ORGANISATION STRUCTURE TRAINING at manjilas double horse for MBA christ university

ORGANISATIONAL STRUCTURAL TRAINING

BY JOHN PIUS

A PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE MASTER OF BUSINESS ADMINISTRATION

CHRIST UNIVERSITY INSTITUTE OF MANAGEMENT CHRIST UNIVERSITY, BANGALORE JUNE 2014

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CERTIFICATION

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ACKNOWLEDGEMENT I thank Christ University for giving me an opportunity to execute an organizational structural training project. I would also like to express the deepest gratefulness to my mentor Professor Dilip Chandra, for approving the company chosen by me and guiding me throughout the project period. Without his supervision and steady help this project might not have been conceivable. Also, a thank you to Manjilas Double Horse Company, Priya Sajeev (HR) and Deepi (HR) for guiding me during the project period and helping me to acquire necessary information. I likewise thank all the company departments and its team members for the valuable cooperation. Lastly, but not the least, May I express my sincere gratitude to God Almighty and my parents who have supported me all through my life.

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TABLE OF CONTENTS 1. Declaration by the Candidate ……………………………………………………………2 2. Acknowledgement……………………………………………………………………….3 3. Table Of Contents………………………………………………………………………..4 4. History of the Organisation………………………………………………………………6 5. Profile of the Products……………………………………………………………………7 6. Vision, Mission, Objectives & Strategies of the Organisation…………………………...8 i. Vision……………………………………………………………………..8 ii. Mission……………………………………………………………………8 iii. Business Objectives…………………………………………………….....8 iv. Marketing Objectives……………………………………………………...8 v. Strategies for further growth………………………………………………8 7. Organisational Design & Structure………………………………………………………..9 8. Functions of various departments………………………………………………………..10 i. HR Department…………………………………………………………..10 ii. Finance Department……………………………………………………...11 iii. Production Department…………………………………………………..12 iv. Marketing & Sales Department………………………………………….12 v. Research & Development Department…………………………………..13 vi. Quality Control Department……………………………………………..13 9. SWOT Analysis of the Organisation…………………………………………………….14 10. KRA of the Organisation………………………………………………………………...14 i. KRA of HR Department…………………………………………………15 ii. KRA of Research & Development Department………………………….15 iii. KRA of Production Department…………………………………………16 iv. KRA of Finance & Accounting Department……………………………16 v. KRA of Sales Department……………………………………………….17 vi. KRA of Manufacturing Department……………………………………..17 vii. KRA of Marketing Department………………………………………….17 viii. KRA of Marketing Trainer………………………………………………18

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ix. KRA of HR Specialist……………………………………………………18 x. KRA of General Manger or Senior Executive…………………………...18 xi. KRA of Secretarial, Clerical and Administrative Executives……………19 11. KR Activities of the Organisation………………………………………………………..19 12. Significant Factors for Success…………………………………………………………..20 13. System of Accounting Followed…………………………………………………………21 14. Product Promotional Measures…………………………………………………………..21 15. System Followed for Purchase of Materials……………………………………………..22 16. HRD Measures, Policies & Procedures Followed……………………………………….22 i. Leave Policy……………………………………………………………...22 ii. Loan Policy………………………………………………………………23 iii. Working Time Policy……………………………………………………23 iv. Accident Policy………………………………………………………….24 v. Visitors Policy……………………………………………………………25 vi. Computer Policy………………………………………………………....25 vii. Cell Phone Policy………………………………………………………..26 viii. Employee Communication Policy……………………………………….26 ix. Problem Resolution Policy………………………………………………27 17. Manpower Planning…………………………………………………………………...…28 18. Recruitment Policy & Performance Appraisal System………………………………….30 19. Future Plans for the growth of the Organisation…………………………………………30 20. Organisational Structure…………………………………………………………………30 21. Advantages & Disadvantages of the Organisational Structure…………………………..31 22. Recommendations to Overcome Drawbacks…………………………………………….31 23. Modifications to the Organisational Structure…………………………………………..32 24. Further Recommendations to the Company……………………………………………..34 25. Appendix 1 - Product Depth/Variants of Rice Products…………………………………35 26. Appendix 2 - Product Depth/Variants of Instant Products ……………………………...35 27. Appendix 3 - Communication Materials of the Company - Few Video Ads, A Print Ad, Brand Ambassador, Brand Logo…………………………………………………………35

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History of the Organization Manjilas, the mother brand of Double Horse, was founded in the year 1959, as a rice milling company selling high-quality rice grains. The brand, on the strength of its commitment to deliver only the best to its customers, has witnessed a phenomenal growth over the years. It revolutionized the food sector in Kerala becoming the first ISO 9001:2000 certified Rice Mill in the state and the first food brand to introduce sortex rice, stoneless rice and colour grading.

Inspired by the support of its customers and foreseeing the potential for traditional food that’s made easy to suit today’s busy, modern lifestyle, Manjilas Double Horse started introducing products- from rice powders- breakfast mixes to instant mixes, wheat products, curry powders and condiments made using ‘Perfect Blend technology’, naturally preserved pickles, health foods, ready-to-cook & ready-to-eat products, traditional preserves, coconut products and more; and is dedicatedly developing new and innovative product ranges, to keep up with its promise to deliver good food and in turn, inculcate a healthy eating habit.

The founder of the company Late Mr. M. O. John - a visionary, a philanthropic and a businessperson started off the firm with the aim of providing ‘Great sustenance, for all’. Mr. M.O John was also the General Secretary of Kerala Vyapara Vyavasayi Ekopnana Samithi, the biggest association of entrepreneurs in Kerala and the President of Chamber of Commerce, Thrissur. His entrepreneurial abilities made him a pioneer of his times, and his brand –the pioneer for more than 50 years.

Today, Manjilas Double Horse offers its customers the widest variety of good food with more than 20 superior types of rice and 100 premium quality food products in different ranges.

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Profile of the Products RICE PRODUCTS  Rice  Rice Products  Puttupodi

WHEAT PRODUCTS  Chakki Fresh Atta  Samba Broken Wheat  Broken Wheat  Wheat Rava Pls refer Appendix 1 for  Samba Wheat Rava variants  Roasted Rava  Vermicelli Roasted (Short Cut)  Long Vermicelli

PASTE  Garlic Paste  Ginger Paste  Tamarind Paste  Ginger Garlic Paste

HEALTH PRODUCTS  Banana Powder  Health Mix  Ragi Vita  Ragi Powder

CONDIMENTS

MASALAS

 

 Sambar  Veg Powder Pickles  Chicken  Non Masala Veg  Meat Pickles Masala  Vegetab  Pickle les In Powder Brine  Fish Masala  Rasam Powder  Vegetable Masala  Egg Roast Masala  Biriyani Masala  Garam Masala

    

Chilli Powder Coriander Powder Turmeric Powder Pepper Powder Ginger Powder Crushed Chilli Kashmiri Chilli

INSTANT  Instant Ready to Cook Curry Mix  Instant Ready to eat Payasams  Instant Ready to eat  Instant Breakfast

PICKLES

SWEET DISHES  Palada Payasam Mix  Rice Palada Payasam Mix  Vermicelli Kheer Mix  Rice Ada  Diet Payasam Mix

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Vision, Mission, Objectives, and Strategies of the Organization Vision To be a leader in the food industry, offering the widest variety of high - quality food products that become a way of life for all those who love good food, across the globe.

Mission To come out with a wide variety of innovative food products, that combines health, taste & convenience, so as to make cooking good food fun & easy.

Business Objectives  

To achieve a turnover of 500 Cr in the next 5 years To dominate the market in Kerala

Marketing Objectives  

To dominate the national market rather than limiting the reach to just the Kerala market To be the most preferred brand amongst malayalees

Strategies for further growth      

Expand the ready – to – eat food products to further market To introduce frozen food products to the product line Introduce the products through a trial and error method inorder to seek the opinion of the target group High Quality Packing Variety In Products Uncompromised quality in food products

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Organizational Design and Structure CHAIRMAN

MANGING DIRECTOR

BOARD OF DIRECTORS

GM PRODUCTION

GM PURCHASE

ASST GM PRODUCTION

GM FINANCE

GM MARKETING

GM HR

GM QUALITY CONTROL

ASST GM PURHCASE

ASST GM FINANCE

ASST GM MARKETING

ASST GM HR

ASST GM QUALITY

PRODUCTION MANAGER

PURCHASE MANAGERS

FINANCE MANAGER

MARKETING MANAGER

HR MANAGER

QUALITY MANAGER

SUPERVISORS

SUPERVISORS

CHEIF ACCOUNTANT

ASST. MARKETING MANAGER

ASST. HRM

QUALITY CONTROLLER

WORKERS

WORKERS

ACCOUNT STAFFS

AREA SALES MANAGER

SUPERVISORS

SALES EXECUTIVE

WORKERS

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Functions of Various Departments HR Department Management is one of the most complex and challenging field of Endeavour. The scope of HR department is very vast. It includes all the major activity in the working life of a worker from the time of his or her entry to an organization until he or she leaves. Personnel management is planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of personnel to the extent the individual, organizational and social objectives are accomplished. This department treats people as an important asset to be used for the benefit of the organization, employees and society. It is emerging now as a distinct philosophy of management aiming at policies that promote mutual goals, mutual respects, mutual rewards and mutual responsibilities. The role of the HR department is to manage and motivate employees in the workplace. The specific roles of this department include: selection, recruitment, induction and training of employees, organising appraisals, managing payment systems and organising termination of employees. The department is also responsible overall for implementing government policies regarding the workforce according to labour laws.

Manjilas group of companies has a common HR department for all the mills and units. This department is located in the head office. All the units will have an HR executive who will report to HR department at the head office. Total Human resource in the group is 1101 including staffs and trainees. The HR department has to look after the ESI, PF and salary of all these staffs every month. The HR manager will go to each unit every month personally to sort out the problems in the mills. There are all together 4 executives at the head office working under this department. The key activities of HR department includes the following, which when effectively integrated provide significant, economic benefits to the company.         

Workforce Planning Recruitment Induction, Orientation and On – Boarding Skills Management Training and Development Personnel Administration Compensation in wage or salary Time Management Travel Management

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    

Payroll Employee Benefit Administration Personnel Cost Planning Performance Appraisal Labour Relation

Finance Department Procurement of capital is one of the most important milestones of ideating a business. It is equally significant to channelize and allocate finance to various units that enhances successful running of the business. Thus finance is an important aspect in achieving the progress of the organization. The functions of finance department are diverse with distinct procedures for each activities. (For instance, purchase of raw materials, payment of salaries towards staffs, marketing activities, statutory payments like taxes and so on). The finance department of double horse includes finance manager, chief accountant and account staffs. The main activities of finance department are broadly classified into three. They are as follows:

Procurement Of Funds

Allocation Of Funds

Finance Research & Analysis Procurement of Funds The funds are collected for the effective usage of finance resources. The company collects funds from the following sources.  As loans – loans can be taken from banks and other financial institutions in the form of Bank OD, cash credits, bank loans etc  Investments – The capital of the company is funded by venture capitalists and through Angel funding. Investments like insurance, fixed deposits are also a source of finance  Funds from sales – The funds emerging from sales are in the form of cash or credit. In the case of cash sales the cash is directly received by the department and in the case of credit sale, cash is collected from the debtors within a certain period

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Allocation of Funds It is of great significance for the finance department to channelize the fund in strategic manner for the existence and operation if the business. The funds would be allocated to the following:       

Procurement of raw materials Employee wages and office salary Office expenses Taxes and other legal expenses Maintenance expenses Carriage and transportation Petty expenses

Finance Research and Analysis The various research and analysis techniques that helps improve the firms’ running are as follows.  Ratio analysis – gross profit ratio, net profit ratio, solvency, working capital turnover ratios, current and liquidity ratios  Cost sheets of production – To control costs  Profit and loss statements, balance sheet and cash flow statements to guide, monitor and update the financial status of the organization.

Production Department The production department is crucial in an industrial organization like Manjilas Double Horse. Production is the process by which raw materials and other inputs are converted into finished products. Organizational wealth is determined by production. In a specified period of time, the aggregate amount of goods and services produced in an organization is known as wealth. The time frame may be short, medium or long depending on the type of product or services produced. Production of goods as the fabrication of the physical object is of the resources available to the manager. These resources include men, material, money, methods and machines. Production of services is nothing but the discharge of function which has some utility to somebody. The interpretation of the production of goods and services is a broader one. In general, the production is equated with manufacturing which is myopic interpretation. Fundamentally, they may look alike the position being maintained in that there is no difference between tangible and something which provides advice, assistance, helper information. In both cases, outputs are not similar.

Marketing and Sales Department Marketing and Sales Department of Manjilas Double Horse consists of marketing manager, north area and south area managers, area sales managers, sales executives and marketing coordinator. The marketing and sales department is headed by the Marketing manager.

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Functions The marketing and sales departments’ functions are vast; a few of which is mentioned beneath:            

Monitoring of sales in the area Monitoring of prices and terms of company products compared to competitors Processing credit proposals for dealers and institution Processing proposals for extending special incentives / credit terms to dealers Committee work for appropriate cancellation of dealers Processing proposals for special arrangements / sales terms with bulk buyers / commodity Sales force motivation through internal & external training programs Processing and sending replies to audit queries at divisional establishments Monitoring overdue and outstanding of area / credit management Co-ordination of sales promotion and market development activities Supervising and controlling the sales promotion service department Monitoring the marketing communication

Research and Development Department Double horse food products have well established R & D department involved in the development of traditional as well as innovative products giving novelty to the customers taste and appetite. As a part of the golden jubilee year (2009), the company aimed at launching 50 new products with prime importance for ready to eat products and masala mixes.

Quality Control Department Quality control department refers to the ways and means where quality standards are maintained. The aim of quality control is not only to improve quality of products, but also to eliminate bad quality goods. Once the quality standard is set, then it should be achieved and maintained in future and efforts should be made to improve it further. Manjilas group of companies have set up a quality control department for the purpose of determining the quality of the product. Different types of tools are used for the purpose of checking control. Their department consists of 7 people headed by the quality control manager. Double horse emphasis on maintaining strict quality parameters that involves the detection of    

Total bacterial count Total fungal count Collide forms Detection of pathogens like e.coli, Staphylococcus, salmonella, bacillus, listeria, clostridium and so on.

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SWOT Analysis of the Organization STRENGTHS  Large exporters of rice and food products  Wider reach by exporting products to outside India  Provide large volume of employment opportunities  More than 1100 skilled labourers  Variety in food products  Use of high – quality equipments imported from Japan  Provides good welfare benefits to employees

OPPURTUNITIES  High demand in foreign and local markets  Introduction of sachet packets

WEAKNESSES  Comparatively low degree of promotional policies  Poor performance appraisal programs  Weak training methods

THREATS  Increasing competition from existing players and new entrants  Changing Consumer Behaviour (Consumer shifting to western diets and menus)

KRA of the Organization The following are the key result areas that the organization as a whole focuses upon.  PROFIT: The net profit or surplus before tax planning efforts, produced by the efficient operation and effective administration of your enterprise.  SALES/INCOME/REVENUE: The gross or top line billing/invoicing produced by all operational activities of your enterprise.  COMMUNITY IMAGE: The way your organization is perceived by the social, vendor, customer and employee communities - Stakeholder perceptions.

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 CUSTOMER/CLIENT SATISFACTION: The policies, procedures and values that determine how your people provide service, and to what degree your customers/clients' needs will be satisfied.  PHYSICAL ENVIRONMENT (PLACE): The physical space, layout, ambiance, tools and equipment that your people work in and with.  PEOPLE: The number, positions, qualifications, pay scales, benefits and training/development needs of your people at all levels. How you compensate them, how you recruit, hire, appraise performance, promote and transfer, your organization's policies & structure.  DIVERSIFICATION: The identification/creation/acquisition of new products, services, geographic & demographic markets to ensure your organization's continued competitive viability.  SYSTEMS, PROCEDURES & TECHNOLOGY: The methods, principles and technologies used, the "way the company does things," to ensure the best use of human, financial and equipment resources to generate profit and satisfy your customers.

KRA of HR department         

Recruitment/ Selection Workforce Planning Diversity Management Performance Management Reward Management Workplace Management Industrial Relations Safety And Health Workplace Building Capabilities And Organization Learning

KRA of Research & Development Department        

Plan and estimate development activities. Hold reviews to validate designs & analysis. Working out on budget Cost analysis Minimize purchasing costs New Product development & Testing. Value engineering & innovative solutions Analysis of customer requirements. Coordinate with the factory and suppliers for product development.

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 Preparation of SOP’s. Authorize all documents for development of new product. Preparation of technical documentation and resolve product problems.  Define specifications of all the instruments & research materials for conducting the experiments.  Evaluate competitors offerings technically & commercially.

KRA of Production Department                     

Good working conditions Product development Preventive maintenance Delivery management Minimize downtime and meet annual production target as per expected cycle time Resource utilization Maximizing quality of product, efficiency of production and maximize production rates Maximize plant efficiency through teamwork and innovation Operational costs Minimize the scrap level/wastage reduction Control overhead expenditure Stock control Reduction in operating costs Minimize the inventory levels Implementation of quality control programs Apply newer management techniques such as ISO, TQM, Six Sigma, etc. Application and acceptance of new technology Shop floor improvements Productivity: Improvement of process Record Keeping Customer Satisfaction

KRA of Finance and Accounting Department          

Credit referencing Management information Capital expenditure Security Financial analysis Cost control Internal audit Regulatory reporting Credit control Financial records

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    

Cashflow forecasting Budgeting Costing Sales New business acquisition

KRA of Sales Department           

New business acquisition Territory management Customer care Lead generation Lead follow up (internal and external) Account management Customer retention Interpersonal skills Negotiating skills Product knowledge Sales forecasting

KRA of Manufacturing Department         

Stock control Maintenance Labour relations Waste management Reworks Productivity Health and Safety Quality control Record keeping

KRA of Marketing Department          

Advertising Promotional strategy Hold/ Participate in events Pricing Market research Field support Marketing materials Media relations Sales support Agency relations

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 Strategize Marketing Mediums

KRA of the Marketing Trainer     

Design of solutions Delivery of solutions Evaluation of solutions Budgets Client satisfaction  Innovation

KRA of the Human Resource Specialist         

Staffing Employee relations Employee development Compensation planning and administration Policy development Benefits administration Career development Statutory compliance Human Resource information systems

KRA of General Manager or Senior Executive              

Internal operations Market development Profitability Organisational structure Organisational vision and mission Asset and liability management Board of directors relationship Productivity Financial strategy Business development Technology Customer satisfaction Community relations Regulatory compliance

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KRA of Secretarial, Clerical and Administrative Executives          

Correspondence Filing Records management Administrative support Internal customer relations Equipment maintenance Forms administration Scheduling Supply maintenance and purchasing Telephone coverage  Project support

K R Activities of the Organization The key result areas (KRA) of each individual in an organization can be broken down into key performance areas (KPA) and performance indicators (KPI). KPA’s are necessary to decide the performance appraisals of individuals annually. KPI’s are a set of activities that is vital to carry forward their functions and achieve their assigned goals.

KR Activity 1

Key Performance Area 1

KR Activity 2

Key Performance Area 2......

KR Activity 3....

Key Result Areas

KR Activities will be further explained through an example below.

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Objective

The Objective is to improve productivity of the company. This objective is to be achieved by the HR Department

Key Result Areas (KRA)

Key Performance Areas Key Result Activities (KPA)

Recruitment & Selection

KPA 1 – Recruitment KPA 2 - Selection

KR Activities for Recruitment 1. Invite Applications

Performance Management

KPA 1 – Performance Appraisals KPA 2 – Succession Planning 2.

Reward Management

Building Capabilities & Organizational Relationships

KPA 1 – Market Oriented Salary Structuring KPA 2 – Benefits Planning KPA 1 – Training KPA 2 – Management Development

3.

4. 5. 6.

(Campus Placement, Online/Print/ Ads), Word – of- mouth etc) Screen the received applications Narrow down the list of applicants to the most qualifying Announce the final rounds of interview Conduct the final selection rounds Select suitable candidate/ prospective employee to the required profile

Significant Factors for Success  Every step of the company was aligned to the vision seeded by the founder of the

company Mr MO John and this has been a significant factor that determined the success of the company. Double Horse succeeded in providing good quality diverse products to every individual and ceased to compromise on the quality of its products.  The company set themselves apart in being innovative at every stage. They were the pioneers in introducing unique packaging, product quality, technological impediments, marketing techniques, machineries etc.  The company made the right move at the right time by expanding to the market oversees. A large number of malayalees shift to gulf countries for work and it was a strategically woven effort by the company to tap this market opportunity.

21  The company has been serving the market for more than 50 years and is well accepted by

the target market  They have also succeeded in updating their product line and product quality as to suit the needs of the changing consumer behaviour and market environment These are the major factors for the success of the company.

System of Accounting Followed The accounting system of Manjilas Group is supported by German software system SAP. It builds service orientation directly into its solutions through a technology called as SAP NetWeaver. This software supports companies in the development of their own service oriented architectures. Functional units of SAP are split across different organizational units for R&D needs, field activities and customer support. The main advantage of SAP system is that, this system enables the users to get to know the full details of an employee right from the day of his/her arrival in the organization. Pay role is processed using SAP. Even if an employee is absent, that will be also marked in his profile using SAP. Finally, when an employee salary is computed, the SAP will calculate his/her salary depending upon the number of leaves taken. This will help the organization into reducing its human effort.

Product Promotional Measures Manjilas Group of Companies promotes its brands through advertisements and other sales promotional techniques. The Double Horse brand advertises through Television, Newspapers, Magazines and Digitally. They advertise throughout Kerala state through banners and posters. The company presently targets Keralites in Gulf Regions as well. In the Gulf Countries, the brand advertisements extend into Malayalam Channels, Stickers, Banners and Brochures. The marketing communication of Manjilas Double Horse products are done by a P R agency named– Brand ID. This agency handles the advertisements for the television and print media. Double Horse products advertisements are usually given during the festival seasons of Kerala. Other than these ads, the company gives offers to its distributors of all regions for procurement of shelf space. (Please refer Appendix 3 for the brochure, leaflets and other print and video communications)

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System followed for purchase of materials The materials are also purchased on the basis of the data notified by SAP. The software intimates the respective department/ purchase managers about the minimum stocks to keep, stock level, ingredients to be purchased, the units from where purchases are made nationally etc. The group has processing units at Thrissur, Palakad, Coimbatore and Pondicherry. The company does not compromise on quality of its ingredients or products. They usually follow credit system in purchases as the purchases are made in bulk from regular suppliers. Manjilas introduced Kerala’s first SAP solution which made procurement of real-time inventory feasible over a large network.

HRD Measures, Policies & Procedures Followed Leave Policy Leave policies of Double Horse applicable for the different types of leaves are briefly explained below: Annual Leave An employee may use annual leave for vacations, rest and relaxation, and personal business or emergencies. An employee has a right to take annual leave, subject to the right of the supervisor to schedule the time at which annual leave may be taken. Sick Leave Sick leave (or sickness pay or sick pay) is an employee benefit in the form of paid leave which can be taken during periods of sickness, to attend doctor visits, or to care for family members. Maternity Leave Maternity leave, now often called parental or family leave, is the time a mother (or father) takes off from work for the birth or adoption of a child. Time in Lieu Time-in-lieu will be granted to those employees who are required by their manager to work outside of their normal job function. All time-in-lieu granted will be added to the employee’s annual leave. The company will maintain time-in-lieu accounts which will record time-in-lieu credits and debits. This allows management to provide time-in-lieu as a discretionary benefit. Generally, time-in-lieu should be taken within the same financial year within which it is accrued.

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Emergency Services Leave If an employee needs to take temporary absence from work because of voluntary emergency management activities then they must make a request to management for leave. The total absence for such leave must be reasonable (take into account current work deadlines etc) and must be agreed between the employee and management.Company may refuse a request by an employee to attend emergencies if they are urgently required at work. If an employee does not accept the decision of the directors and leaves work without permission, they may be subject to disciplinary proceedings including dismissal. Leave without pay An application giving personal details, employment details, the amount of time and the reason for the leave should be submitted by the employee. Bereavement Leave Compassionate leave is paid leave taken by an employee for the purposes of spending time with a family member/member of employee’s household, who has a personal illness, or injury, that poses a serious threat to his/her life, or after the death of a family member/member of the employee’s household.

Loan Policy General loans policy The company provides loans for general purpose such a marriage of self or own sisters, accidents and emergencies such as accidents, hospitalization and death in the family (Self, spouse, children and parents). These loans are provided to permanent employees who have completed 1 years of service. Loans procedure The applicant has to fill a loan application form (as per annexure).The duly filled form is thereafter forwarded to HR department with respective department heads comments on it. The HR Department verifies the eligibility amount and forwards the application to Vice President for approval. The sanction / rejection of loan is finally at the discretion of the Vice President. After the loan is sanctioned, an advice is given by HR to Finance to process the payment. If an Employee leaves the organization before the repayment of the full loan amount, the employee is liable to pay the balance of the loan amount before being relieved.

Working Time Policy Working hours The normal work schedule for all employees is Monday to Saturday. The prescribed working hours are from 9.00 a.m. to 05.30 p.m. for women and from 9.00 a.m. to 6.00 p.m. for men. Operational demands may necessitate variations in starting and ending times.

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Employee code number Whenever an employee joins the organizations a trainee; probation; permanent he / she is alloted a code number which shall be referred in all the official transactions in addition to his name. Attendance Register Employees are required to punch time card shall get cards punched in the time clock at the time of reporting for duty and at the time of leaving duty. All employees shall report to their place of work punctually at the specified time in the manner directed by the management from time to time. Systematic Work schedules and attendance of each employee is also registered in SAP software. SAP plays a significant role on deciding the salary, appraisal and incentives to the respective employee. An employee who is absent from duty without prior or post factor sanctioned leave shall be liable for deduction of wages for the period of his absence. Employee Movement Passes When ever an employee intends to leave the premises or sent on official work before schedule ending or the shift, he / she shall be allowed in writing to leave the premises by the authorized official, the same is called employee movement pass. Identity badge Every employee excluding (Casual / Temporary / Apprentice ) will be issued an Identity Badge or other means of identifications. Every employee shall take atmost care to ensure against loss or theft of the Identity Badge. Loss or theft of the Badge shall be immediately notified in writing to the issuing authority. Every employee shall were Identity Badge in a conspicuous Position on his dress and hold the same in his custody while on duty as directed by the management from time to time.

Accident Policy The Production unit of the company could be prone to accidents as there would be high use of machines. Hence, the following accident policies apply mainly to those employees who work in the manufacturing and production units of the firm.  All control buttons and switches shall be properly identified as to their function and purpose  All control buttons and switches shall be colour-coded  All unsafe work conditions are reported to a supervisor or the safety coordinator.  Report, in writing, all work-related accidents, injuries or illnesses to a supervisor or the safety coordinator  Correct or report any safety device that is missing or inoperative  Return tools and equipment to proper storage place after use

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 Oily rags and containers that contained flammable liquids shall be disposed of immediately after use in covered metal containers  Qualified personnel shall perform maintenance of equipment.  No jewellery, long hair or loose clothing is allowed around any machinery while operating  Aisles and emergency exits shall be kept free of debris at all times and maintain a minimum width of 24″  Floors shall be kept clean and dry  Floors and platforms shall be kept free of projections, obstructions, holes and loose boards  Exits shall never be blocked or obstructed  Fire extinguishers shall not be blocked or obstructed at any time  Safety devices and guards shall not be removed, and/or will be replaced before operating any machine  Smoking is not allowed in any enclosed space, which is company property  Proper hygiene shall be used when leaving or returning to work areas for break and meal periods (i.e., washing hands)

Visitors Policy General visitor policy All employees need to ensure that any visitor coming to meet them takes prior appointment as far as possible. All the visitors to the premises must be met and the discussions held in the common reception/discussion area. If anyone is found to be transgressing this he/she shall be liable for suitable disciplinary action including termination from the services & organization reserves the right to prosecute the employee concerned or recover the damage incurred thereof. Procedure of visitor policy On the arrival of the visitor, Security would inform the concerned person who can either receive the visitor himself or direct the guest to the visitor’s area. After the visit the visitor should be escorted to the reception. However, if a visitor comes uninformed, security will check with the concerned person. If the person declines to accept or to receive the guest, the visitor would be sent back. If the visitor is accepted then the above-mentioned procedure will be followed. An employee is not expected to:  Discuss his/her company related activities with an outsider  Give out customer information  Comment on issues that are a subject matter in the court of law  Discuss financial projections of the company  Discuss plans, programs, products or operations of the company.

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Computer Policy

    

    

Use of technology equipment Log in using employee’s own appropriate account. It is never acceptable to use someone else’s account Use computers for the purpose directed by business in charge. Employees are not to play games or use any other software unless the admin has given specific permission for this. Do not tamper with the computer system. It is unacceptable to seek access to restricted areas of the computer network Do not swap around any equipment. That is, no changing of keyboards, mice or other equipment from one computer to another. When a employee has been allocated a password, it is the employee’s responsibility to remember that password. If a employee forgets their password, he/she is to report to the IT manager to have it changed. Computer usage guidelines Users are to have valid, authorized accounts and may only use those computer resources which are specifically authorized. Users may only use their account in accordance with its authorized purpose. Users are responsible for safeguarding their own computer account. Users should not let another person use their account unless authorized by the system administrator for a specific purpose. Passwords should be changed often to ensure that private and secure files are kept secure.

Cell Phone Policy       

Providing cell phone Company may purchase cell phones and pay for service that apply for some positions such as senior management, sells staff All equipment purchased remains the property of the company A provided cell phone request form must be approved by the director The submitting department must keep the approved records on file and available for internal or external audit All cell phone invoices must be kept with the monthly purchasing card documentation No personal calls are allowed on company-provided cell phones Admin manager must review the monthly bills of company-provided cell phones to ensure that no personal calls were made

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Employee Communication Policy Internal Magazine The company circulates to all its employees an internal magazine (quarterly) christened ‘We at Manjilas’. Notice Boards All communication from the management to the employees will be put up on the notice board as early as possible by the management. Bulletin Board The Company will keep a Bulletin Board at a prominent Location in the Office for all its internal communications. Employees are requested to update themselves on the changes in the Bulletin Board. Web Mail The Company will also use the Web Mail to communicate with the employees. Board Meetings Board Meetings will be held at frequent intervals and only the Senior Level as authorized by the management are allowed to attend these meetings. Other personnel may be invited to attend on a need basis. All directors are involved in the decision making process and will have one vote each. The Managing Director will have the absolute right to decide which subject on the agenda will be put through a voting process and the final decision will be made by the Managing Director or the General Manager in his absence after the vote which will be binding on all Employees. Minutes of the Previous Board Meeting will be circulated at the subsequent Board Meeting. Staff meetings will be held at least two (2) times a year. These informative meetings allow Employees to be informed of recent Company activities and changes in the workplace. Suggestion Box The Company encourages employees who have suggestions that they do not want to offer orally or in person to write them down and leave them with their Superior or the Management. Every care will be taken to preserve the Employee’s privacy. No action will be taken on anonymous complaints or suggestions and the management has the right to reject such suggestions. Suggestions may be sent by e- mail to their respective Superior or Departmental Manager. Procedure for Handling Complaints Under normal working conditions, Employees who have a job-related problem, question or complaint should first discuss it with their immediate Superior. At this level, Employees usually reach the simplest, quickest, and most satisfactory solution. If the Employee and Superior cannot solve the problem, the Company encourages the Employee to escalate the issue upwards in the management hierarchy until the problem is resolved.

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Grievances An employee shall convey grievances to the Management only in writing. The Management shall respond, in writing and within a reasonable time, as to whether the grievances would be given due consideration or otherwise. The Management may opt to implement corrective measures immediately or at their discretion, establish a Board of Inquiry to review and consider the grievances. The Board of Inquiry shall recommend to Management the corrective measures to be undertaken

Problem Resolution Policy Company is committed to providing the best possible working conditions for its employees. Part of this commitment is encouraging an open and frank atmosphere in which any problem, complaint, suggestion, or question receives a timely response from company supervisors and management. Company strives to ensure fair and honest treatment of all employees. Supervisors, managers, and employees are expected to treat each other with mutual respect. Employees are encouraged to offer positive and constructive criticism. If employees disagree with established rules of conduct, policies, or practices, they can express their concern through the problem resolution procedure. No employee will be penalized, formally or informally, for voicing a complaint with company in a reasonable, business-like manner, or for using the problem resolution procedure.

Manpower Planning Budgeting of manpower or sanction for positions is approved by the Managing Director. This sanction is only for an increase in actual man power numbers. The HR head also approves replacements. The total head count for any function has to be kept within sanctioned limits. Human Resource and Administration Department is one which facilitates smooth working of an organization by looking into the human resource side and the overall administration of the organization. The manpower planning of Manjilas Group of Companies extends to the following domains.  Selection, Recruitment and Induction  Training

 

Internal Review every Thursday for every employees Training for the marketing department once in every 2 years by an external trainer

 Welfare  Industrial Relation

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 Safety and Security  Other Administrative Functions

Recruitment Policy & Performance Appraisal System It is the policy of Manjilas to recruit appropriate candidates matching the companies HR requirements in terms of qualifications, experience, attitude and values. The company shall remain competitive and maintain a lean and flat organization by recruiting in a planned way. The recruitment is done by giving advertisement in newspapers and also through placement agencies. Selection is through interview. There is an induction training of 2 days. The new employees have to undergo a training program of 6 months and also a probation period of 6 months. Performance appraisal is done annually. A Training Need Analysis is also done as part of the appraisal program. The result of appraisal will affect the increment, promotion, transfer and so on. Periodical training is given to employees once in every 3 months. The company recently introduced a grievance handling and welfare cell to make the grievance handling procedure more effective. Wages are according to long term settlement of 3 years which will expire in March 2017. The LTS is based on the lateral discussion. The main trade union in the company is TUCA. Management staffs are given salary based on the group fixed pay scale.

Employment Category Each employee will belong to one of the employment category given below: Regular full-time employees Regular full-time employees are those who are not in a temporary or probation status and who are regularly scheduled to work company full-time schedule. Generally, they are eligible for company benefit package, subject to the terms, conditions, and limitations of each benefit program. Probation employees Probation is those whose performance is being evaluated to determine whether further employment in a specific position or with company is appropriate. Employees who satisfactorily complete the probation period will be notified of their new employment classification. Contractual employees Contractual employees are those who are hired as interim replacements, to temporarily supplement the work force, or to assist in the completion of a specific project. Employment assignments in this category are of a limited duration. Employment beyond any initially stated period does not in any way imply a change in employment status. Temporary employees retain

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that status unless and until notified of a change. While temporary employees receive all legally mandated benefits, they are ineligible for all of company other benefit programs. Casual employees Casual employees are those who have established an employment relationship with company but who are assigned to work on an intermittent and/or unpredictable basis. While they receive all legally mandated benefits, they are ineligible for all of company other benefit programs.

Future plans for the growth of the organization As of now, the primary target group of the firm is malayalees all over the world. However, they aim for a national level market in the future by diversifying the product line of food product categories of respective regions. Besides this, the company is also planning to introduce snacks and a frozen foods category. The company also aims to imbibe ‘Retort’ – an advanced production process/ technology in order to increase the longevity for ready to eat products. This expanded technology is to be introduced aiming larger market share and wider reach.

Organizational Structure The organisational structure followed in Manjilas Double Horse is in the form of ‘line’. A line organisation has only direct, vertical relationships between different levels in the firm. There are only line departments - departments directly involved in accomplishing the primary goal of the organisation. For example, in a typical firm, line departments include production and marketing. In a line organisation authority follows the chain of command. The picture below illustrates a single line organisational structure.

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Features of Line Organisational Structure It has only direct vertical relationships between different levels in the firm.

Advantages of Line Organizational Structure Some of the advantages of a pure line organisation are: (i) A line structure tends to simplify and clarify responsibility, authority and accountability relationships. The levels of responsibility and authority are likely to be precise and understandable. (ii) A line structure promotes fast decision making and flexibility. (iii) Because line organisations are usually small, managements and employees have greater closeness.

Disadvantages of Line Organizational Structure However, there are some disadvantages also. They are: (i) As the firm grows larger, line organisation becomes more ineffective. (ii) Improved speed and flexibility may not offset the lack of specialized knowledge. (iii) Managers may have to become experts in too many fields. (iv) There is a tendency to become overly dependent on the few key people who perform numerous jobs.

Recommendations to overcome the drawbacks The drawbacks of line organizational structure are prone to occur in Manjilas Double Horse. In the line organisation, the line managers cannot be experts in all the functions they are required to perform. But in the functional authority organisation, staff personnel who are specialists in some fields are given functional authority (The right of staff specialists to issue orders in their own names in designated areas). This helps overcoming the disadvantages of a line organisational structure of the company. Thus, opting a functional organisational structure is better for this company. An organisation where staff departments have authority over line personnel in narrow areas of specialization is known as functional authority organisation.

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Exhibit illustrates a staff or functional authority organisational structure.

Modifications to the organization structure The organisational system currently followed in Manjilas Double Horse can be modified to a system which has both the qualities of both Line and Staff / functional authorities. Most large organisations have direct, vertical relationships between different levels and also specialists responsible for advising and assisting line managers. Such organisations have both line and staff departments. Staff departments provide line people with advice and assistance in specialized areas (for example, quality control advising production department)

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. Features: 1. Line and staff have direct vertical relationship between different levels. 2. Staff specialists are responsible for advising and assisting line managers/officers in specialized areas. 3. These types of specialized staff are (a) Advisory, (b) Service, (c) Control e.g., The line, line and staff and functional authority organisational structures facilitate establishment and distribution of authority for vertical coordination and control rather than horizontal relationships. Thus it enables a mix of both the line and functional authority systems customised considering the work scenario at Manjilas Double Horse.

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Further Recommendations to the Company  Comparatively low degree of promotional policies The distribution of Double Horse Products is done only through middlemen distributors and not to direct retailers. Though certain incentives are given to the distributors to push the shelf space and space allocations, the company have not introduced sales promotional offers uptill now. I believe, introducing sales promotional offers (seasonal/ non – seasonal) can induce bulk buying and impulse buying of products.  Poor performance appraisal programs

Better performance appraisals will act as a motivator to the employees thus increasing productivity to a large share  Weak training methods

Training measures could be strengthened and proper training has to be given to all recruits. Training areas should cover functional responsibilities, effective communication, social media management, grooming and personal development.  Weak online presence Marketing through online plays a good role in spreading the brand name over a large crowd in short time. Online reputation management and social media monitoring are other areas that the company should focus upon. The social media presence (Face book, twitter etc.) of Double Horse is poor and non-interactive and their corporate and promotional ads have very low hits in sites like YouTube.

Appendix 1 Product Depth / Variants of Rice, Rice Products and Puttupodi RICE

RICE PRODUCTS

PUTTUPODI

    

 Easy Palappam Mix  Appam Idiyappam Pathiri Rice Flour  Aval Thick  Dosa Mix

    

Cherumani Jyothi Matta Red Raw Rice Matta Broken Ponni Rice

White Puttu Podi Samba Wheat Puttu Podi Chemba Puttu Podi Ragi Puttu Podi Corn Puttu Podi

35        

    

Single Matta Jaya Rice Idli Rice Raw Rice Meals Ghee Rice  BT Meal

White Rice Flour Idly Mix Roasted Pathiri Flour Palappam Mix Vattayappam Mix Red Aval White Aval Thick Aval

Appendix 2 Product Depth/ Variances for Instant Products

READY TO COOK CURRY MIX  Chicken Biryani Mix  Kerala Meat Curry Mix  Kerala Chicken Curry Mix  Kerala Fish Curry Mix  Sambar Mix

  

INSTANT PAYASAMS

READY TO EAT

INSTANT BREAKFAST

Wheat Payasam Palada Payasam Vermicelli Payasam

 Chakka Varatty (Jack Fruit Dessert)  Pazham Varatty (Kerala Banana Jam)  Boiled Chinese Potato (Koorkka)  Nadan Kappa Puzhukku (Kerala Tapioca Curry)  Roasted Coconut Gravy

 Instant Idiyappam  Rice Sevai  Upuma Mix

Appendix 3 Communication Materials of the Company Few Video Ads https://www.youtube.com/watch?v=AphFCZzyn5k https://www.youtube.com/watch?v=ud3acPwOSSA https://www.youtube.com/watch?v=sd4xz7GEUA8 https://www.youtube.com/watch?v=iXgjlp49AAs

A Print Ad of the Company

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Brand Ambassador – South Indian Actress Sobhana

Brand Logo