Sem- 3 MHCM & ER PDF

Sr.No Semester III Course Titile : Human Capital Management – II...

Sr.No Semester III Course Titile : Human Capital Management – II Cour Type: Major Mandatory se Credi Marks : Semester End: 50, Internal Assessment: 50, Total Marks: 100 Description Human Capital is about people contribution in creating Value in the organization. The value proposition that an enterprise creates has now being cognized beyond equipment and utilities. Land, Machinery and Raw Material itself does not convert in to products and services. The human intervention does this transformation through processes. The refining of processes, led by people creates greater value for the organization. Human Capital measurement is constantly maturing itself to assess the correct measurement of Value Creation. The compensation factor in Human Capital needs to be linked to Skill deployment and consequential value delivery. The domain is about intangibles and hence difficult to be measured. It’s about a complex asset with unique strengths and peculiar challenges. The role of individual contributor to team player is a journey that needs to be measured. The need for productive contribution is a constant expectation and here the role of individual and organizational support is a tango that needs to perform in synergy. As much as tangible assets need to be maintained, nourishing of human capital is a continuum that requires developmental inputs initiated by the individual and fueled by the organization. Organization is not about tangible assets but about people who get best out of these assets. Learning Objectives 1. To help students understand how to effectively manage, nurture and develop Human Capital in order to achieve organizational goals. 2. The students would learn the importance of developing and implementing a People strategy, understanding the role of Human in the success of organizations and understanding how human contribution needs to be measured and also monitor performance. 3. To make students learn concept of value creation and value enhancement. Importantly developing measurement of metrics for intangibles. 4. The students will also learn about drivers of Value creation and limiting Value destroying challenges. Learning Outcomes 1. Students will demonstrate their understanding of the complexity of ensuring and measuring people capability in achieving the Organizational Objectives. 2. Students will be able to apply their learnings to plot the journey of Human Capital in transformational offering of product and services. 3. The students would be able to plan and measure the advanced processes like measurement of human contribution. Most importantly students can apply People analytics techniques to evaluate the impact of Human Resource function on the Business. They will also learn about impact of Human Capital as a Factor in Business processes. 1. Concept of Human Capital 1 Competitive advantage arising out of delivering Value through Human Capital 2 Understanding the factors driving performance 3 Enhancing Human Capital contribution through self-initiated behavior 4 organizational support and intervention 5 measuring contribution for reward and recognition. 2. Scope and Objectives of Strategic Human Capital Management 1 Conceptual understanding of Strategic Human Capital Management 2 Difference between long term & short-term Goals of the Organisation 3 Assessing HR readiness to support Business Goals. 3. Strategy Deployment 1 Designing 2 budgeting and reviewing HR Strategy to achieve the desired Organisational Goals. 4. Restructuring the Organisation 1 Designing Organisation structure aligning with strategic plan encompassing all the critical positions 2 defining Job Description 3 Levels and grades of the position 4 Developing and deploying a Behavioural Competency & Technical Competency Framework applicable to all Employees. 5. Competencies Manpower Planning, Budgeting and Knowledge Management System Developing 1 manpower plan & Budget 2 Leadership Score Cards 3 Grooming and tracking Managers with high staff attrition 4 Up-skilling and training of Employees 5 measuring training effectiveness. 6. Assessment and Segregation of Talent 1 Identifying High Potential Employees through Competency Frame work and Business Targets 2 Measuring Performance and Potential of Employees using various tools such as Assessment Centre 3 Development Centre etc. 7. Performance Development Plan, Performance Improvement plan, Career Planning and Succession planning 1 Preparation of Development Plan for High Potential Employees and Improvement Plan for poor performing Employees 2 Career and Succession plan for the incumbents of the critical positions 3 Feedback Mechanism 4 Succession Planning 5 Career developing fast track schemes 6 job rotations 7 sponsored higher education. 8. Employer Branding 1 Employee Engagement Programmes 2 Participating in Great Places to Work Survey 3 Employee Recognition Programmes 4 Community Service Programmes. 9.Compensation and Benefits Benchmarking 1 Process of identifying comparator baskets 2 negotiating with Service providers 3 conducting the exercise 4 compiling the Findings 5 presenting to the stakeholders 6 designing and deploying action plan. 10. Employee Value Proposition (EVP) 1 Deployment of the concept of Employee Value Proposition 2 Key Insights 3 Organisation Strategy 4 EVP formulation 5 integrating with Employee Life Cycle Management. 11.Organisational Culture and Climate Survey 1 Employee Engagement Survey 2 Administration Survey 3 Report generation 4 Analysis and arriving at Action Plan. 12. SHRM in case of Mergers and Acquisitions 1 Factors to be considered while implementing Mergers and Acquisition 2 Culture mapping 3 Salaries and Grade restructuring 4 Organizational Restructuring 5 Policies and Processes restructuring 6 Working culture in MNCs. 13. Organisation Development and Management of Organizational Change 1 Understanding Organization Development 2 Foundation 3 Characteristics 4 Process 5 Benefits and Limitations 6 Concept and practice of change management and organizational development with an analytical insight related to application of strategic OD interventions. 14. HR Analytics (HRA) and it's impact on Driving Strategic HR initiatives 1 Definition 2 roles 3 problems 4 methods and perspective of HR Analytics 5 Locating the HR challenges in organizational system 6 Valuing HR Analytics 7 Social Network Analysis: Organisation Network Analysis and value chain 8 Data Mining: The Business Context of Data Mining 9 Classification and Clustering 10 Data Mining Tools 11 Data Visualization: Principles of information design 12 Importance of design in reporting 13 put insights into perspective 15. Coaching & Mentoring 1 Meaning and Distinction between Coaching and Mentoring 2 Need for Coaching and Mentoring 3 Competencies used in Coaching & Mentoring 4 Principles of Coaching and Mentoring 5 Process of Coaching and Mentoring. Course Title: Employee Relations - I Cour se Type : Major Mandatory Credi ts :4 Marks : Semester End: 50, Internal Assessment: 50, Total Marks: 100 Description: The Course provides understanding of the key aspects in an employee/industrial relations system, role of key actors - i.e. the workers, employees, trade unions and the State interact in building collaborative business environment. It aims to provide understanding of Employee Relations issues in the context of competitive business scenario and create awareness about role of Works Committee, Code of Conduct, Grievance Handling Machinery and Industrial Disputes Resolution Machinery. The course further focusses on Negotiation Skills & Collective Bargaining. In addition, it provides an understanding of the various interactions and relationships that impacts the business, people and the socio-economic environment. Learning Objectives: 1. To understand the Concept, Scope and Philosophy of Employee Relations and Industrial Relations. 2. To study the process & procedures of Negotiations & Collective bargaining. 3. To understand the functioning of Disputes Resolution Machinery in India. 4. To develop understanding of and the ability to apply practical skills in conflict resolution. Learning Outcomes. 1. Students are able to understand the relations between Industry, State and Trade Unions. 2. Students will acquire skills of negotiations and to deal with Trade Unions. 3. Students are able to understand and develop skills for formulating strategies for effective Collective Bargaining. 4. Students are equipped to handle Plant level Employee Relations/Industrial Relations in Practice and develop various informal and formal means to manage employer-employee relations. 5. Students demonstrate knowledge and skill about usages of Industrial Relations machineries for effective settlement of Industrial disputes. 1.Introduction to Employee Relations: 1 Conceptual understanding of Employee Relations (ER) and Industrial Relations (IR) – 2 Setting and Framework 3 Scope and Philosophy of Employee Relations (ER) 4 The actors in Employee Relations 5 Changing Structure of Industrial Organization and Employee Relations. 2. Growth of Organized Labour Movement and Employee/Industrial Relations. 1 Approach to understanding of Employee Relations 2 Development of Employer - Employee Relations 3 Evolution of Industrial Relations and Employee Relations Policy in India 4 Conditions for good Employee Relations. 3.Measurement and Metrics in Employee Relations. 1 Character of Employee Relations, industrial relations and nature of Union-demands; 2 Character of Indian Entrepreneurship and Nature of Management Response; 3 Labour and Management in Public Sector Enterprise, Nationalized Sector and Co-operative Sector and in MNC’s; Patterns and trends in the International scenario/developing countries and its implications and understanding – a cross national 4 perspective; 5 System of measuring outcome of Employee Relations. 4. Industrial Conflict & Disputes 1 Nature, Causes and Contents of Industrial Disputes 2 Job security and Employment Guarantee 3 Working and Living Conditions, Economic Demands and Higher Cost of Living; 4 Freedom to Organize, Union Recognition, Union Rivalries and Leadership Difference; 5 Other Causes of Industrial Disputes 6 Cost of Industrial Unrest 7 Cost Benefit Aspects of Labour Relations 8 Strategies towards collaborative approach in managing conflict. 5. Employee Relations Process 1 Individual Bargaining and Collective Bargaining 2 Productivity Bargaining 3 Multi-Union Bargaining 4 Bargaining Power 5 Bargaining Relationship and Bargaining Process- Principles 6 Procedures and Subject Matter 7 Employee involvement and processes 8 Experience 9 Experiments and Results 10 Industry cum Region Parity factor in Wage negotiations 11 Process of Wage Negotiations and Settlement including Charter of Demands 12 Negotiation Case Studies 13 PESTLE (Political, Economic, Sociological, Technological and Environmental Legal) Method 14 Innovation in Employee Relations 15 Minimum Wages Committees 16 Wage Boards 17 Apex Bodies in the States and at the Centre 18 the Work and Functioning of Industrial Relations Machinery Assessment and Evaluation 19 Understanding concepts like ZOPA/BATNA 20 Understanding the Role of the ER/IR Manager in building business friendly and positive union leadership perspective. 6. Employee relations and Disputes Resolution Machinery 7.Works Committee and Grievance Redressal Machinery 8. Dispute Resolution: 9. Conciliation and Mediation 1 Principles and Procedures 2 Experience 3 Efficacy 4 Difficulties and Limitations. 10. Voluntary/Compulsory Arbitration and Adjudication 1 History, Experience, Validity, Utility 2 Four Decades of Adjudication in India 3 Arbitration and Adjudication - Labour Court 4 Industrial Tribunal 5 Understanding the Giri Approach. Course Title: Labour Legislation – III Cour se Type : Major Mandatory Credi ts :2 Marks : Semester End: 25, Internal Assessment: 25, Total Marks: 50 Description: Labour Legislation covers all the normative legislative acts covering different types of labour or employees. This subject has also covered topics on Labour Administration and challenges therein. It deals with practical approaches for various types of employment conditions. Learning Objectives: 1. To enable students to understand the laws related to specific conditions, like maternity, accident compensation, equal remuneration, terms and conditions in shops and establishments etc. 2. To learn different categories of labour in different sectors including unorganized sector. 3. To learn the role of Labour Administration in the functioning of specific condition of labourer. Learning Outcomes. 1. Students will develop a critical understanding of various acts governing different provisions with respect to Shops and Establishments, sales promotion employees, mathadi hamals, apprentices, equal pay for equal work, maternity benefits for women, compensation in case of accidents etc.  2. Students will be able to understand and appreciate application of the practical processes of Resignation, Discharge, Dismissal, Retrenchment, Closure, Retirement including and Voluntary Retirement in organisations. 3. Students will understand the functioning of the Labour Administration Machinery and know the reforms happening therein. This will help them to understand the redressal process and how to utilize them for speedy resolution. 1 The Maharashtra Industrial Relations Act, 1946; 2 The Maharashtra Shops and Establishment Act, 2017 3 The Apprentices Act 1961; 4 The Equal Remuneration Act, 1976; 5 The Maternity Benefit Act, 1961; 6 The Employees Compensation Act, 1923; 7 The Maharashtra Labour Welfare Fund Act, 1953; 8 The Maharashtra Mathadi, Hamal and other Manual Workers (Regulation of Employment and Welfare) Act 1969, 9 The Sales Promotion Employees (Condition of Services) Act 1976; Course Title – Organisational Behaviour Cour se Type : Major Mandatory Credi ts : 4 Marks : Semester End: 50, Internal Assessment: 50, Total Marks: 100 Description: It studies the impact that individuals, groups and Orgnisation structure and processes have on behaviour within the Organisation. At individual level it explores concept of Values, Attitudes, Perception, Learning, Motivation, Defense Mechanism, Personality Development, Transactional Analysis and its influence on behaviour at work. At group level it addresses group Dynamic, Team work, Power and Politics, Communication, Leadership and Decision Making and its effect on Organisational Behaviour. It covers Oganisational factors pertaining to Organisational theories, Organisational culture, Organisational change and Organisational development for Organisational Effectiveness. Learning Objectives: 1. To enable the students to understand the concept of Organisational Behaviour. 2. To understand theories of motivation & how it operates in Organisational Behaviour. 3. To learn group behaviour & group Dynamics in response to Organisational Change, Work attitudes & Morale. 4. To understand problems pertaining to Stress, Power, Politics & Ethics. 5. To understand impact of Organisation culture on employee behaviour. 6. To study theories of Organisation Development with its implications on Organisational Behaviour. Learning Outcomes 1. Students will be able to identify the components of Individual Behaviour and apply the concept of Learning, Attitudes, Perception, Values & Motivation. 2. Students learn to analyse group dynamics, team building strategies, Power & Politics, Communication & Leadership. 3. Students demonstrate understanding of Organisatinal theories, Organisational culture, Organisational Change and organisation Development interventions & Behavioural implications for Organisational effectiveness. 1. Organizational behavior- Definition, Scope, Factors 1 Definition of Organization Behaviour 2 Impact of individuals 3 groups and structure on behavior within organizations 4 Application of such knowledge towards improving Organizational Effectiveness. Scope: study of topics such as motivation 5 leadership 6 decision-making 7 communication 8 power and politics 9 conflict resolution and organizational culture. 2. Understanding Human Behaviour 1 Basic behavioural analysis 2 Behaviour as an input output system 3 the perceptual process 4 The learning process 5 Defence mechanisms 6 Personality development-heredity and environment 7 Process of social maturation 8 Attitudes – their formation and change 9 Behavioural analysis in perspective 10 Theory X & Theory Y. 11 Transactional Analysis (TA): Ego States 12 Types of Transactions 13 Life Positions 14 Applications of TA. 3. Human Problems in Industry 1 Work 2 work environment 3 Work attitudes and Work Ethics and their effect on job performance 4 placement 5 induction and adjustment of monetary and non-monetary incentives 6 behavioural implications of reward systems 7 Payment by results 8 boredom 9 monotony 10 Measurement and minimization of fatigue 11 Accidents 12 accident-proneness and developing safety attitudes 13 Psychology of absenteeism and labour turnover. Work Life Balace - job performance and hours of work 14 Concept of flexi-time 15 Job/Role enhancement - Job enlargement & Job Enrichment 4. Organisational Behaviour dynamics 1 Scientific approach to Organisational Behaviour 2 The Field of Organisational Behaviour-an overview 3 Individual Dimension of Organisational Behaviour 4 Personality and Organisation 5 Needs of Individual and of Organisations 6 Role and Role-Conflicts 7 Conflict and Change 8 Group Behaviour & Group Dynamics- Inter-Person Attraction and Group Formation 9 Group Development and Group Structure 10 Groups and Social Behaviour in Organisation 11 Groups and Inter-Personal Influence 12 Organisational Change and Development 13 Behaviour Change and Improving Human Performance 14 Organisational Myths and Realities 15 Organisation Design and Informal Organisations 16 Effective Personnel Management and Organisational Change 17 Dealing with Anti-Work Attitudes 18 Work Revolution and Work Involvement 19 Motivation 20 Performance 21 Job Satisfaction and work Frustration 22 Development of New Work Ethic 23 Psychology of Organisational. Relationships 24 Organisational Morale 25 Organisational Change and Development 26 Creative Process and Organisational Environment 27 Creative and Innovative Individual 28 Management Team and Effective Team Leadership 29 Training and Development and Organisational Change 30 Group Dynamics and Scanlon Plan 31 Leadership and Personality of a Manager 32 Managing virtual & cross cultural Teams. 5.Organisation structure 1 Formal organization 2 Organization structure and processes 3 Organizational theories 4 Decision making and organizational communication process 5 Control process in organization 6 technology and its behavioural implications in an industrial society. 6. Development of Leadership 1 The Nature of Leadership: Management and Leadership 2 Traits of Effective Leaders 3 Leadership Behaviour 4 Situational aspects 5 Followership 6 Behavioural Approaches to Leadership Style: Positive 7 Negative 8 Autocratic 9 Participative 10 Free-Rein 11 Use of Consideration and structure 12 Blake and Mouton’s Managerial Grid 13 Contingency Approaches to Leadership: Fielder's Model 14 Hershey & Blanchard's Situational Leadership 15 Path-Goal Model of Leadership 16 Vroom's Decision making model 17 Level Leadership (Jim Collins) Emerging Approaches to Leadership: - Substitutes 18 Enhancers 19 Self-Leadership & Super leadership 20 Coaching. 7.Motivational Basics 1 Human needs and motivational process 2 Motivated and frustrated behaviour 3 Model of Motivation 4 Motivation Drives 5 Human Needs: Types of Needs 6 Maslow's 7 Herzberg - 2 Factor 8 Alderfer's ERG model 9 Comparison 10 Motivational Applications 11 The Vroom's Expectancy - The Three Factor 12 Comparison Models: Equity Model 13 The Attribution Model 14 Interpreting motivational models Business Orientation Cour Type: Major Elective se Credi Marks : Semester End: 50, Internal Assessment: 50, Total Marks: 100 Description: Business Orientation is a foundational subject designed to introduce students to the fundamental concepts, principles, and practices within the world of business. This subject deals with Business of the Organisation from perspective of HR professionals. The students learn to study and appreciate various parameters of the Business Environment, both Macro and Micro, in which the Organisation operates. This course aims to equip students to align various HR initiatives in line with business of organization. Learning Objectives: 1. To learn the process of studying the Meaning, Scope and importance of Vision, Mission and Business Goals of an Organisation. 2. To understand the parameters influencing the Business of the Organisation. 3. To learn the health of the Organisation from Financial, Customer, Employee, Compliance perspectives. 4. To learn HR initiatives plannning to turnaround the Organisation towards it’s desired Business Goals. Learning Outcomes: 1. Students will learn Business Goals of the Organisation, methods of achiving goals, challenges involved and dynamics impacting Business and ways and means to enhance achievement. 2. Students will be able to align their HR initiatives based on the Business requirement. 3. Students will learn to think from the Entrepreneur’s point of view. 1. Basics of Business - Legal Entity and Structure of the Organisation 1 Legal entity 2 Including Meaning of Business Proprietorship 3 Partnership 4 LLP 5 Private Ltd. Company 6 Public Ltd Company 7 their Legal frame work governing their formation and administration 8 including Companies Act 2013 9 advantages and disadvantages of these structures 2. Concept of Entrepreneurship; Intrapreneurship 1 Meaning 2 differentiating factors between them 3 Employee Motivation 4 delegation v/s initiative 3. Vision, Mission, Values and Goals of the organization 1 Definition of Vision 2 Mission 3 Values and Goals of the Organisation 4 the process of arriving at them 5 tracking and following. 4.Macro Environment 1 Factors affecting Organization 2 Policies of Government towards Industries 3 Regulatory requirements of Industry and Organizations 4 Economic conditions 5 Socio-Cultural trends 5.Micro Environment 1 Factors or elements in a firm's immediate environment which affect its performance and decisionmaking 2 Organisation’s Suppliers 3 Competitors 4 Marketing intermediaries 5 Customers and Public 6 interconnection between the Departments 6.External Stake Holders Management 1 Government machinery 2 Customers 3 Local Communities 4 Vendors and Suppliers 5 Legal Counsel 6 Media 7.Internal Stake Holders Management 1 Understanding Internal Stake Holders 2 Inter-departmental issues 3 documentation and deployment of Standard Operating Procedures 4 Performance Reviews Mechanism at various levels 5 MIS 6 Interdepartmental Touch Points 7 Inter-department Service Level Agreements. 8.Employer Branding 1 Public Relations Management 2 Events sponsorship 3 Participation in Great Place to Work Surveys 4 Employee Events 5 Community Events 9. Financial Management 1 Accounting System 2 Budgeting and Costs 3 Understanding of P&L 4 Trial Balance 5 Cash Flow Statement 6 Balance Sheet 7 Understanding Financial statements 8 Critical Ratios 9 Role of Finance Controller. 10. Marketing Management 1 Studying the Products and Services Line of the Organisation 2 Market Segments 3 Sizing the Market 4 Marketing strategy 5 Business Planned 6 5 Ps of Marketing 7 Brand Building & Communication 8 Digital Marketing 9 Consumer Insights 10 Brand Insights 11 Integrated Brand 12 Brand Strategy. 11. Sales Force Management 1 Sales Targets 2 Structuring the Sales & Marketing Team 3 Sales Review Mechanism 4 Managing and improving the productivity of the Sales Force 5 Sales Training 6 Understanding the Legal Side of Managing the Sales Force 7 Designing & monitoring Sales Incentive Schemes 8 Disciplinary Actions 9 Statutory Compliances. 12. Production Management 1 Production facilities 2 Statutory Compliances 3 Productivity: Expected v/s Actual 4 Lean Manufacturing 5 Usage of software and technologies to automate production. 13. Supply Chain Management Understanding 1 Understanding the Supply Chain 2 Forward and Backward integration. 14. Business Results 1 Key Performance Indicators for Business pertaining to: Leadership focus 2 Strategic Focus 3 Customer Focus 4 Information Technology focus 5 HR Focus 6 Operations and HR Processes 7 Financial Results 8 Review and escalation mechanism. Course Title – Corporate Social Responsibility (CSR) Cour se Type : Major Elective Credi ts : 4 Marks : Semester End: 50, Internal Assessment: 50, Total Marks: 100 Description: Corporate Social Responsibility course contains conceptual understanding of the Social Responsibilities of Business organisations in the whole ecosystem by knowing CSR theories & models. It also imparts knowledge on CSR & Legal framework in India as well as in other countries. The course discuss CSR practices in terms of policies, processes, programmes & role of other stakeholders and also takes in account various monitoring & evaluation mechanism. Learning Objectives: 1. To give conceptual grounding regarding Corporate Social Responsibility. 2. To understand the value of ethical behaviour in business decisions. 3. To enable the students to understand the role of different stakeholders in CSR. 4. To know CSR implementation processes and challenges of monitoring & evaluation. Learning Outcomes: 1. The students are equipped to identify & manage Social, environmental & economic risks through business activities. 2. The students are able to conduct CSR activities & know the tools used to measure CSR. 1.Introduction to CSR 1 Business & Society 2 Meaning and definitions of CSR 3 History & Evolution of CSR in India and other countries 4 CSR theories 5 CSR Models – Carroll’s Model 6 Wood’s Model. 2.CSR & Legal framework 1 CSR in India – section 135 of Companies Act 2013 2 Scope for CSR activities under schedule VII 3 CSR policy & formation of CSR committee. International framework for CSR 4 Sustainable Development Goals (SDG’s) & Millennium Development Goals (MDG’s) 5 UN Global Compact 2011 6 OECD CSR Policy tool. 3. CSR Management 1 CSR policy 2 drivers of CSR in India & the world 3 CSR initiatives 4 Role of NGO’s & Corporate Trusts/Foundations 5 Public/Private Partnership Model 6 Employee volunteering in CSR. Business externalities in different industrial sectors & CSR 7 Brand Management & CSR. Challenges for CSR implementation 8 CSR initiatives in India & abroad. 4.CSR Communication 1 Monitoring 2 Evaluation & Reporting of CSR activities 3 Global Reporting Initiative (GRI) 4 Social Audit 8000 Standard 5 ISO 26000 6 John Elkington Tripple Bottom Line (3BL) reporting 7 ISO 14001 environment management standards 8 SEBI guidelines on CSR reporting 9 CSR auditing & reporting as per the Companies Act 2013 10 IICA format for Annual Report. Course Title- Field Work- III Cour se Type : Major Mandatory Credi ts : 4 Total Marks: 100 Description: The Field work provides experiential learning opportunity to blend Theory and Practice in organizational settings. The visits to Industrial and Labour Court is to give practically observe the procedures and proceedings in individual and collective Industrial disputes. The course comprises of visit to Maharashtra Labour Welfare Board to understand the scope of welfare activities provided to employees. Learning Objectives: 1. To enable the students to know the functioning labour enforcement machinery in the state of Maharashtra. 2. To observe and understand the functioning of Industrial and Labour Court in Maharashtra. 3. To enable the students to understand the welfare facilities provided by Maharashtra labour Welfare Board. Learning Outcomes: 1. Students are equipped with knowledge of Industrial Jurisprudence. 2. Students are trained to deal with Labour Law Compliances. 3. Students are aware of welfare practices, provided under Maharashtra Labour Welfare Fund Act, 1953. Field work III One Week’s Training in the office of the Commissioner of labour (State Government) with special reference to Industrial One Week’s training in the Office of the Labour/Industrial Courts, Tribunals (In the State of Maharashtra) Two days Training in Labour Welfare Centers of Maharashtra Labour Welfare Board.