OBJECTlVES AND GOALS

In any long range plan, the first task is to list the objectives.

Before we proceed to make such a list. However, we must ask ourselves,

"In relations to what, can objectives be defined?"

The components making up an industrial system like L&T are

1     Management, which directs                   )

2     Men, who control and operate                )

3     Machines, which convert               ) Internal

4     Materials, into products and services      )

made available to                               )

5     Consumers, whose purchases are also     )

       Sought by                                         )

6     Competitors.                              ) External

7     Government and the public                    )

Clearly objectives can be defined in relation to any one or more of the above components. Of these, the first four can be considered 'internal' and the remaining three 'external'.

Of the first four, Management is but a concept which, at best, can be defined vaguely. Men, machines and the materials are physical entities, although definitions may vary from the philosophers to the income-tax officers!

Since setting objectives for management is outside the scope of this report, no attempt shall be made in that direction.

Having further agreed that, in the final analysis, it is the man who matters most, the stage is now set for listing the objectives for our long range personnel development program. with reference to Switchgear Division, these objectives, briefly defined, are: 

For attaining an approximate sales value of 8 crores by 1971-72, to train and develop the following staff -

At Corporate Level

A Divisional Manager in overall charge of the 'division; responsible and accountable to the Board of Directors for the sales, the profits and the return-on-investment goals set for him by the Board.

At Divisional Level

The Works Manager

The Sales Manager (to be called The Marketing Manager)

The Staff Manager

The Administrative Manager

The Finance Manager

The Advertising Manager

At Operational Level

The Manager - Manufacturing

The Manager - Design

The Manager - Purchase

The Manager - Personnel

The Manager - Training

The Manager - Accounts

The Market Research Officer

The Sales Promotion Officer

The Sales Training Officer

The Chief Accountant - Sales

At the works Level

The Chief Engineer – Industrial Engineering

The Chief Engineer – Tool Engineering

The Chief Engineer - Planning

The Chief Engineer - Production & Control

The Chief Cost Accountant – Works

The Chief Engineer -Plant & Maintenance

The Chief Engineer - Quality Control

The Plant Superintendent

 At The Supervisory Level

1. All the Section Heads (see organization chart, pp )
2. All the Foremen (see organization Chart)

At this point, I must make 'a confession. For more than a year now, I have been seized with the thought of improving the calibre of the personnel in - 

The Production Planning and Control Department

The Plant Department

The Quality Control Department

Manufacturing Shops and Stores

and all of my efforts at assessing the training needs were directed in these areas alone. The suggestion to present my thoughts in the manner of a brief report came from Mr G Ramkrishna. While preparing the notes, I felt compelled to include, at least at the managerial level, such other areas as design, Purchase, Finance, etc as well, as the proposed origanisation charts would otherwise be incomplete.

Although I would include certain generalization regarding the training needs in some of these other areas, these are more in the nature of 'corollaries' to the central Theme.

By now, we have answered the first question,

To train whom?

Our objectives would be devoid of all meaning, unless we now answer the second question,

To train for what?

The answer to this and some more pertinent questions shall be found in the next chapter.