INTERNSHIP REPORT

ON

“ORGANIZATION STUDY”
AT

TAFE MASSEY FERGUSON TRACTOR BIDAR

SUBMITTED BY

AKSHAY
(USN-3GN22BA003)
SUBMITTED TO

VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI

In partial fulfillment of the requirements for the award of the degree of
MASTER OF BUSINESS ADMINSTRATION

Under the Guidance of

PROF.HARSHVARDHAN MITRA
MBA Dept,BIDAR
Department of MBA
GURU NANAK DEV ENGINEERING COLLEGE, BIDAR
2023-2024
 INTRODUCTION OF ORGANISATION

Massey Ferguson Limited is an American agricultural machinery manufacturer. The company was established in
1953 through the merger of farm equipment makers Massey-Harris of Canada and the Ferguson Company of the
United Kingdom was based in Brantford, Ontario, until 1988 The company transferred its headquarters in 1997 to
Buffalo, New York US before it was acquired by AGCO, the new owner of its former competitor Allis- Chalmers.

Massey Ferguson is among several brands in a portfolio produced and marketed by American industrial
agricultural equipment conglomerate AGCO and a major seller in international markets around the world
 ORGANIZATIONAL PROFILE
Massey Manufacturing Co.
In 1847, Daniel Massey established the Newcastle Foundry and Machine Manufactory in what is now Newcastle, Clarington,
Ontario, Canada. The company made some of the world's first mechanical threshers, at first by assembling parts from the
Unnod States, but eventually designing and building its own equipment. Daniel Massey's son, Hart Massey, subsequently
renamed the enterprue as the Massey Manufacturing Co. In 1879, the company moved to Toronto, where it soon became one of
the city's leading employers. The huge complex of factories, consisting of a 4.4-hectare (11-acre) site with plant and head office
at 915 King Street West (now part of Liberty Village), became one of the best-known features of the city. The company
expanded further and began to sell its products internationally Through extensive advertising campaigns, it became one of the
most well-known brands in Canada A labor shortage throughout the country also helped to make the firm's mechanized
equipment very attractive

Massey-Harris Limited

Massey-Harris logo, e 1952

Share of Massey-Harris Limited, issued February 18, 1916

In 1891, the Massey Manufacturing Co. merged with A. Harris, Son and Company to form Massey-Harris Limited, which
became the largest agricultural equipment maker in the British Empire. Massey-Hams made threshing machines and reapers, as
well as safety bicycles, introducing a shaft-driven model in 1898 In 1910, Massey-Harris acquired the Johnston Harvester
Company of Batavia, New York, making it one of Canada's first multinational firms.
 VISION MISSION AND QUALITY POLICY
VISION
To achieve the distinction of being the first choice among the farming community of India and ensure a growing
presence in international markets through setting leadership standards of performance and customer care in the
agricultural machinery business.
MISSION
Customer Satisfaction: Ensuring that customers receive reliable, efficient, and high-performing tractors that meet
their agricultural needs.

QUALITY POLICY
Quality has always been a hallmark of Massey Ferguson machines and, today, what amounts to an industrial
revolution on the factory floor is making radical changes to our approach to quality and guiding the relentless pursuit of
continuous improvement," says Richard Markwell, Vice-President and Managing Director, Massey Ferguson,
Europe/Africa/Middle East. "For Massey Ferguson customers, this means ever-mereasing reliability and dependability,
and the confidence that their MF tractor will excel at every job We are single-minded in our objective to give customers
the very best experience from the Massey Ferguson brand and are focused on every stage of a tractor's journey to achieve
this- from design, engineering and production through to delivery on-farm and lifetime support.
 WORK FLOW MODEL
Pre-Operation Checks;
1. Inspect the tractor for any visible damages.

2. Check fuel, oil, coolant, and hydraulic fluid levels.

Starting the Tractor:

3. Enter the tractor cabin and fasten seatbelt.

4. Turn the ignition key to start the engine.

Operational Tasks:

5. Drive the tractor to the designated area of operation.

6. Adjust throttle and engine speed as needed.

Post-Operation Checks:

7. Disengage all implements and hydraulic functions.

8. Lower the implements to the ground and disengage PTO (Power Take-Off).
 PRODUCTION AND SERVICE PROFILE
Massey Ferguson's new Smart Machines & Digital Services introduced during Born to Farm Event:

The New MF 65-Compact, lightweight and manoeuvrable, these are supreme all- rounders 4-cylinder tractors
from 135 to 200hp with EPM-please refer to dedicated press release
.The New MF 75-Stable, Poswerful, Precise and Dependable - All the power of a 6- cylinder tractor from 155
to 220 hp with EPM - Please refer to dedicated press release, The New MF 8S-now going up to 305hp with the
addition of the new Dyna-VT transmission, Top Power to weight ratio, -Please refer to dedicated press release,
The New MF TH telehandler series- Precision, Ergonomics, Comfort-introduced to the press on June, 21,
The New MF E-Loader feature-a new auto-control function that helps to increase loading efficiency, accuracy,
productivity and safety-please refer to dedicated press release

Addressing farming's sustainability through

 The New MF Connect telemetry and MF Monitoring Centre, maximising uptime,

 The New Precision Farming and Digital Farming Packages, loweringenvironmental impact and boosting
productivity
 OWNERSHIP PATTERN
Company
Name Job Title/Designation
Massey Ferguson India
Human Resources (HR) HR Head and director

CEO Chief Executive Officer Massey Ferguson India

MD Managing Director Massey Ferguson India
Finance Finance Head and Director Massey Ferguson India

Operations Operations Head and Director Massey Ferguson India

Information Technology (IT) IT Head and Director Massey Ferguson India

Sale Sales Head and Director Massey Ferguson India
Marketing Marketing Head and Director Massey Ferguson India

Purchase and Procurement Purchase Head and Director Massey Ferguson India
Massey Ferguson India
Admin Admin Head and Director

Massey Ferguson India

Legal Legal Head and Director

Massey Ferguson India

CSR CSR Head and Director
 MCKENSYS 7S FRAMEWORK
Strategy
First Tractor Co needs to build a balance between short run cost savings and protecting its core competitive
advantage. Customers perceive First Tractor Co products and services to deliver value for money proposition plus a bit
extra.

Structure
To achieve the above two goals - First Tractor Co needs to fine tune its organization structure. It needs to have
smaller teams, easy reporting to the beadquarters, and enabling teams to takedecision based on real time developments.

Systems
First Tractor Co needs to put in place robust system for "work from home" employees so that there can be greater
interaction among the employees both online and in physical environment. It will not only improve productivity but also
increase the data security and cyber security

Staff
technical Open chats for the people to approach people at various levels in the hierarchy. It will not only help the top
management to directly interact with the people below but also help in building an open and transparent culture
 STYLE
provide inputs and go through de were But in the remote locations employees have to work m far more
isolated environment Te prove the workflow-leaders should pursue collaborative and inclusive form of leadership
Lakers should build smaller teams as part of larger teams.
SKILLS

First Tractor Co can build a structured training and development program for people working remote Fest
Tractor Co can hire fresh talent as more and more people are leaving their existing jobs Ase they are not
challenging them enough.

Shared Values
The organization has built a successful business model based on its core values, vision and en It doesn't have
to change much in the shared values segment. One area where it can lon more is-sustainability. Investors are
putting a lot of stress on Environmental Societal indGoverance issues, so it can bring more transparency by using
the Triple Bottom Line pt in its ESG and financial reporting.
 PORTERS FIVE FORCE MODEL
1. Threat of new entrants - if there is strong threat of new entrants then carrest players will be ng car less profits
to reduce the threats.

2. Rivalry among existing players - If competition is intense then it becomes difficult for existing players such
as Tractor Mahindra to earm sustainable profit.

3. Bargaining power of buyers of Tractor Mahindra - It the buyers have strong barganing then they usually
tend to drive price down thus limiting the potential of the Tractor mahindra to earn sustainable profits.

4. Bargaining power of suppliers of Tractor Mahindra-If suppliers have strong bargaining then they will
extract higher price from the Tractor Malandra.

5. Threat of substitute products and services-If the threat of substitute is high then TractorMahadra has to
either continuously invest into R&D or it risks losing out to disruptors in the industry.
 SWOT ANALYSIS
Strengths of Massey-Ferguson Ltd-1980
 The geographic presence in different regions can act as one of the major strength of the organisation. It determines the
business's reach to the target market and ensures the easy accessibility.

 The wide product portfolio can allow the organisation to expand the customer base and offset the losses from one product
category with benefits obtained from the other.

Weak nesses of Massey-Ferguson Ltd-1980

 The organisation can draw the criticism from the environmentalists for its poor waste management practices and inability to
integrate sustamability in business operations.

 The company may lose efficiency due to poor inventory management practices.

Opportunities of Massey Ferguson Ltd-1980

 The exponential growth in the population, and particularly in the existing or potential customer segments is a great growth
opportunity for the business organization.

 The changing customer needs, tastes and preferences can act as an opportunity if the business organization.has good market
knowledge.
Threats of Massey Ferguson Ltd-1980

 Shortage of skilled labour in the market can make it difficult for the organisation attract talent with the right
skills set.

 The increasing number of direct and/or undirect competitore affects the organination'sahility to sustain and
expand the customer base.
 FINANCIAL STATEMENTS ANALYSIS
BALANCE SHEET OF TAFE MASSEY
MAR 23 MAR 22 MAR 21 MAR 20 MAR 19
FERGUSON TRACTOR (in Rs. Cr.)

12 mths 12 mths 12 mths 12 mths 12 mths

EQUITIES AND LIABILITIES

SHAREHOLDER'S FUNDS

Equity Share Capital 2.40 2.40 2.40 2.40 2.40

TOTAL SHARE CAPITAL 2.40 2.40 2.40 2.40 2.40

Reserves and Surplus 32.55 27.94 31.16 31.03 31.03

TOTAL RESERVES AND SURPLUS 32.55 27.94 31.16 31.03 31.03

TOTAL SHAREHOLDERS FUNDS 34.95 30.34 33.55 33.42 33.43

NON-CURRENT LIABILITIES

Long Term Borrowings 0.00 0.00 0.00 0.00 0.00

Deferred Tax Liabilities [Net] 0.00 0.00 0.00 0.00 0.00

Other Long Term Liabilities 11.28 2.66 3.12 0.05 0.08

Long Term Provisions 1.99 1.49 1.65 1.59 1.99

TOTAL NON-CURRENT LIABILITIES 13.27 4.15 4.77 1.64 2.07

CURRENT LIABILITIES

Short Term Borrowings 0.00 0.00 0.00 5.00 4.98

Trade Payables 50.23 40.56 28.40 20.92 22.07

Other Current Liabilities 30.94 28.75 9.79 1.94 1.92

Short Term Provisions 0.88 1.30 1.25 1.75 1.55

TOTAL CURRENT LIABILITIES 82.05 70.61 39.44 29.62 30.52

TOTAL CAPITAL AND LIABILITIES 130.27 105.10 77.77 64.68 66.02

ASSETS

NON-CURRENT ASSETS

Tangible Assets 32.51 13.09 9.05 8.65 8.45

Intangible Assets 0.09 0.00 0.26 0.44 0.61

Capital Work-In-Progress 1.35 9.96 0.90 0.07 0.07

Other Assets 0.00 0.00 0.00 0.00 4.51

FIXED ASSETS 33.96 23.05 10.20 9.15 13.64

Non-Current Investments 0.00 0.00 0.00 0.00 0.00

Deferred Tax Assets [Net] 0.13 1.42 0.74 0.80 1.34

Long Term Loans And Advances 0.00 0.00 0.61 0.60 0.52

Other Non-Current Assets 11.75 23.61 16.64 13.26 3.75

TOTAL NON-CURRENT ASSETS 45.83 48.07 28.18 23.80 19.25

CURRENT ASSETS

Current Investments 0.00 0.00 0.00 0.00 0.00

Inventories 24.32 14.95 8.62 7.38 6.92

Trade Receivables 37.01 34.81 28.06 20.96 26.14

Cash And Cash Equivalents 13.59 1.07 8.03 7.58 8.59

Short Term Loans And Advances 0.00 0.00 0.00 0.00 0.00

OtherCurrentAssets 9.52 6.19 4.87 4.96 5.12

TOTAL CURRENT ASSETS 84.43 57.03 49.58 40.87 46.77

TOTAL ASSETS 130.27 105.10 77.77 64.68 66.02

OTHER ADDITIONAL INFORMATION

CONTINGENT LIABILITIES, COMMITMENTS

Contingent Liabilities 2.03 2.35 1.78 0.45 0.75

CIF VALUE OF IMPORTS

Raw Materials 0.00 0.00 0.00 0.00 0.00

Stores, Spares And Loose Tools 0.00 0.00 0.00 0.00 0.00

Trade/Other Goods 0.00 0.00 0.00 0.00 0.00

Capital Goods 0.00 0.00 0.00 0.00 0.00

EXPENDITURE IN FOREIGN EXCHANGE

Expenditure In Foreign Currency 0.00 0.00 0.00 0.00 0.05

 LEARNING EXPERINCE

I am very thankful for this university and college for providing me this opportunity of doing INTERNSHIP.

 During the internship I have studied the background of TAFE MASSEY FERGUSON TRACTER. We got
good exposure how and when it was started
 I got of valuable information & knowledge from companies official website
 I have studied vision, mission and quality policy of the TAFE MASSEY FERGUSON TRACTER
 The swot analysis made me understand how the style, model, agriculture etc.
 The experience was litle bit not easy blonde practically & we some have real experience.

Overall I can conclude that I have studied and understand working TAFE MASSEY FERGUSON TRACTER So
this internship belped me knowledge about organization This internship provided me with the lot of knowledge
and good learning experience in all aspects.