SUMMER INTERNSHIP TRAINING AT

DEIVEEGAM DYERS , SIPCOT,

PERUNDURAI ,ERODE.

BA4312- Summer Training Report

Submitted by
SARATH.L
Register No: 730323631046

In partial fulfillment for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

IN

Department of MBA

BUILDERS ENGINEERING COLLEGE

KANGAYAM -638 108 September 2024
 BUILDERS ENGINEERING COLLEGE
KANGAYAM -638 108
September 2024

BONAFIDE CERTIFICATE
Certified that this Summer Training Report titled “AN ORGANIZATIONAL STUDY ON DEIVEEGAM
DYERS PVT LTD ,SIPCOT,ERODE.”is the work of SARATH.L,Reg.No:730323631046 who carried-out
the work under my super vision. Certified further that to the best of my knowledge the work
reported herein does not form part of any other Summer Training Report or dissertation on the
basis of which a degree or award was conferred on an earlier occasion on this or any other
candidate.

…………………………….…………….. ………......................................

Signature of the HOD Signature of the Guide

Mr. S.RAVI SHANKAR B .Sc (IT)MBA, Ph.

Dr. V. PARAMASIVAM MBA., M.Phil., Ph.D., D
Professor Professor

Submitted to the Department of MBA &. Affiliated to Anna

University for the examination held on ………………………………

................................. ………………………………
Internal Examiner 1 External Examiner 2
 DECLARATION

I affirm that the Summer Training Report titled “Internship Summer Training Undergone at
DEIVEEGAM DYERS , SIPCOT,ERODE” being submitted in partial fulfillment for the award of
Master of Business Administration is the original work carried out by me. It has not formed
part of any other summer training work submitted for award of any degree or diploma,
either in this or any other University.

Signature of the Student

SARATH.L
Register No: 730323631046

I certify that the declaration made above by the student is true.

Signature of the Faculty Guide

Mr. S.RAVI SHANKAR B .Sc (IT)MBA, Ph. D

Professor / MBA
 ACKNOWLEDGEMENT

I wish to express my sincere thanks to the honorable Chairman of Kangeyam Group of

Institutions Thiru. N. RAMALINGAM and the office bearers and members of the trust for
providing an excellent infrastructure that helped me in successful completion of my
summer training.

I thank our CEO of Kangeyam Group of Institutions Dr. C. VENKATESH, M.E., Ph.D., FIE.,
for allowing me to have access to the various academic facilities of the college to enable
me to complete the summer training report on time.

I thank our Principal of Builders Engineering College Dr. S. RAMKUMAR, ME., Ph.D., for
allowing me to have access to the various academic facilities of the college to enable me
complete the summer training report on time.

I thank our Head of the Department Dr. V. PARAMASIVAM MBA., M.Phil., Ph.D., for his
positive motivation and professional support that helped me not only in understanding the
various functional areas of management but also in getting the best learning experience
out of this summer training.

I thank my summer training guide Mr. S.RAVI SHANKAR B .Sc (IT)MBA, Ph. D Department
of Management Studies, for her valuable guidance and useful suggestions during the
course of my training.

I extend my hearty thanks to Mr. S.SIVAKUMAR, HR EXECUTIVE, DEIVEEGAM DYERS

PRIVATE LIMITED , ERODE for granting me Permission to do summer training in his
esteemed concern.

Above all, I would like to thank my beloved parents and friends who have always been
a source of moral support and inspiration in all my endeavors.
 TABLE OF CONTENTS
TABLE OF CONTENTS

Chapter
No. Description Page No

1 INTRODUCTION
1.1 INTRODUCTION TO THE TRAINING 01
OPPORTUNITY
1.2 INTRODUCTION TO THE INDUSTRY 01
1.3 INTRODUCTION TO THE COMPANY 02
1.4 COMPANY’S PROFILE 03
1.5 PRODUCT’S PROFILE 04
2 NATURE AND SCOPE OF THE TRAINING
2.1 ORGANNISATION STRUCTURE OF THE 06
COMPANY
2.2 DEPARTMENTS AND IT’S FUNCTIONS 06
2.3 PURCHASE DEPARTMENT 06
2.4 PRODUCTION DEPARTMENT 07
2.5 PACKING AND DESPATCH 15
2.6 SALES DEPARTMENT 16
2.7 ACCOUNTS DEPARTMENT 16
2.8 HUMAN RESOURCE DEPARTMENY 16
2.9 EFFULENT TREATMENT PLANNING 17
3 MANAGERIALSKILLS DEVELOPED
3.1 NATURE AND TYPE OF MANAGERIAL SKILLS 19
3.2 FUNCTIONS OF MANAGERIAL SKILLS 20
3.3 MANAGERIAL SKILLS DEVELOPED DURING 21
THE TRAINING
3.4 LEARNING FROM THE TRAINING 23
4 CONCLUSION 24
 CHAPTER 1

1.1 INTRODUCTION TO THE TRAINING OPPORTUNITY

The organisation study was conducted at “Deiveegam Dyers, Perundurai”for a period of one
month from 04.07.2024 to 07.08.2024.

OBJECTIVES OF THE TRAINING

 To identify overall organisation structure of Deiveegam Dyers -SIPCOT Perundurai.

 To study about the origin and development of the organisation.
 To study about the structure and functions of deferent departments of the
organisation.
 To know the official procedure maintained by the company.
 To make myself confident and active to handled the future jobs and assignments.

1.2 INTRODUCTION OF THE INDUSTRY

Manufacturing is the process of turning raw materials or parts into finished goods through the
use of tools, human labour, machinery, and chemical processing. The manufacturing
industries are industries transforming goods, that is, mainly manufacturing industries in their
own right, but they also concern the repair and installation of industrial equipment and
subcontracting operations for third parties. Manufacturing is defined as the creation of new
products, either from raw materials or components.

Manufacturing means producing goods in large quantities after processing from raw materials
to more valuable products. Manufacturing helps transforming the raw materials into finished
goods on a large scale and thus helps earning profit as finished goods are costlier than raw
materials. The main objective of the manufacturing process is to produce as many goods as
possible in the least expensive way possible.

Manufacturers can only achieve that objective by relying upon heavy equipment, much of
which is automated. The manufacturers create physical goods. Most manufacturers use
machinery as well as industrial equipment to produce various goods. The manufacturing
process creates value, which means companies can charge a premium for what they create an
example, rubber is not valuable but when it is formed into a car tire, it holds more value.

1
Before the Industrial Revolution, the majority of goods were made by hand and since the
Industrial Revolution, manufacturing has grown increasingly important.

1.3 INTRODUCTION TO THE COMPANY

DEIVEEGAM DYERS

Colours forever

Deiveegam dyers is one of the renowned manufacturing unit located in south of

India,involved in manufacturing and exporting of dyed yarns, woven fabrics and sewing
threads. The company was established in the year 2016 and is led by Managing Partner
Dr.K.Velkrishna,who has more than 20 years experience in textile industry.

Mrs.Sangeetha Velkrishna B.Tech, Partner-Deiveegam Dyers, is also the Director of BKS

Textiles Private Limited. BKS Textiles is a vertically integrated manufacturer and exporter of
Institutional linen, woven fabrics and made-ups. She has more than 20 years experience in the
textile industry. Deiveegam Dyers is a 8 years old company, incorporated in the year 2016.
It's registererd office is in Salem, Tamil Nadu, India.

VISION

 Deiveegam Dyers is committed to provide the customer highest quality service and
products.

MISSION

 We will continue to improve our products and services to meet or exceed our
customer expectation through constant evaluation with effective quality management
system.

COMPANY’S VALUE

 Customer satisfaction
 Passionate about excellence
 Concern for sustainability
 Health and safety

2
COMPANY’S LOGO

1.4 COMPANY’S PROFILE

Company Name :Deiveegam Dyers Pvt Ltd

Founders :K.Velkrishna & Mrs.Sangeetha
Managing Director :Mr.K.Kuppuraj

Date of incorporation :06.04.2016

Organisation type :Partnership

Certification Body :Control Union Certifications

License number :CU848465

Field of Operation :Dyeing, Finishing, Trading, Printing, Weaving

Processing.

Products :Yarn Dyeing, Cotton Yarn Dyeing, Polyester Yarn

Dyeing, Direct Black Dyes, Chrome Dyes.

Address :L2,L3,5th cross,SIPCOT, Perundurai

E-mail :[email protected]

Telephone :9952238857

GSTIN :33AAMFD2415J1ZM

3
STATE OF THE ART INFRASTRUCTURE

Yarn dyeing:

With an installed capacity of 8000 kgs/day, equipment with FONG’S HTHP dyeing machines
capacity ranges from 3 kgs to 750 kgs.

Capacity in 3 6 10 20 50 60 80 150 250 350 500 550 750

kgs

Vessel in 2 2 4 2 2 1 2 2 1 1 1 1 1
Nos

The information related to yarn dyeing where kilograms are mentioned un capacity and the
required vessels in numbers are mentioned in the above table for the process of yarn dyeing.
It is the process of colouring yarn to create unique, vibrant, and desired shades for knitting or
crocheting projects . There are four types of yarn dyeing as hand dyeing, machine dyeing,
natural dyeing, synthetic dyeing.

1.5 PRODUCT PROFILE

Deiveegam Dyers produces different type of products related to the textile industry there are
mentioned below

 White and dyed yarns

 Woven fabrics and made-ups
 Own brand sewing threads called “Hammers”

White and dyed yarn

100% cotton,100% viscose,100%polyster,100%modal,blends of cotton/modal,

viscose/modal, polyester\modal and cotton\ polyester.

Woven fabrics and made-ups

White yarn dyed, solid dyed, reactive and pigment printed in 100% cotton, 100%viscose,
100%modal, 100%polyster, blends of cotton/modal, viscose/modal, polyester\modal and
cotton\ polyester.

4
Own brand sewing threads called “Hammers”

100% stable spun polyester and textured polyester.

TOWARDS SUSTAINABILITY

ZLD process

The company’s zero liquid discharge effluent treatment process makes effective use of waste
water treatment, recycling and reuse there by contributing to water conservation through
reduced make of fresh water overall recovery is 95%.

Renewable energy

90% of the company’s power consumption is from renewable energy.

Heat recovery system

Recovering heat from raw effluent reduces fuel consumption by 6%.

DYEING METHODS:

 Direct dyeing
 Yarn dyeing
 Hank dyeing
 Package dyeing
 Space dyeing
 Warp-beam dyeing

SCOPE OF DYEING

 Chemistry of Fiber Materials, polymer reactions and synthesis

 Physical properties of fibres, polymer blends and composites
 Fiber spinning and textile processing, polymer physics, morphology
 Colorants and dyeing, polymer analysis and characterization
 Textile and apparel science, functional polymers.
 Chemical Aftertreatment of textiles, polymers processing and rheology.

5
 CHAPTER II

2.1 ORGANISATION STRUCTURE OF THE COMPANY

DIRECTOR

GENERAL
MANAGER
HUMAN MARKETING ETP
RESOURCE PACKING PRODUCTION AND SALES ACCOUNTING
PURCHASE MSNAGEMENT AND AND FINANCE
DEVELOPMENT
DEPARTMENT DISPATCH

2.2 DEPARTMENT AND IT’S FUNCTIONS

 Purchase department
 Production department
 Packing and dispatch department
 Sales department
 Accounts department
 Human resource management
 ETP

2.3 PURCHASE DEPARTMENT

The purchase department of a company is responsible for procuring the goods, raw material
and services required to operate the organisation effectively .purchase department includes
materials, rates, supplier relationship, invoices and billing, inwards and stores, outward and
import. The department’s key functions include material sourcing , price negotiation, contract
management, inventory control,.

To perform these task effectively, the team requires strong communication and negotiation
skills, analytical and problem solving abilities and knowledge of the dyeing industry and raw
6
materials .The purchase department ‘s departments performance is measured through key
performance indicators (KPI) such as procurement cost saving, inventory turnover ratio,
supplier delivery performance, quality rejection rate, and procurement cycle time. To
streamline processes, the department utilizes various software and tools including enterprise
resource planning (ERP) system, procurement software and spreadsheet for data analysis.

KEY ROLES

 Purchase manager
 Procurement officer
 Inventory control
 Supply chain coordinator
 Material sourcing specialist.

2.4 PRODUCTION DEPARTMENT

 Lab
 Grey yarn section
 Cheese winding
 Dyeing
 Hydro and dryer
 Yarn conditioning

LAB

Higher precision lab can aid easily to achieve the goal of the organisation. Before bulk
production a sample for the approval from industry is sent to the buyer as per the requirement
of the buyer the shade is prepared in a lab considering the economical aspects. For doing all
different equipment are used in lab. All the equipment used in lab are divided into two i.e.,
equipment’s for lab dip preparation or chemical test and equipment for physical test.The
machines used in this dyeing lab were,

 SALCE Automatic Dispenser, Italy

 X-Rite Spectrophotometer, USA
 Macbeth Spectra light III, USA

SALCE Automatic Dispenser

7
This machine has been specifically developed for the closing of liquid products while
preparing recipes in the laboratory of an industrial textile dyehouse.

The unique manufacturing peculiarities of the dosing device, i.e., of the real heart of the
machine, while joined with a very simple and linear working principle of the whole, allowed
to reach astonishing results in terms of:

 Accuracy
 Repeatability
 Speed
 Minimum space requirements
 Dramatical reduction of maintenance cost and times

X-Rite Spectrophotometer

A spectrophotometer is a colour measurement device to capture and evaluate colour. As part

of a colour control program, brand owners and designers use spectrophotometer to specify
and communicate colour, and manufacturers use them to monitor colour accuracy throughout
production.

Macbeth Spectra light III

Spectra light III is used for colour evaluation. This machine saves time, maximizes sample
throughout and helps prevent operate fatigue.

Grey yarn section

The type of yarn which is used for sewing by machine or hand is known as thread. grey yarn,
when manufactured as thread are coated with other lubricants to withstand sewing. grey yarn
is the raw material that is to be processed as dyed yarn this yarn either can be bought from the
sellers by the company or the customers themselves.

CHEESE WINDING

In dyeing industries a cylindrical spring tube called cheese is used over which the yarn to be
dyed is winded. A non-woven paper and a thread have to be wound on the cheese so that the
yarn is not damaged by the steel structure. This is mainly done to reduce wastage.

8
Cheese winding is also known as cheese wrapping or cheese packaging, refers to the process
of wrapping or winding cheese in a material, typically plastic or paper, to preserve its
freshness and prevent contamination.

This process is crucial in the cheese in the cheese industry, as its helps to maintain the
cheese’s texture, flavor, aroma. Cheese winding machines or manual wrapping techniques are
used to encase the cheese in tight, uniform layer, ensuring optimal protection.

METHODS OF CHEESE WINDING

 Vacuum packaging
 Shrink wrapping
 Stretch wrapping
 Paper wrapping
 Aluminum foil wrapping

Objects of winding

 To transfer yarn from one package to another suitable package, this can conveniently
used for weaving process.
 To remove yarns fault like slaps, naps, etc.,
 To clean yarn.

9
DYEING

Dyeing is the process of imparting color to textiles,yarns, or fabrics using various

techniquesIt involves immersing the material in a dye solution, allowing the colour to
penetrate and bind to the fibers. The dyeing process can be applied to natural fibres like
cotton, wool, and silk, as well as synthetic fibers like polyester and nylon.

TECHNIQUES OF DYEING

 Batch dyeing
 Continuous dyeing
 Hand dyeing
 Natural dyeing
 Reactive dyeing

Dyeing involves a big process, the process flow chart as follows:

Preparation process

Soft winding

Batching

Batch loaded

Demineralization

Bleaching

Drain

10
 Rinse

Drain Neutralization with acid

Hot wash with peroxide killer

Drain

Dyeing

Levelling agent and salt

Colour dosing

Runtime

Colour migration

Cooling

Level check

Soda dosing

11
 Dyeing run

Dyeing sample check

If ok drain

After- treatment

Rinse with cold water

Neutralization after dyeing

Drain

Soaping

Drain

Rinse

Add finishing chemical

Drain

Unload

12
The machine used for dyeing is FONG HTHP that ranges from 3 kgs to 750 kgs

Capacity in kilograms Vessels in numbers

3kgs 2nos
6kgs 2nos
10kgs 4nos
20kgs 2nos
50kgs 2nos
60kgs 1nos
80kgs 2nos
150kgs 2nos
250kgs 1nos
350kgs 1nos
500kgs 1nos
550kgs 1nos
750kgs 1nos

This FONG HTHP dyeing machines has a capacity of producing 8000kgs/day.

This involves two types namely:

 Pre-treatment
 Post-treatment

13
Hydro and dyer:

The hydro tractor machine is like a round basket and it is made of steel. There are a lot of
holes on the downside of this basket. After putting the wet fabrics the hydroextractor, it
moves and water is removed by the centrifugal extraction Extract water is drained out
through the holes

The dryer is essential to remove the remaining water from the package About 60-80% of
water removes by the dryer. After passing the Hydro section package move into the drying
section. The following is the most used yarn dryer use in the yam dyeing industry

The industry uses two machines for Hydro and dryer separately namely

 LAKSHMI Twin Drum Hydro Extractor

 MONGA RF Dryer

Yarn conditioning:

In spinning process yarn conditioning machine is used to adjust the most of yarn and to
improve efficiency in the next process. After processing, when the moisture level of yarn
would reach about 8.5%, strength and elongation can be increased greatly, which help the
performance at processing line

QUALITY CHECKING

After finishing the dyeing process the finished goods is to be checked by the supervisor
whether it was matched to the exact colour wanted by the customer. It is the critical process
that ensures the produced textiles, yarns, or fabrics meet the desired colour, texture, and
durability standards. It involves a series of inspections and tests to verify the quality of the
dyed material.

QUALITY CONROL PARAMETERS:

 Colour difference
 Colourfastness rating
 Washfastness rating
 Lightfastness rating
 Material strength

14
CERTIFICATIONS AND STANDORDS

 SO 9001 (quality management)

 ISO14001(environmental management)
 Oeko-Tex standard 100
 REACH(Registration, Evaluation, Authorization, and Restriction of chemicals)

2.5 PACKING AND DESPATCH

After finishing and quality checking, the packing takes place Packing is provided to deliver
the dyed yarns with safe, quality and without damage. The dyed yarns were packed by the
cover in bulk package

After packing process the next step is Despatch. Despatch is sending the finished dyed yarns
to the destination.

OBJECTIVES:

 Ensure timely delivery

 Prevent damage during transportation
 Maintain customer satisfaction
 Optimize logistics costs
 Comply with regulatory requirements

15
2.6 SALES DEPARTMENT

A sales department is responsible for selling products or services for a company. The
department comprises a sales team that works together to make sales, increase profitability
and build and maintain relationships with customers to encourage repeat purchases and brand
loyalty.Main thing in sales is marketing The person in sales department maintains some
procedures for marketing. Identifying and acquiring new customers building and maintaining
relationship with existing clients. Understanding customers requirements and preference,
offering tailored dyeing solutions, negotiating prices and contracts, processing orders and
managing sales pipeline.

2.7 ACCOUNTS DEPARTMENT

The accounting department refers to the division in a firm that looks after the preparation of
financial statements, maintenance of general ledger, payment of bills, preparation of customer
bills, payroll, and more. In other words, they are responsible for managing the overall
economic front of the business. It is a financial status of a company. It carries all profit and
loss of the company. It includes Management Information System (MIS), Debtors, Creditors
and statutory.

SOFTWARE AND TOOLS

 Accounting software ( e.g.,quick books, SAP)

 Spreadsheets (e.g.,excel)
16
  Financial analyses tools ( e.g., power BI)
 Tax compilation software.

2.8 HUMAN RESOURCE DEPARTMENT

Human resource department is the bridge of employer and employee.Human Resource

department is to help employees to solve their problems.HR department includes Attendence,
salary,PF, ESI, extra wages, property tax, labour welfare fund, pollution control.

 Labor welfare facilities

i. Education facilities
ii. Medical facilities
iii. Incentives

MEDICAL FACILITIES

If any worker injured when they are in work, immediately medical

facilities are given for them. Medical facility is given for the worker only when
they are injured while performing their work.If any worker in injured when they
are in their personal work, that will be treated as the personal injury and those
cannot be borne by the management.

INCENTIVES

In order to remove the defects of the time wages system and price
wages system management of our plant introduce new technique known as
incentives. Incentive extra financial motivation.The objects of incentives in our
plant are to

 Improve the profit of the though reduction

 Avoid or minimize additional capital investment
 Increase the workers earning without dragging the plant into higher wages rate.
 Use wage incentives as a useful tool for securing a better utilization of manpower.
 Better production scheduling and performance control and an effective personal
policy

17
2.9 EFFULENT TREATMENT PLANNING [ETP]

Effluent Treatment Planning is a process of design for treating the industrial waste water for
its reuse or safe disposal to the environment.This ensures that there is Zero Liquid Discharge,
effluent treatment process makes effective use of waste water treatment, recycling and reuse,
there by contributing to water conservation through reduced intake of fresh water. Overall
recovery is 95%.

KEY COMPONENTS :

 Primary treatment: physical treatment, removal of solids and oils.

 Secondary treatment: Biological treatment, breakdown of organic matter.
 Tertiary treatment: Advanced treatment, removal of nutrients and pollutants.
 Sludge management: Handling and disposal of waste sludge.

ETP PROCESS :

1. Collection and equalization of waste water.

2. Pre-treatment( Ph adjustment, chemical addiction)
3. Primary treatment (coagulation, sedimentation)
4. Secondary treatment(aeration, biological degradation)
5. Tertiary treatment ( filtration, UV disinfection)
6. Sludge management (thickening, dewatering)

BENEFITS:

 Compliance with environmental regulations

 Reduced water pollution
 Minimized harm to aquatic life
 Improved public health
 Enhanced company regulation

CHALLENGES

 High operational costs

18
  Complex treatment process
 Stricter regulatory requirements
 Limited space and infrastructure.

BEST PRACTICES :

 Regular monitoring and maintenance

 Efficient chemical usage
 Optimal operational conditions
 Continuous training and upskilling.

By implementing an effective ETP ,dyeing companies can minimize Environmental

impact ensure regulatory compliance, and contribute to sustainable development. These are
some important points about ETP.

19
 CHAPTER III
MANAGERIAL SKILLS
DEVELOPED
3.1 NATURE AND TYPES OF MANAGERIAL SKILLS

Specialized abilities
As the name of these abilities tells us, they enable the chief to utilize
various procedures to accomplish what they need to accomplish. Specialized abilities
are not related exclusively to machines,creation instruments, or other hardware,
additionally, they are abilities that will be expected to increment deals, plan various
sorts of items and administrations, market the items and administrations, and so on.
Specialized abilities are generally significant for first-level directors.
When it comes to the top supervisors, these abilities are not something of high
importance level. As we go through an order from the base to more significant
levels, the specialized abilities lose their significance.

Calculated ability
Theoretical abilities present information or the capacity of a chief for more dynamic
reasoning. That implies he can undoubtedly see the entire through investigation and analysis
of various states. In such a manner they can foresee the eventual fate of the business or
division overall.
Calculated abilities are imperative for top directors, less basic for mid-level administrators,
and not needed for first-level chiefs. As we go from the lower part of the administrative
progressive system to the top, the significance of these abilities will rise.

Human or relational administrative abilities

Human or relational administration abilities present a director's information and

capacity to work with individuals. One of the most basic administration assignments
is to work with individuals. Without individuals, there won't be a requirement for the
presence of the board and chiefs.

19
 3.2 FUNCTIONS OF MANAGERIAL SKILLS

PLANNING

Managers first need to develop a detailed action plan. In the planning phase,
management should identify the goals and create a reasonable course of action to attain them.
There may be multiple ways to achieve the goal, but it’s management’s responsibility to
determine the best course of action. Drafting a successful plan includes aligning the goal with
the organizational vision, consideringfactors that may impact the project internally and
externally, and establishing a realistic timeline while being mindful of resource and budgetary
constraints.
Three different types of planning in management include:

• Strategic: A long-term, high-level type of foundational planning that emphasizes the

mission,values, and vision of the organization. Upper management drafts its strategic
plans, and all managers should refer back to the strategic plans to guide their
decisions.
• Tactical: A short-term (one year or less), objective-focused type of planning, often
carried outby middle management.
• Operational: A plan that describes the daily roadmap of the activities within the
company. Low-level managers and supervisors devise operational strategies in most
cases.

ORGANISING

The organizing function consists of taking the previously created plan and
putting it intoaction. Key activities in this function include:
• Identifying all of the necessary steps of the project.

• Determining who will complete the actions and deploying those resources to work.

• Establishing levels of authority and responsibility for every individual involved.

• Organizing facilitates a clear development of the organizational structure for

executing the plan, but it also encourages collaboration among team members spread
among various teams and departments. When the Project Management Institute
(PMI) cites poor communication as one of the leading causes of project failure, it’s
evident that ensuring effective collaboration amongst team members plays an
influential role in driving a project’s success.

20
LEADING
The leading stage consists of motivating and influencing employees to
do the work and meet performance standards. Keep in mind that effective leadership
extends beyond delegating and directing employees what to do.
Examples of effective leadership skills that managers can focus on include
frequent and clear communication, expressing empathy, being an active listener,
maintaining transparency, and empowering the team to perform to the best of their
ability. Utilizing interpersonal skills and different leadership styles for different
situations is crucial for managers to tap into while leading their employees.
CONTROLLING
The controlling function consists of monitoring performance and
progress through project execution and making adjustments as needed. Managers
should ensure that employees meet deadlines while simultaneously balancing
synchronicity among the project’s resources and the overall budget. Managers
may need to take corrective actions and be proactive in their approach to ensure
that team members meet their assigned deadlines. Two key areas where managers
may need to make adjustments include staffing and budget. The manager will
need to identify a replacement as soon as possible, train them efficiently, and,
hopefully, keep the project running smoothly.
From a budget perspective, managers should monitor spend closely. Suppose
a project starts to run over budget — in that case, the manager should
identify what’s causing the overspend. If that expense is justified, they
should proactively ask for additional funding or curb spending to be more
mindful of the budget in other areas.

3.3 MANAGERIAL SILLS DEVELOPED DURING THE TRAINING

Relational Abilities

The board occupations are about people and having the option to fabricate a
hit relationship is imperative. To lead a group, you may have to procure the
distinction of your colleagues. To attempt this, you need to perceive the best
approach to adapt to individuals accurately.

21
 Setting time aside to get to perceive group people on both a private and
expert degree, through friendly games or rebuilding instruction, while never
the less safeguarding proficient limitations, will pass a drawn out way to
procuring the appreciate. You need to delineate your administrative
characteristics and authority, even as saving the capacity to have your
influence as an individual from a team.

Organisation and Delegation

As a manager you'll juggle multiple responsibilities, so excellent
organisational skills are vital. You'll need to manage your own workload,
oversee the work of other employees, attend meetings and training sessions,
carry out appraisals and review company policies. Sloppy working practices,
tardiness and a general lack of organisation won't be tolerated at this level
and will set a bad example to your staff. Effective organisational skills
reduce stress, save time and ensure that important deadlines are met.
Many managers ease their own busy workload by delegating tasks to colleagues.
To do this effectively you need to analyse and identify the skills of your
employees and assign duties to each depending on their skillset. Delegation isn't
a sign of weakness and can in fact multiply the amount of work that a manager
can accomplish - while developing the team's confidence and skills.
Forward Planning and Strategic Thinking
It's a manager's job to think of the bigger picture, so as well as focusing on
today's tasks and responsibilities you'll also need to plan for the future. This
means setting priorities in line with company goals, reviewing systems and
policies, and attending training and managing the continuing professional
development (CPD) activities of your team. As a strategic thinker, you'll
encourage innovation and change to make your team and the organisation as a
whole more productive and profitable.

Problem Solving and Decision Making

This requires outstanding attention to detail and the ability to remain
calm under pressure. To ensure that your team is productive, and that the workflow
runs smoothly, you'll have to think on your feet when problems arise.

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 Thinking on your feet also comes in useful when you have to make a
snap decision about how to successfully complete a task or meet a business goal.
Being able to quickly weigh up the pros and cons of a situation and make an informed
decision is essential.

Commercial Awareness
This skill is in huge demand among business employers. In fact, according to recruiters,
commercial awareness is something that most graduates lack. If you want to progress to
management level, an understanding of the marketplace in which a business operates and
what it is that makes a business successful is essential.
To demonstrate this, you'll need to show that you:

 Are aware of the organisation's mission and aims

 Have an understanding of the sector that the company belongs to

 Know about the political and economic issues affecting the business

 Can identify the company's competitors.

Mentoring
As well as being business-focused decision-makers, managers also need to play a
Supportive role. If you've reached this senior level, you have a repertoire of experience,
knowledge and skills, and it's your job to pass this knowledge on and share your skills with
others.This involves training and advising staff and building their confidence and
skills. In a management position, you'll be the driving force behind the progression of team
members.

3.4 LEARNING FROM THE TRAINING

During the preparation, I found out about the construction of an association and how its
works. This guidance supported me in grasping

 People Management
 Team Work
 Motivate Teams
 Time Management

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 CHAPTER IV
4.1 CONCLUSION

In conclusion my internship experience at the dyeing industry has been invaluable

opportunity for me to gain practical knowledge and insights into the operations and processes
involved in the dyeing sector. Throughout my time at the company. I had the chance to
observe and actively participate in the various aspects of the dyeing process, from preparation
to finishing.

Overall, my internship experience at the dyeing industry has not only enhanced my
theoretical knowledge but has also equipped me with practical skills and a broader
perspective on the industry's operations.

I would like to express my sincere gratitude to all the staff members and mentors at the
dyeing company who generously shared their knowledge and guided me throughout my
internship. Their guidance, support, and willingness to share their expertise were instrumental
in making this internship a valuable and rewarding experience.

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