mytools.com
 www.citehr.com
 www.adityabirla.com
 www.ultratech.com
 www.google.com

SUMMARY
This document aims at providing employees and management members with the
information that can be beneficial both personally and professionally. Every business
enterprise has multiple objectives including of adequate profit for payment of a
reasonable rate of return to the owners and for investment in business through satisfaction
of customers, maintenance of a contended workforce and creation of a public image. The
basic job of management of any business is the effective utilization of available human
resources, technological, financial and physical resources for the achievement of the
business objectives.
This project entitled as “Employee motivation” was done to find out the factors which
will motivate the employees. The study undertakes various efforts to analyze all of them
in great details. The researcher in this project at the outset gives the clear idea of the
entire department existing in the company. From the study, the researcher was able to
find some of the important factors which motivate the employees. Factors like financial
incentives and non financial inventive, performance appraisal system, good relationship
with co-workers, promotional opportunities in the present job, employee participation in
decision making are very much effect the level employee motivation. It is also clear from
the study that the company is so eager in motivating their employees and their present
effort for it so far effective.
The human resources can play an important role in the realization of the objectives.
Employees work in the organization for the satisfaction of their needs. If the human
resources are not properly motivated, the management will not be able to accomplish the

desired results. Therefore, human resources should be managed with utmost care to
inspire, encourage and impel them to contribute their maximum for the achievement of
the business objectives.

CONCLUSION
The study concludes that, the motivational program procedure in ULTRA TECH
CEMENTS is found effective but not highly effective. The study on employee motivation
highlighted so many factors which will help to motivate the employees. The study was
conducted among 75 employees and collected information through structured
questionnaire. The study helped to findings which were related with employee
motivational programs which are provided in the organization.
The performance appraisal activities really play a major role in motivating the employees
of the organization. It is a major factor that makes an employee feels good in his work
and results in his satisfaction too. The organization can still concentrate on specific areas
which are evolved from this study in order to make the motivational programs more
effective. Only if the employees are properly motivated- they work well and only if they
work well the organization is going to benefit out it. Steps should be taken to improve the
motivational programs procedure in the future. The suggestions of this report may help in
this direction.

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Human Resource - Training & Development

The relevance of occupational psychology to Inventory management

Opportunities of employment in Inventory management

Governments have traditionally played a significant role in the promotion and

PVKK Institute of Technology 1

Research into the psychology of Inventory management

There is substantial literature concerned with the psychology of Inventory management,

PVKK Institute of Technology 2

PVKK Institute of Technology 3

Need of the Study

Advantages of Inventory management

Disadvantages of Inventory management

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Objective of the Study

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3. Learning time Reduction

Safety of anyone, either he is a worker, an officer or even a customer, is not something

5. Labor turnover Reduction

6. Keeping oneself Updated with Technology

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Scope of the Study

 The scope has considerably widened. It equips an individual with competencies

 Ultimately it aims commitment to profession through better QWL and employee

Importance of Training objectives

i. Articulate the goal of training: When, where, how, why, whom

ii. Communicate intent to learner

iii. Provide means of evaluation: significance and future valuation. eg in salary

iv. Assists in selection of materials, content, methods.

Elements of Training objectives

• Conditions of the training program: circumstances in which the outcomes should

• Standards of the training program: expected level of attainment in terms of quality “

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LIMITATIONS OF THE STUDY

 Another difficulty was very limited time-span of the project.

 Lack of experience of Researcher.

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PVKK Institute of Technology 10

Cement industry in India:

According to a report by the ICRA Industry Monitor, the installed capacity is

PVKK Institute of Technology 11

Encouraged by the positive response of the industry to the policy

PVKK Institute of Technology 12

Cement companies in India :

Fast rising Government Expenditure on Infrastructure sector in India has resulted a

 L & T Cement Plants

Types of cement in India

PVKK Institute of Technology 13

specifications of the BIS.

Some of the various types of cement produced in India are:

 Ordinary Portland Cement

 Portland Pozzolana Cement

Portland Pozzolana Cement is manufactured by blending pozzolanic materials, OPC

 Portland Blast Furnace Slag Cement

PVKK Institute of Technology 14

 Oil Well Cement

 Rapid Hardening Portland Cement

Rapid Hardening Portland Cement is manufactured by fusing together limestone (which