TABLE OF CONTENTS

Sr. No Particulars Page No.

1 CERTIFICATE I
2 DECLARATION II
3 ACKNOWLEDGEMENT III
4 LIST OF GRAPHS IV
5 LIST OF ABBREVIATIONS
6 CHAPTER 1-
INTRODUCTION OF PARTICIPATIVE
MANAGEMENT.

6 CHAPTER 2-
PROFILE OF IMT.PVT.LTD


7 CHAPTER 3-
THEORITICAL VIEW OF
PARTICIPATIVE MANAGEMENT


8 CHAPTER 4- CASE STUDY OF IMT
PVT. LTD

9 CHAPTER 5-
CONCLUSION OF STUDY

10 BIBLIOGRAPHY & WEBLIOGRAPHY




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 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 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

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
20%
75%
5%
less than 3 years
3 to 5 years
more than 5 years

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
25%
65%
10%
excellent
satisfactory
dissatisfactory

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
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
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

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
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

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

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
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
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
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
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
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