A PROJECT REPORT ON PARTICIPATIVE MANAGEMENT OF IMT PVT LTD

SUBMITTED TO THE UNIVERSITY OF MUMBAI IN PARTIAL FULFILMENT FOR THE AWARD OF MASTERS IN COMMERCE BUSINESS MANAGEMENT

BY KAMATH DHARANI SARVOTHAM MODEL COLLEGE, DOMBIVLI MASTERS IN COMMERCE BUSINESS MANAGEMENT- SEM I

UNIVERSITY OF MUMBAI

TABLE OF CONTENTS

Sr. No 1 2 3 4 5 6

Particulars CERTIFICATE DECLARATION ACKNOWLEDGEMENT LIST OF GRAPHS LIST OF ABBREVIATIONS CHAPTER 1INTRODUCTION OF PARTICIPATIVE MANAGEMENT.

Page No. I II III IV

CHAPTER 2PROFILE OF IMT.PVT.LTD

CHAPTER 3THEORITICAL VIEW OF PARTICIPATIVE MANAGEMENT

8 9

CHAPTER 4- CASE STUDY OF IMT PVT. LTD CHAPTER 5CONCLUSION OF STUDY

10

BIBLIOGRAPHY & WEBLIOGRAPHY

DECLARATION

I, KAMATH DHARANI SARVOTHAM, STUDENT OF MASTERS OF COMMERCE BUSINESS MANAGEMENT SEM I OF MODEL COLLEGE, HEREBY DECLARE THAT I HAVE COMPLETED THIS PROJECT ON A STUDY ON PARTICIPATIVE MANAGEMENT FOR THE ACADEMIC YEAR 2011 2012.

THE INFORMATION SUBMITTED IS TRUE AND ORIGINAL TO THE BEST OF MY KNOWLEDGE.

KAMATH DHARANI SARVOTHAM MASTERS OF COMMERCE BUSINESS MANAGEMENT SEM I

ACKNOWLEDGEMENTS

I am short of words to express my deep sense of gratitude to my guide MRS SANDHYA PRASHAR for her help and her untiring efforts, constant inspiration and stimulating guidance to me in my academic Endeavour and in my project.

I also thank my teachers for holding discussions and for the information given to me that formed the basis of the study.

I would also like to thank the college for giving me this opportunity for doing this project. I would also like to thank my family for giving me the support to do the same.

KAMATH DHARANI SARVOTHAM

LIST OF GRAPHS

GRAPH 1: TENURE IN THE ORGANISATION GRAPH 2: WORKING ENVIRONMENT GRAPH 3: SATISFACTION WITH MANAGEMENT POLICIES. GRAPH 4: RECOGNITION FOR SUGGESTIONS. GRAPH 5: RIGHT TO DECISION-MAKING IN ABSENCE OF SUPERIOR AUTHORITY. GRAPH 6: SATISFACTION WITH REGARDS TO DECISION MAKING PROCESS. GRAPH 7: TIMELY IMPLEMENTATION OF SUGGESTIONS. GRAPH 8: METHOD OF SELECTIN OF SUGGESTIONS. GRAPH 9: TREATMENT TOWARDS EMPLOYEES IN TERMS OF SUGGESTIONS. GRAPH 10: ABILITY TO CONTRIBUTE TO THE ORGANISATION. GRAPH 11: SATISFACTION OF WORKING OF PARTICIPATIVE MANAGEMENT. GRAPH 12: SURITY OF WORKING IN THE ORGANISATION.

LIST OF ABBREVIATIONS

IMT PVT LTD: INTERACTIVE MULTIMEDIA TECHNOLOGIES PRIVATE LIMITED.

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 either formal 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 pattern of industrial relations. The important forms in which workers could participate in management are: 1. 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.

ABOUT THE REPORT

TITLE OF THE STUDY:

The present study is titled as A PROJECT REPORT ON PARTICIPATIVE MANAGEMENT OF IMT PVT LTD

OBJECTIVES 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.

DATA AND METHODOLOGY:

For completing the project both primary and secondary data were used.

Primary data was collected from visits and questionnaire.

Secondary data was collected from reference books and companys site.

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.

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-effective and 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 Mission

Drive 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 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 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 of commitment 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 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 is empowered 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.

CHAPTER 3 THEORETICAL VIEW Meaning of participative Management:The concept of Participative Management is 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. 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 main objectives 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 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.

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.

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.

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.

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 in

order to ascertain a decision making style and adopt the same.

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 employee participation. 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 as employers 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.

 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.

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 decisionmaking 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 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.

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 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.

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.

TENURE IN THE ORGANIZATION

5% 20%

less than 3 years 3 to 5 years more than 5 years 75%

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.

WORKING ENVIRONMENT

10% 25%
excellent satisfactory dissatisfactory

65%

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.

SATISFACTION WITH MANAGEMENT POLICIES

40%

Yes No

60%

GRAPH 3 60% of the employees are satisfied with management policies of the organization while 40% are not satisfied with it.

RECOGNITION FOR SUGGESTIONS

30%

Yes No 70%

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.

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.

RIGHT TO DECISION MAKING IN ABSENCE OF SUPERIOR AUTHORITY

20%
Yes No

80%

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.

SATISFACTION WITH REGARDS TO DECISION MAKING PROCESS

27%
Yes No

73%

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.

TIMELY IMPLEMENTATION OF SUGGESTIONS

25%
Yes No

75%

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.

METHOD OF SELECTION OF SUGGESTIONS

20%
Yes No

80%

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.

TREATMENT TOWARDS EMPLOYEES IN TERMS OF SUGGESTIONS

40% 60%

Yes No

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.

ABILITY TO CONTRIBUTE TO THE ORGANISATION

25%
Yes No

75%

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.

SATISFACTION OF WORKING OF PARTICIPATIVE MANAGEMENT

25%
Yes No

75%

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.

SURITY OF WORKING IN THE ORGANIZATION

10%

5%
Yes No Maybe

85%

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.

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.

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.

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.

BIBLIOGRAPHY:

The concepts were referred from: Human Resource Management-Text And Cases By K ASWATHAPPA. Human Resource management By P SUBBA RAO.

WEBILIOGRAPHY

www.hrm guide.com www.hr-topics.com www.spendloversearch.org.

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

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

o. Do you see yourself working in the organization for a long term? Yes No Maybe