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Project report on

PARTICIPATIVE MANAGEMENT OF

IMT PVT LTD.

MASTER OF COMMERCE

Management

SEMESTER I

(2012-13)

In the subject of

Strategic Management

Submitted by:

Dharani Kamath

Seat no: 108


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CERTIFICATE

This is to certify that the project entitled Participative Management of IMT PVT

LTD submitted by Dharani Kamath Roll No.108 student of M.Com. (Part-I)

Management (University of Mumbai) SemesterI examination has not been submitted

for any other examination and does not form a part of any other course undergone by the

candidate. It is further certified that he has completed all required phases of the project.

This is original to the best of pout knowledge and has been accepted for the Internal

Assessment.

Internal Examiner External Examiner

Co-ordinator Principal

College seal


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DECLARATION BY THE STUDENT

I, Dharani Kamath student of M.Com. Part-I Management Roll No. hereby declarethat the project for the Paper Strategic Management titled, ParticipativeManagement of IMT PVT LTD submitted by me to University of Mumbai, Semester

I examination during the academic year 2012-2013, is based on actual work carried by

me under the guidance and supervision ofMrs Sandhya Prashar.

I further state that this work is original and not submitted anywhere else for any

examination.

Signature of student


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ACKNOWLEDGEMENT

At the beginning, I would like to thank GOD for his shower of blessing. The desire of

completing this project was given by my guide Prof Mrs Sandhya Prashar I am very

much thankful to her for the guidance, support and for sparing her precious time from a

busy schedule.

I would fail in my duty if I dont thank my parents who are pillars of my life. Finally I

would express my gratitude to all those who directly and indirectly helped me in

completing this project.


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INDEX

Serial No Chapter Name Page no.

1 Chapter 1.

Introduction

Introduction

Definition

Formal v/s informal

Different views

About the report

Chapter layout

2 Chapter 2.

Profile of IMT PVT LTD

3 Chapter 3.

Theoretical view of Participative

Management

4 Chapter 4.

Analysis and interpretation

5 Chapter 5.

Conclusion

Bibliography

Annexures


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CHAPTER.1

INTRODUCTION

Participative management or workers participation in management is considered as a

mechanism where workers have a say in the decision making process of an enterprise. It

indicates an attempt on the part of an employer to build his employees into a team which

work towards the realization of a common objective.

DEFINITION:-

According to Davis, It is a mental and emotional involvement of a

person in a group situation which encourages him to contribute to goals

and share responsibilities in them.

Mamoria defines it as a system of communication and consultation eitherformal or informal by which employees of an organization are kept

informed about the affairs of the undertaking and through which they

express their opinion and contribute to management decisions.

The participative management incorporates the willing acceptance of responsibilities by

body of workers. As they become party to decisions making, the workers have to commit

themselves to ensuring their implementation. The broad goal of participation is to change

basically the organizational aspect of production and transfer the management function

entirely to the workers so that management becomes Auto management.

FORMAL V/S. INFORMAL

The forms of workers Participation in management depends on the differences in the

levels of management , the subject matter of participation , the strength of union and the


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pattern of industrial relations. The important forms in which workers could participate in

management are:

. Collective Bargaining

2. Joint decision making

3. Consultation

4. Information sharing

They may take the form of formal organizations like work committee, joint management

council or an informal system. The example of an informal system is a supervisor

consulting a worker before taking any decision in which the latter is interested.

DIFFERENT VIEWS

The scope, extent and the successful working of the participative management depends

to a great extent on the objectives and the three important factors of the system of

industrial relations i.e. the employee, the employer and the government. The objectives

as viewed by these three parties contradict with each other in India. The workers expect

that participative management schemes will lead to the achievement security of

employment, better wages, bonus, etc. The employers interest is in the maximization of

profit through increased production and minimization of expenditure. The government

expects the scheme to bring about closer association between labor and management and

industrial peace. It is viewed that it is this variance in the objective of participation as

perceived by the three sectors that is responsible for the unsuccessful functioning of

schemes of participative management.


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ABOUT THE REPORT

TITLE OF THE STUDY:

The present study is titled as A PROJECT REPORT ON PARTICIPATIVE

MANAGEMENT OF IMT PVT LTD

OBJECTIVES AND SCOPE OF THE STUDY:

To gain in-depth knowledge about participative management.

To study importance and benefits of participative management in general.

To study the role of participative management in organization.


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RESEARCH METHODOLOGY:

To define any research problem and give a suitable solution for any research, a sound

research plan is inevitable. Research methodology underlines the various steps involved

by the researcher in systematically solving the problem with the objective of determining

various facts.

Methods of data collection:

For completing this project two types of data was used:

Primary data collection

Secondary data collection

Primary data collection:

In this project the primary data collection was mainly through the questionnaires to

employees. I met the respondents personally. & requested them to answer my questions

for the requirement of my study.

Secondary data collection:

I collected my secondary data from various Strategic management books.


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CHAPTER LAYOUT

CHAPTER 1:

Information of the project and introduction of the title.

CHAPTER 2:

Profile of INTERACTIVE MULTIMEDIA TECHNOLOGIES.

CHAPTER 3:

Theoretical view of Participative Management.

CHAPTER 4:Analysis on Participative Management with reference to INTERACTIVE

MULTIMEDIA TECHNOLOGIES.

CHAPTER 5:

Summary of the study.


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CHAPTER 2

PROFILE OF THE COMPANY

Interactive Multimedia Technologies (IMT) is a Mumbai based, IT Services Provider,

offering solutions and services designed with a focus on secure, scalable, expandable and

reliable business systems.

Founded in the year 1999 IMT has since then been continuously expanding. The

Software of the Company, Mumbai is engaged in providing software development

services to bring 'value' to their customers. They provide IT Services in a dynamic

environment, where business and technology strategies are conveniently converged.

Expertise

Their goal is to become your long term, IT partner. Their team becomes an extension of

your own in-house IT team, dedicated to meeting your software development needs

today, and growing with you as your need evolve. Their extensive and varied experience

allows them to offer their clients a wide range of systems and services which maximizes

efficiency, increases productivity and delivers security, while also being cost-effectiveand adding real business value.

At IMT, they design what they sell, deploy what they design, and support everything

they deliver.

They offer IT Solution, IT Enabled Services and Offshore Development Services.

Vision and MissionDrive for Excellence, Innovation beyond Technology

Mission

It is their mission to empower clients and employees with tools to stand apart and steer

business and the company to the milestones envisioned. Their commitment spans every

single IT requirement that may arise. They take care of all customer IT- related


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operations, so that they can dedicate their valuable time and resources in developing their

core business.

Vision

Their vision is that their progressive ideologies and world-class expertise will always

help them to surpass limitations and stay at the forefront of their field. As leaders in the

IT and ITES industry, they believe that their responsibility to their clients goes Beyond

Technology.

Success Journey

In less than a decade, IMT evolved from a 4-member team offering focused multimedia

services into a dynamic organization that caters to every single IT and communication

requirement of their clients.

The Inception

IMT's inception can be traced back to 1998, when interactive Multimedia expert

Mr.Hetin Sakhuja and Six sigma specialist Mr.Mehul Bavishi sparked the idea of starting

a specialized web development and graphic design company. Gradually, as the clientele

grew, so did the range of offerings; IMT soon began offering a wide variety of exclusive

and progressive IT product and services.

Era of Expansion

It wasn't long before IMT moved beyond the sphere of IT and launched its sister

concern, Sunshine Communication Pvt.Ltd., in 1999 to offer premium Advertising and

Marketing services. The synergy between these two units marked the beginning of

continual expansion for IMT. By integrating high standards of technological expertise


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with powerful communication insights, IMT's scope of operations expanded

phenomenally, opening up vast vistas of possibilities of benefit their clients.

Looking Ahead

Today, IMT is one of India's fastest growing companies, offering a plethora of

innovative products and services to a wide spectrum of clients across the globe. With the

progressive spirit deeply ingrained in their team, one thing is for certain: they will

continue to expand their range of offerings and aspire to further height of innovation,

progress and brilliance.

Team

IT People, Core Competencies

Their deeply committed people are their most important asset. Their teams combine

diverse capabilities and profile that range from domain experts to technologists and

solution architects. They are united by an unwavering integrity and a strong sense ofcommitment to their clients.

IMT is powered by some of the brightest minds and most highly qualified professionals

in the industry. Their human resources are exceedingly valuable to them. It is their talent,

enthusiasm and constant pursuit for excellence that places them at the apex of their field.

At the helm of their organization are IMT India founder Mr. Hetin Sakhuja (Post-

Graduate in Interactive Multimedia) and Mr. Mehul Bavishi (an experienced Six Sigma

Certified Professional).Their vision ,business acumen, pioneering spirit and in-depth

knowledge of the business and technological spheres guide and inspire our team at every

step of the way.

Equipped To Excel

The people at IMT bring in their distinctive sets of skills to generate a vibrant, idea-

charged working atmosphere that is grounded in technical know-how and incisive


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business sense. As their team members pool together their areas of expertise, every

project is led to high standards of quality and innovation, as they are driven to develop

products that they can be truly proud of their team is divided into 5 sections, reflecting

their core competencies:

Creative: Big ideas and spectacular presentations

Technical: Flawless operation and innovative implementation

Business Development: Inspired vision and new targets

PR And Administration: Reaching out to the world and securing our own

Management:Strategic planning and executive responsibilities

Work Culture

Dedicated to making a difference

Every work day at IMT is all about ordinary people who believe they can make an

extraordinary difference. This mind-set forms the cornerstone of the IMT Culture .As an

IMTian employees shall be expected to meet day to day challenges with simplicity,

while also imbibing creativity and innovation in your approach. Their Team isempowered to be able confidently and proficiently meet new challenges and provide

rewards for their achievement.

Values of their Human Resource Management System

Vision-driven and value-based

Relationship built on openness and trust

People-oriented environment

Development of team culture

Achievement of a qualitative work life

Their people are their assets, essential to their success and therefore, they invest in them

accordingly. Their commitment to the team is aimed at developing their potential and

helping them achieve their goals with each others support.


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CHAPTER 3

THEORETICAL VIEW

Meaning of participative Management:-

The concept of Participative Managementis closely related with the concept of industrial

democracy. Participative management means involving workers in the decision making

process. Participative management is based on the concept that when the worker invests

his time and ties his fate to the workplace, he should be given an opportunity to

participate in the decision making process of the management. The employee should be

given an opportunity to express his view and due importance should be given to them by

the management while framing policies. Participative management concept was first

developed in Western countries and was very successful. Therefore, it has acquired

world-wide recognition and popularity.

DEFINITION:-

Type of management in which employees at all levels are encouraged

to contribute ideas towards identifying and setting organizational-goals, problem solving,

and other decisions that may directly affect them. It is also called as consultative

management.

Objectives of participative management

Participative management acts as a force to motivate employees to meet specific

organizational goals. The main idea behind this style of management is not only using

physical capital but also making optimum utilization of intellectual and emotional human

capital. This is the process of involving people in decision making process to ensure that

everyones psychological needs are met. It, in turn, increases the job satisfaction among

employees and improves the quality of their work life. Motivated employees are the

biggest assets of an organization and participative management is an effective strategy to

retain the best talents of the industry.
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Participatory Management or co-determination is seen as the quick cure for poor morale,

employee attrition, low productivity and job dissatisfaction. However, it may not be

appropriate to empower employees at every level but use of joint decision making at

certain levels in organization can work wonders. Let us read further to explore the mainobjectives to introduce participative style of management in organizations:

Make Best Use of Human Capital: Participative management does not

restrict organizations to exploit only physical capital of employees.

Rather it makes the best use of human intellectual and emotional

capital. It gives employees an opportunity to contribute their ideas and

suggestions to improve business processes and create a better working

environment.

To Meet the Psychological Needs of Employees: When employees

have a say in decision making process, it gives them a psychological

satisfaction. It is a simple force that drives them to improve their

performance, create a proper channel of communication and find

practical solutions to design better organizational processes.

To Retain the Best Talent: Participatory management is one of the most

effective strategies to retain the best talent in the industry. It gives

employees a sense of pride to have a say in organizational decision

making process. Once they are valued by their seniors, they stick to the

organization and become managements partners in meeting specific

goals and achieving success.

To Increase Industrial Productivity: In todays competitive world,

motivation, job security and high pay packages are not enough to

increase industrial productivity. Leadership, flexibility, delegation of

authority, industrial democracy and employee say in decision making

are important to increase annual turnover of any organization.

To Establish Harmonious Industrial Relation:

Participatory form of management is an unbeatable tact to establish and

maintain cordial relationships with employees and workers union. The

success of an organization depends on its human resources. Employee

empowerment acts as a strong force to bind the employees and


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motivate to give them their best to the organization. To Maintain a

Proper Flow of Communication: Two-way communication plays an

important role in the success of any organization. Employee

participation in decision making ensures proper flow of communication

in the organization. Everyone contributes their best and tries to

strengthen the organization by contributing their best to improve

business processes.

Participative management is beneficial to organization as well as employees. It gives

employees a higher degree of enjoyment at work place that drives them to work harder.

It is equally rewarding for the management as it ensures tremendous improvement in

work culture within the organization as well as increase in its productivity.

Features of Participative Management

Provides higher status to employees:

In participative management, employees are given a chance to participate in

the decision making process of the organization. This empowers the

employees.

Provides psychological satisfaction to employees:

In participative management, employees are allowed to express their views

and their views are given due consideration. Management even frames some

policies according to their expectations. This gives psychological

satisfaction to employee

Universally recognized concept:

Participative management is a universally recognized concept and it is

followed and practiced in many countries.

Brings employees and management closer:

Participative management brings employees and management closer. It

facilitates meaningful communication and ensures cordial relations.


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Beneficial to both parties:

Participative management is beneficial to both parties; organization and

employees. Through participative management, both the parties are satisfied.

Need of participative management:

To give psychological satisfaction to workers:

Participative Management is needed in order to give employees

psychological satisfaction. They feel important when their views are taken

into consideration.

Cordial Labor-Management Relations:

Participative management is needed in order to establish cordial labor-

management relations. The participation of workers in management can act

as an effective means for preventing industrial disputes.

To raise industrial production:

Participative management is needed to raise industrial production.

Employers work with enthusiasm and interest when they are given

importance and a chance to express them..

Creating uniform approach of employers and workers:

Participative management is needed in order to have uniform approach of

employer and workers on matters important to both the parties. This avoids

disputes.

To create platform for direct negotiations:

Participative management is needed in order to create a platform for direct

negotiations and collective decisions as and when required.

To create responsible approach among workers:

More the employees are involved in the activities of the organization, more

they would feel responsible towards the organization. Participative

management creates a responsible approach among employees.


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To remove grievances of employees:

Participation of employees is needed in order to remove doubts,

misunderstandings and grievances in the minds of employees as regards

policies and activities undertaken by the company.

To create a feeling of involvement among employees:

Employee participation is needed for creating a feeling of involvement

among the employees.

Pre-requisites of participative management:

Strong trade unions:

Existence of strong trade unions with creative and enlightened leadership is

necessary for participative management. Workers and their unions must

have genuine interest and desire in such participation.

Favorable attitude of management:

The attitude of the management should be progressive and democratic.

Management should give due importance to employee's views and

suggestions.

Clear understanding of objectives:

Employers and the employees should have clear understanding of objectives

of the participation. Participative management should not become a

formality.

Education and training of workers:

If employees are properly educated and trained then only the participative

management would be meaningful. Employees' representative should have

adequate technical, financial and managerial knowledge and information.

Voluntary participation desirable:

Participative management should be voluntary and not compulsory.

Employees voluntary participation is desired and it largely influences the

success of participative management.


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Advantages of participative management:

Undoubtedly participative approach to management increases the stake or ownership of

employees. But there is more to it. The following points elucidate the same.

Increase in productivity:

An increased say in decision making means that there is a strong feeling

of association now. The employee now assumes responsibility and takes

charges. There is lesser new or delegation or supervision from the

manager. Working hours may get stretched on their own without any

compulsion or force from the management. All this leads to increased

productivity.

Job satisfaction:

In lots or organizations that employ participative management, most of

the employees are satisfied with their jobs and the level of satisfaction id

very high. This is especially when people see their suggestions and

recommendations being implemented or put to practice. Psychologically,

this tells the individual employee that, he too has a say in decision

making and that he too is an integral component of the organization and

not a mere worker.

Motivation:

Increased productivity and job satisfaction cannot exist unless there is a

high level of motivation in the employee. The vice versa also holds true!

Decentralized decision making means that everyone has a say and

everyone is important.

Improved quality:

Since the inputs or feedback comes from people who are part of the

processes at the lowest or execution level. This means that even the

minutest details are taken care of and reported. No flaw or loophole goes

unreported. Quality control is thus begins and is ensured at the lowest

level.


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Reduced costs:

There is a lesser need of supervision and more emphasis is laid on

widening of skills, self management. This and quality control means that

the costs are controlled automatically.

Disadvantages of participative management:

There is a flip side to everything; participative management stands no exception to it.

Whereas this style of leadership or decision making leads to better participation of all the

employees, there are undoubtedly some disadvantages too.

Decision making slows down:

Participative management stands for increased participation and when

there are many people involved in decision making, the process definitely

slows down. Inputs and feedback starts pouring from each side. It takes

time to verify the accuracy of measurements which means that decision

making will be slowed down.

Security issue:

The security issue in participative management also arises from the fact

that since early stages too many people are known to lots of facts and

information. This information may transform into critical information in

the later stages. There is thus a greater apprehension of information being

leaked out.

The advantages seem to outnumber the disadvantages. This however is no

assurance that one should blindly adopt it for his/her organization. Organizations

are different and therefore the culture, the human resources. A deep

understanding of both is required inorder to ascertain a decision making style and

adopt the same.


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Methods and techniques of participation:

Organizations use a variety of programs aimed at increasing employee participation. All

the different programs have one major objective and that is to increase employeeparticipation. Participative management is basically a process where subordinates share a

significant degree of decision making with their immediate superiors. The different types

of participative programs are:

Works committee:

The Industrial Disputes Act of 1947 provides for establishing works

committees in every establishment employing hundred or more workers.

This legislation thus makes it compulsory for the organization to ensure

employee participation. The work committees consist of equal number of

members of workers and employer. The main function of the work

committees is to promote measures for securing and preserving amity and

good relations between the employers and the workers. Their task is to

smooth away any friction that may occur between the management and the

workers. Unions consider these committees as a threat to their existence asemployers prefer to talk to these committees rather than the union. There is

lack of interest among workers in works committees as they concentrate

only on minor issues and not major issues.

Co-partnership:

In this method employees are paid the share of profit in the form of shares

and not cash. Thus workers become shareholders in the company in which

they are employed. Being shareholders of the company in which they are

entitled to participate in management. They also receive dividend on their

shares. The problem with this method is that employees are not interested

in co-partnership and want their share of profit in cash and refuse to

accept shares of the company.


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Employee Directors:

Under this method one or two representatives of the worker are nominated

on the board of directors of the company. They enjoy the same privileges

and have the same authority as other directors have. The problem of this

method of participation is that many worker directors are ignorant about

their role on the board and get in to conflict with other board members.

Joint Management Councils:

Under this system joint management councils are constituted. These

councils consist of equal number of representatives of employer and

workers. The councils discuss various matters concerning the working of

the company. The decision of these councils is advisory in nature. The

council generally discusses matters relating to working conditions,

prevention of accidents, indiscipline, and training.

Suggestion schemes:

As the name itself indicates suggestion programs are formal plans to

invite individual employees to make suggestion for work improvements.

The suggestions are then sorted out as per their applicability and cost-

benefit ratio. Employees whose suggestions result in cost saving for the

organization are given monetary rewards that are proportionate to the

companys savings. The limitation of this method is that there is a

possibility that employees may be feel dejected if there is a delay in the

processing of suggestions or if certain ideas that appear good are rejected.

.


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SCOPE OF PARTICIPATIVE MANAGEMENT:-

The scope of participative style of management certainly depends on the

organization, its nature, functions and processes. Though associating employees at

every stage of decision-making is not possible still regular exchange of information,

ideas, consultations, thoughts, decisions and negotiations between employer and the

employees definitely is a boon to the organization. Few of the worlds biggest

organizations like Toyota, HSBC, British Airways, Satyam, British Gas and Nokia

Cellular have achieved considerable profits and value creation by implementing the

most amazing ideas of their employees. Their success witnesses the importance of

workers participation in the process of decision-making.

The scope of workers involvement in managerial decision-making may extend to

social, economic and personnel decision making depending upon the requirements of

the organization. But there is a difference of opinion about the extent to which

employees can employees can participate in managerial decision-making process.

Should they be equal partners and make joint decisions or should workers be given

opportunities through their seniors to come up with the ideas. The first school of

thoughts favors the actual participation of workers while the second school of

workers in managerial decision making. It is up to the management to decide which

style it prefers and till what extent it requires involvement of employees.

However, if we talk about the scope of the workers participation in social, if we talk

about the scope of social, economic and personnel decision-making, it may have a

direct impact on some of the most crucial activities of the organization. These three

groups of managerial decision-making can affect any industrial establishment in

following ways:

SOCIAL DECISION-MAKING

It refers to employee involvement in decision making regarding hours of

work, rules and regulations at workplace, welfare measures, workers

safety, employee welfare, health and sanitation. In this category,

employees have a say in decisions in these areas. They may take an


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advantage of their liberty and sometimes, can dominate the management.

Here the concept of bounded or restricted participation can work well.

Economic/Financial Decision-Making:

It includes involvement of employees on various financial or economic

aspects such as the methods of manufacturing, cost cutting, automation,

shut-down, mergers and acquisition and lay-offs. Inviting ideas from

employees on various issues like how to cut down the operating cost can

work wonders.

Personnel Decision-Making:

The employees participation in personnel decision-making refers to their

involvement in various management processes including recruitment and

selection, work distribution, promotions, demotions and transfers,

grievance handling, settlements, voluntary retirement schemes and so on.

Participation of employees in these processes can safeguard their

interests and motivate them to work hard for the betterment of self as

well as the organization.

Employee participation in decision-making process although is beneficial. However,

there may be some limits on it to ensure that they do not take advantage of their liberty

and right of participation. There are several ways through which employees can

participate in the whole process. Some of them are financial participation, participation

through collective bargaining, participation at the board level, participation through

ownership, participation through work councils and committees and participation

through suggestion schemes. Anyone of these ways or processes can be adopted by the

management to ensure participation from workers.


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PRESENT SCENARIO:-

Participative management means the employees are sharing their idea with chief level

management and taking whole responsibility regarding their job.

In the present scenario employees are allowed to share their idea, feeling with the

management. This is permitted mostly in corporate sector not private sector.

In many company this practice in going that is getting idea from the employee and

implementing the best idea.

The below example clarify this to you. In my current working organization, how it is

happening see in our corporate website there is separate link for writing the idea.

Employee can log-in this site by employee no and password and they can feed their idea

At any time. After that the management evaluates those ideas and the best idea will be

selected and implemented with help of the person who has given idea periodically.

The selected person will be awarded and published to all of the employees.

PARTICIPATIVE MANAGEMENT IN INDIA:-

In India, the appeal of worker participation has derived from the utopian premises of the

Indian development model with this promise of rational planning and democratic

processes. The former strengthened the directive role of the government while the latter

served as the medium of interest group mobilization and mediation. Whatever positive

role one may attribute to these, in the absence of other structural changes they had, at

best, negligible or uncertain consequences in terms of favoring worker participation in

management. One reason for this is that the cultural and economic distances between

management and labor, with little to take place were great, with little to take place of

weakened traditional authority structures. The government scheme for worker

participation, although beset by weaknesses, failed largely because the external

environment was inhospitable, and one may expect this to continue into the foreseeable

future. The Indian emergency of 1975 signaled a dramatic change, with a more


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explicitly top-directed scheme. If made permanent, this would move Indian practice

closer to that of the communist countries, with an integrated structure of economic and

industrial authority and provision for modest but subordinate labor inputs in the

decision-making process.


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CHAPTER 4

ANALYSIS AND INTERPRETATION

I.M.T. Pvt.ltd gives utmost importance to participative management. They think that

even if the participative management is a time consuming process it should be

implemented. They are of this view because this enhances the employee-employer

relation in the organization to a great extent and helps in retention of the employees.

The company involves all the employees in the process related decision making. This

involves decision involving changes in attendance process, infrastructural changes,

minor changes in policy etc. The decisions which are related to the management are

taken by considering the opinion of the head of the department and the top management

people. This process takes place quarterly.


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TENURE IN THE ORGANIZATION

GRAPH 1

20% of the employees have been working in the organization for less than 3years while

75% of the employees have been working for 3 to 5 years while only 5% of the

employees have been in the organization for more than 5 years.

20%

75%

5%

less than 3 years

3 to 5 years

more than 5 years


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WORKING ENVIRONMENT

GRAPH 2

25% of the employees think that the working environment of the organization is

excellent while 65% think it as satisfactory whereas 10% find it dissatisfactory.

25%

65%

10%

excellent

satisfactory

dissatisfactory


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SATISFACTION WITH MANAGEMENT POLICIES

GRAPH 3

60% of the employees are satisfied with management policies of the organization while

40% are not satisfied with it.

60%

40%Yes

No


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RECOGNITION FOR SUGGESTIONS

GRAPH 4

70% of the employees agree that the organization gives recognition for their suggestions

while 30% think that their suggestions are not given recognition.

70%

30%

Yes

No


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DURATION OF SUGGESTION SCHEMES

All the employees in the organization replied that the suggestion schemes are held

quarterly which in accordance with the information given by the company.

Most of the employees here are of the view that the suggestion schemes should be

organized more frequently.

INVOLVEMENT OF EMPLOYEES IN DECISION MAKING

PROCESS

All the employees agreed that they are being involved in the decision making process.

This shows that the company really values the suggestions of the the employees.

EXTENT OF PARTICIPATION

The employees are involved only in the process related decisions. For e.g. decisions

regarding changes in the attendence systems, infrastructural changes and changes in the

welfare schemes.

They are not involved in the management related decisions i.e. those decisions

involving top management.


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RIGHT TO DECISION MAKING IN ABSENCE OF SUPERIOR

AUTHORITY

GRAPH 5

Only 20% of the employees are allowed to take decisions in absence of the superiors.

Remaining 80% employees do not have this rights.

20%

80%

Yes

No


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SATISFACTION WITH REGARDS TO DECISION MAKING

PROCESS

GRAPH 6

Only 27% of the employees are satisfied with level till which they are satisfied to take

decisions.

70% of the employees think that they should have more rights of decision making.

27%

73%

Yes

No


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TIMELY IMPLEMENTATION OF SUGGESTIONS

GRAPH 7

75% of the employees responded that the suggestions are not implemented on time while

25% employees think that they are implemented on time.

25%

75%

Yes

No


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METHOD OF SELECTION OF SUGGESTIONS

GRAPH 8

80% of the employees think that the method of selection of suggestion i.e. by voting is

not appropriate.

20% think that the voting method is appropriate.

20%

80%

Yes

No


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TREATMENT TOWARDS EMPLOYEES IN TERMS OF

SUGGESTIONS

GRAPH 9

60% of the employees think that their suggestions are treated fairly i.e. they are selected

if they are reasonable.

40% of the employees think that the organization favors only the suggestion of some of

the employees.

60%

40%Yes

No


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ABILITY TO CONTRIBUTE TO THE ORGANISATION

GRAPH 10

75% of the employees think that they are not able to contribute much to the organization.

25% of the employees are satisfied with whatever they are able to contribute.

25%

75%

Yes

No


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SATISFACTION OF WORKING OF PARTICIPATIVE

MANAGEMENT

GRAPH 11

75% of the employees are not satisfied with the working of the participative management

in the organization.

25% of the employees are satisfied with its working.

25%

75%

Yes

No


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SURITY OF WORKING IN THE ORGANIZATION

GRAPH 12

85% of the employees are not sure whether they see themselves working for a long term

in the organization.

10% employees are sure that they would work in the organization.

5% refused to work as they think that their suggestions are not valued and hence are

dissatisfied with their jobs.

10%5%

85%

Yes

No

Maybe


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FINDINGS

It is found that most of the workers stay in the organization for a span of only 3 to

5 years as the companys motivation techniques are satisfactory.

The working environment is also satisfactory. The point of dissatisfaction is that

they are not being involved in the management related decisions.

It is found that the employees are not involved in the major decisions regarding

policies and plans of the management.

The company gives recognition to the suggestions of the employees. But these

suggestions are not implemented on time which creates problems in functioning

of the organization.

It is found that the suggestions schemes are conducted quarterly.

It is found that the employees are involved only in the process related decisions

and not in management decisions.

It is found that the employees do not have the right to take decision in absence of

their superiors.

It is found that the suggestions are selected by voting method in which there are

chances of manipulations.

It is found that the suggestions of some employees are favored which is quite

discouraging for other employees.

The employees feel that they are not able to contribute to the organization as they

are given limited rights of participation.


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CHAPTER 5

CONCLUSION

Participative management is implemented so that the employees identify themselves with

the job and organization and this leads to improved motivation and enhanced task

performance. Participation leads to reduced conflicts and stress, more commitment to

goals, better acceptance of change, and improved communication. It is not difficult to

explain why participation motivates. It is almost a matter of commonsense that human

beings will take greater pride and pleasure in their work if they are allowed participatory

freedom in shaping the policies and decisions which affect their work.

RECOMMENDATIONS

The company should provide good motivation techniques to the employees. They

should be given due recognition for their job. This will help the organization to

retain its employees on a long term basis.

Along with the good working facilities and incentives the company should also

create an environment wherein the employees have more power of decision-

making.

Even for the major decisions regarding policies and plans of the management

employees should be involved and should be provided with the right to give

suggestions. This will enhance the employee-employer relation to a great extent.

Only providing recognition to the Suggestions are not enough to make

participative management successful. It should be seen that the selected

suggestions are implemented on time. This will enhance the efficiency of the

firm.

The suggestion schemes should more be conducted more frequently i.e. at least

once a month. This will help the company to take quick decisions.


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Along with the process related decisions employees should also be made part of

management related decisions. This will give the employees a sense of security

that their supervisors have faith on them and thus will perform their best to

contribute to achieve the goals of the company.

The employees should also be given the right to take decisions in the absence of

their superiors. This will boost the employee morale and will give them a sense of

responsibility towards the organization.

The suggestions should be selected by discussions and not by voting as there can

be manipulations by voting method.

There should be no favorable attitude towards a particular employee. This will

discourage the other employees from giving suggestions and the company may

lose out the best suggestion in the process.

The employees should be encouraged to participate more actively in the decision-

making. This will give them a sense of satisfaction that they are able to contribute

to the organization and will help the company to retain the employees.


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BIBLIOGRAPHY:

The concepts were referred from:

Human Resource Management-Text And Cases

By K ASWATHAPPA.

Human Resource management

By P SUBBA RAO.

WEBILIOGRAPHY

www.hrmguide.com

www.hr-topics.com

www.spendloversearch.org.
http://www.hrm/http://www.hrm/http://www.hr-topics.com/http://www.hr-topics.com/http://www.spendloversearch.org/http://www.spendloversearch.org/http://www.spendloversearch.org/http://www.hr-topics.com/http://www.hrm/


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ANNEXURES

QUESTIONNAIRE

a. How long have you been working in the organization?

Less than 3 years

3-5 years

More than 5 years

b. How do you rate the working environment of the organization?

Excellent

Satisfactory

Dissatisfactory

c. Are you satisfied with the management policy of the company?

Yes

No

d. Do you think your suggestions are given recognition?

Yes

No

e. What is the duration of suggestion scheme in your company?

Monthly

Quarterly

Any other

f. Are you being involved in the decision making process in the organization?

Yes

No

g. If yes, then till what extent?

Process related decisions

Management related decisions


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h. Are you provided with the right of major decision making in the absence of

superior authority?

Yes

No

i. Do you think that the level till which you are authorized to take part in decision

making satisfactory?

Yes

No

j. Are the suggestions selected and implemented right on time?

Yes

No

k. Do you think the method of suggestions i.e. by voting, appropriate?

Yes

No

l. Do you think the company favors the suggestions only of some employees?

Yes

No

m. Do you think that you are able to contribute to the organization through your

participation in decision making?

Yes

No

n. In all, are you satisfied with the working of participative management in the

company?

Yes

No


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o. Do you see yourself working in the organization for a long term?

Yes

No

Maybe

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