SUBMITTED TO INSTITUTE OF MANAGEMENT &

RESEARCHGHAZIABAD.
IN PARTIAL FULFILLMENT OF THE SUMMER TRAINING
PROJECT OF

MASTER IN BUSINESS ADMINISTRATION

(MBA)

SUBMITTED BY:-

ALKA CHOUDHARY
INSTITUTE OF MANAGEMENT & RESEARCH
GHAZIABAD

(2006-2008)
 CERTIFICATE

It is certified that this project report and project entitled: -

Worker’s Participation in Management in BEL - GAD
(Defense & Commercial).

has been completed by Ms. Alka Choudhary, a student of

Institute of Management & Research (IMR), Ghaziabad in
MBA Department in our concern under our guidance. The period
of training was from June 18, 2007 to July 28, 2007 for the partial
fulfillment of the award of MBA.

During her stay with our association, we found her to be a

hardworking, sincere and well mannered.

We wish her all the success in her life.

 PREFACE
With the ongoing revolution in electronics and communication,
where innovations are taking at the blink of eye, it is impossible to
keep the pace with the emerging trends.
Excellence is an attitude that whole of human race is born with. It
is the environment that makes sure that whether the result of this
attitude is visible or otherwise. A well planned, properly executed
and evaluated industrial training helps a lot in inculcating a
professional attitude.

It provides a linkage between the student an industry to develop an

awareness of industrial approach to problem solving, based on a
broad understanding of process and mode of operation of
organization.

During this period, the student gets the real experience for working
in the actual Industrial Environment. Most of the theoretical
knowledge that has been gained during the course of their studies
is put to test here. Apart from this, the student gets an opportunity
to learn the latest technology, which immensely helps them in
building their career.

I had the opportunity to have a real experience on many ventures,

which boosted my sphere of knowledge to great extent. I got a
chance to learn many new technologies and was also interfaced to
many instruments.

And all this credit goes to organization Bharat Electronics Ltd.

 ACKNOWLEDGEMENT

My sincere thanks to the people at the Bharat Electronic Limited

(BEL), who supplied me in the completion of this project.

I am grateful to the Institute of Management & Research

Ghaziabad, UP Technical University, Lucknow for providing
me this academic tenure at this reputed center of learning. I convey
my gratitude to Mr. Rakesh Kumar Sharma (IR & ADJ MGR.),
Mr. Mahesh Chandra Tyagi (ASS. Personal MGR. IR), Mr.
Khushi Ram (Personal Officer ADJ & IR), Mr. Shiv Kumar
(JUN. Personal Officer, ADJ & IR) without whose guidance this
project could not have been presented in this way. They have been
constant source of inspiration and encouragement.

Alka Choudhary
MBA (HR & Marketing)
 CONTENTS

Certificate
Preface
Acknowledgement
CHAPTERS
1. OBJECTIVE OF THE STUDY
2. RESEARCH METHODOLOGY
3. ABOUT THE COMPANY (BEL)
3.1 INTRODUCTION TO BHARAT ELECTRONIC LTD
3.2 HISTORY / MILESTONE
3.3 CROPORATE VISION, MISSION, VALUES &
OBJECTIVE
3.4 QUALITY
3.5 RESEARCH & DEVELOPMENT (R& D)
3.5.1 AREAS OF R & D ACTIVITY
3.5.2 RESOURCES AND INVESTMENT
3.5.3 AWARDS
3.6 MANUFACTURING UNITS
3.7 PRODUCTS
3.7.1 DEFENCE
3.7.1.1 MILITARY COMMUNICATIONS
3.7.1.2 LAND BASED RADAR
3.7.1.3 NAVAL SYSTEM
3.7.1.4 OPTO ELECTRONICS
3.7.1.5 TANK ELECTRONICS
3.7.1.6 ELECTRONIC WARE FARE
3.7.1.7 SIMULATOR
3.7.2 NON DIFENCE
3.7.2.1 TELECOMMUNICATION
3.7.2.2 SOUND VISION BROADCASTING
3.7.2.3 SOLAR PHOTOVOLTAIC SYSTEM
3.7.2.4 ELECTRONIC COMPONENTS
3.7.2.5 NICHE PRODUCTS
3.8 JOINT VENTURE / SUBSIDARY
 3.9 COUSTMER PROFILE
4.0 NEW INITIATIVES OF BEL
4.1 OUTLOOK FOR THE FUTURE
5. BHARAT ELECTRONICS LIMITED ( GHAZIABAD UNIT)
5.1 INTRODUCTION
5.2 AWARDS OF BEL-GAD
5.3 PRODUCTS OF BEL-GAD
6. PHILOSOPHY OF WORKERS’ PARTICIPATION IN
MANAGEMENT
7. WORKERS PARTICIPATION IN MANAGEMENT
7.1 INTRODUCTION
7.2 OBJECTIVES
7.3 PROBLEMS AND LIMITATIONS
7.4 FORMS OF PARTICIPATION
7.5 WORKERS’ PARTICIPATION SCHEMES IN INDIA
7.6 EVALUATION OF THE SCHEMES
7.7 THE 1983 ISSUES HISTORICAL PRESPECTIVE OF
INDUSTRIAL RELATION IN WORKERS’
PARTICIPATION IN MANAGEMENT
8. IMPLEMENTATION OF THE SCHEME OF “WORKERS’
PARTICIPATION IN MANAGEMENT” IN BEL-GAD
9. OBJECTIVES OF “WORKERS’ PARTICIPATION IN
MANAGEMENT” IN BEL-GAD
10. THE GROWTH OF WORKERS’ PARTICIPATION IN INDIA
11. VARIOUS FORUMS OF WORKERS’ PARTICIPATION IN
BEL-GAD
12. RESEARCH METHODOLOGY
13. QUESTIONNAIRE ON WORKERS’ PARTICIPATION
SCHEME AT BEL-GHAZIABAD
14. ANALYSES OF THE QUESTIONNAIRE
15. RESULTS OF THE FEEDBACK
16. SUMMARY AND RECOMMENDATIONS
17. CONCLUSION
ANNEXURES
BIBLIOGRAPHY
 CHAPTER 1
OBJECTIVE OF THE STUDY
 OBJECTIVE OF THE STUDY

The objective of the study during 8 weeks training was to Analysis

the HR Policies. So as to evaluate the HR Position of the company.
These HR Policies indicates the following factors.
Scope of HR
Workers’ conditions of the Company
Role of HR
Workers’ Participation in Management
 CHAPTER 2

RESEARCH METHODLOGY
 RESEARCH METHODLOGY

Information Regarding the Organization’s Profitability, Financial

Position and Shareholding Pattern with past year Performance of
the Share of BEL.SS

Secondary Sources

I. Annual Report (2006-2007)

II. Internet

 Based on the Information obtained from the

above sources concepts have developed on
which analysis could be made.

 Other sources including consulting with the

employees.
 CHAPTER 3

INTRODUCTION
 INTRODUCTION

The main objective of establishing public sector unit was

scheduling social obligation of the government towards the people
in some critical area in which private sector units cannot be trusted.
BEL. Falls under the later category. Bharat Electronic Limited
(BEL) is a professional electronics company of India with a
noteworthy history of pioneering achievement. BEL was
established in 1954, to meet defense needs of government of India.
Since then, BEL has grown to multi-product, multi-unit,
technology driven company.

Today BEL’s infrastructure is spread over ISO-9001/9002 certified

modern manufacturing units countrywide. Product mix of the
company includes a broad spectrum ranging from tiny
semiconductor to large Radar system. Their manufacturing units
have special focus towards the product range like Defense
Communication, Radar, Optical and Opto-electronics,
Telecommunication, Sound and Vision Broadcasting, Electronic
Component etc.

In the past fifty year this unit has augmented into an organization
having nine units. Employing about 25,000 employees. In addition
to manufacturing a number of products, BEL offers a variety of
services like Telecom Consultancy, Contact Manufacturing,
calibration of test and measuring instruments etc. R&D has been
major strength of BEL with a strong base of more than 800
engineers. It has it’s own a number of national & international
awards for productivity, quality, safety, standardization etc.
The culture & philosophy at BEL can be described in its motto

“Quality, Technology and Innovation”

SINCE 1954
With over four decades of manufacturing experience Bharat
Electronics Limited has pioneered the professional electronics
movement in India. With continuous upgradation of technology,
commitment to quality and constant innovation, BEL has grown
into a multi product, multi unit, multi technology company.
BEL has set up impressive infrastructure and manufacturing
facilities in their nine ISO certified production units around the
country.

BEL has also established two joint ventures - with General Electric
Medical Systems, USA for X-ray tubes and Multitone, UK for
paging systems and has a subsidiary company BEL Optronic
Devices Limited for the manufacture of Image Intensifier tubes.

BEL has nurtured itself to be known as one of the best public

sector units in the nation. A peep into Bharat Eectronics's Archives
section, gives an idea of the progress at BEL.
2003 BEL celebrates its Golden Jubilee Year
2002 BEL acquires Category -I Mini Ratna status
2002 Foundation Stone laid for BEL's new corporate Office Building in Bangalore
2001 BEL bags National R & D Award in electronics Industry sector
Bangalore Unit of BEL implements Rain Water Harvesting on an industrial
2000
basis
1999 Bharat Electronics Quality Institute

1998 - Hyderabad unit gets ISO 9002

1998 Kotdwara unit gets ISO 9001

1996 Joint venture with Multitone and GEMS
1994 ISO-9001 Accreditation
1993 ISO-9002 Accreditation

1992 - Central Research Laboratory, Ghaziabad

1991 SATCOM
1990 EMI/EMC Test Facilities & Computer Software
1989 Telecom - Switching & Transmission System and Mass Mfg. Facility
1988 Central Research Laboratory, Bangalore
1987 Naval Equipment Division
1986 Kotdwara, Taloja & Hyderabad Units. Klystrons & Traveling Wave Tubes.
Madras & Panchkula Units, Broadcast & TV, Digital Communication
1985
Equipment Divisions, Vacuum Interrupters
1983 (ASCO) Machilipatnam Integrated with BEL
1982 Space Electronics Division

1979 - Pune Unit

1974 Ghaziabad Unit

1972 B/W TV Picture Tubes
1971 Integrated Circuits & Hybrid Microcircuits
1970 X-Ray Tubes & Magnetrons
1968 HF & Broadcast Equipment, Silicon Semiconductors
1967 Transmitting Tubes
1966 Radars
1962 Germanium Semiconductors
1961 receiving Valves
1956 Equipment Production started at Bangalore (present LPE Division)
1954 Incorporation of BEL
To be a world-class enterprise in professional electronics.

To be a customer focused, globally competitive company in

defense electronics and in other chosen areas of professional
electronics, through quality, technology and innovation.

We put our customer first.

We are proud of being a part of the organization.

We work with transparency, honesty & integrity.

We trust and respect individuals.

We foster team work.

We strive to achieve high employee satisfaction.

We encourage flexibility & innovation.

We endeavor to fulfill our social responsibility.

To be a customer focused company providing state-of-the-
art products & solutions at competitive prices, meeting the
demands of quality, delivery & service.

To generate internal resources for profitable growth.

To strive for self-reliance through indigenization.

To attain technological leadership in defence electronics

through in-house R&D, partnership with defence/research
laboratories & academic institutions.

To give thrust to exports.

To create a facilitating environment for people to realize

their full potential through continuous learning & team
work.
To give value for money to customers & create wealth for
shareholders.

To constantly benchmark company’s performance with best-

in-class internationally.

To raise marketing abilities to global standards.

We are committed to consistently deliver enhanced value to our
customers, through continual improvement of our products and
processes.

Effective and Efficient design and development process,

Considering the present and future needs of customers.

Enhanced customer satisfaction by on-time delivery of

defect free products and effective life cycle support.
Continual upgradation and utilization of infrastructure and
Human resources.
Mutually beneficial alliances with suppliers.
Continual improvement of processes through innovation,
Technology and knowledge management.
R&D

Bharat electronic Ltd., (BEL), a premier Professional electronic

Company of India, has establish and nurtured a strong in house R
& D base over the years to emerge and remain as a market leader
in the chosen area of business in professional electronic. Each of
the nine manufacturing units of BEL is having its own in-house R
& D Division to develop new products in its field of operations.
Beside, there are two central research laboratories (CRL) located at
Bangalore and Ghaziabad, to address futuristic technology of
interest to BEL.

Area of R & D Activity

Main area of R & D activity at BEL include development of

Military Radar, Naval System, Military Communication Products,
Electronic Warfare System, Telecommunication products, Sound
and Vision Broadcasting equipment and systems, opto Electronic
Products, and Electronic components. CRL perform the dual role
of carrying out blue sky research for the development of future
technologies and supporting the D&E Divisions of BEL’s nine
units with state-of-the-art core technology solutions in areas like
Embedded Computers and applications, Radar Signals Processing,
VLSI design, RF & Microwave Communication Technologies,
Software modules etc.

Resources and Investment

BEL’s R&D Units have state-of-the-art R&D infrastructure,

facilities, and manpower with relevant technical expertise for
product development. There are about 1000 engineers working in
BEL on various D&E projects. BEL spends around 5% of
company turnover for the year on R&D every year. HRD Divisions
of BEL take adequate initiatives for all round development and
expertise up gradation of R&D human resources. State of the art
infrastructures, test equipment, computers & workstations,
Software packages etc. are augmented every year for the R&D
divisions. BEL R&D units are recognized by the Department of
Scientific & Industrial Research under the Ministry of Scientific &
Technology, Govt. of India.

R&D Units of BEL have close interactions with other National

Design Agencies like DRDO, CSIR, C- DOT and a number of
Technical Institutes. BEL jointly works with them to tap suitable
indigenous design for commercialization.
Technological Collaborations with some of the multinational
Companies and subsequent absorption of these technologies also
has enhanced the technological base at BEL. On an average about
67% of BEL’s turnover is from indigenous design, and 33% of it is
through foreign technology transfer.

57 % developed by BEL

33 % Developed by
Collaborators
10 % Jointly Developed

Break-up of Product Manufactured

List of world class companies with whom BEL has technological
collaboration for different start-of-the-art products are as given
below:

Company Products
Oerlikon Contraves, Naval FC Systems
Switzerland
Nocontrol, Norway Radar Scan Convertor
Northrop Grumman, USA Airport Radars, BFSR (Battle Field
ELTA, Israel Surveillance Radar)
INROS, Russia Sonobouys
Matra Defense Equipment Electric Drive System for Tanks
&Systems, France
Sextant, France LCD display unit
ELBIT, Israel Stand alone communication unit
Ericsson, Sweden Radio Relay System
Elopotro, South Africa Laser Relay System
Signal, The Netherlands Fire Control Radar
Thompson Tube TWT
Electronic, France

Awards

R&D Divisions of BEL have been receiving number of National

R&D Awards. A list showing the various R&D awards received
by BEL since 1990 is as below.
List of R&D Awards received by BEL since 1990

SL.NO. Details of the Award BEL

received
the
Award
During
the Year
FICCI Award for Research in Science 1990
& Technology (for the corporate
initiative of R&D)
DSIR National R&D ( for the 1992
successful commercialization of Public
Funded R&D) (for D&E project
handled at BEL-GAD)
DSIR National R&D Award (for in 1993
house R&D efforts under Electronics
& Electrical Industries sector)
DSIR National R&D Award (for in 1995
house R&D efforts under Electronics
Industries Sector) (For D&E projects
handled at BEL-Bangalore &
Ghaziabad)
DSIR National R&D Award (for the 1998
successful commercialization of Public
Funded R&D) (for D&E projects
handled at BEL-Bangalore &
Punchkula)
Defense Technology Absorption 1999-2001
Award’98 (Sponsored by DRDO) (for
D&E projects handled at BEL-
Hyderabad)
Award for Excellence in R&D for the 2000-
1998 (Sponsored by Ministry of
Information Technology, GOI) (for BEL-
Ghaziabad’s development of various IFF 2001
system)
Award for Excellence in Professional 2002-2003
Electronics for the year 1998
(sponsored by Ministry of Information
Technology GOI) (for BEL-KOT’s
excellent performance in Production,
R&D & its commitment to Quality &
service)
Awards for contribution in areas of 2003-2004
Defense R & D to Col.(Retd.) H.S
Shankar, Director (R & D) for the year
2001-2002.
( Sponsored by Society for defense
Technologist - SODET
BEL received STAR PSU award for 2004-2005
Professional Electronic
Sponsored by Hon’ble Finance Minister
Sh. P Chidambram
Scope Award for Best Quality in 2005-2006
Electronic Products given by Hon’ble
P.M Dr. Man Mohan Singh.
BEL received Navratna Award for best 2006-2007
performance & best Quality.
Manufacturing Units

Manufacturing Year of Focus Area

Unit Establishment
Bangalore 1954 Military Communication,
Electronic Components,
Naval System, Export
Manufacturing, Radar
Telecommunication &
Broadcasting System.
Ghaziabad 1974 Radar, Antennae, SATCOM
(Defense), Microwave
Components.
Pune 1979 Radar, Antennae, SATCOM
(Defense), X-Ray Tubes,
Batteries & Electro-optics.
Machilipatnam 1983 Optical Products, Medical
Electronics.
Chennai 1985 Tank Electronics, Optical Fire
Control System.
Panchkula 1985 Tactical communication
Equipment.
Kotdwara 1986 Telecommunication.
Taloja 1986 Shelter For Electronic
Equipment, Train Actuated
Warning System, Electronic
Equipment Assembly.
Hyderabad 1986 Electronic Warfare
Equipments.
PRODUCTS

Defense

 Military Communication
 Land based Radars
 Opto-Electronic
 Tank Electronics
 Electronic Welfare
 Simulators

Non –Defense

Telecommunication
Sound & Vision Broadcasting
Solar Photovoltaic Systems
Electronic Components
Niche Products

Defense:-

Defense Radars (Land Based, Airborne or Ship borne) are used for
guarding the defense forces against enemy targets.

BEL has the distinction of manufacturing all the above types of

Radars.

Naval System
The need to communicate between ships, ships and aircraft and
shore stations is ever increasing as sensor and weapon systems
become more sophisticated. The commanders of individual
ships or group of ships need to communicate with each other so
that the Naval Forces can function effectively as an integrated
entity. BEL has a dedicated strategic Business Unit to cater to
these needs of Naval Defense Force. It is involved in the design
and manufacturing of a wide variety of control, command and
communications systems as well as Radars, SONARS DECOYS
and SONOBUOYS.

SONARS (Sound Navigation and Ranging) products from BEL

cover the range of under water applications for surface ships,
submarines and Naval aviation. BEL also offers Naval systems in
user defined configurations for different types and classes of ships,
submarines other platforms and applications.

Opto-Electronics

Opto-Electronics is the art of imaging. It is know-how focused on

fine-turning combination of optical techniques. It offers unmatched
capabilities when it comes to seeing at ever increasing distances or
identifying and guiding with pin-point precision, be it day or night.

BEL manufactures high performance surveillance equipment that

can look through dark nights and aid the defense forces in round
the clock operations. Passive, accurate and high performance
optronic systems manufactured by BEL provide the effectiveness,
in many cases, the extra edge required to prevent or minimize
confrontations.

Tank Electronics

The requirement of Defense Electronics and communications is not

limited to the transceivers in various frequencies. Modern
Armaments like Battle Tanks are fitted with a lot of modern state-
of-the-art electronics equipment which facilitate communication

among the crew within the tank as well as with the outside army
installations. The computer systems fitted in the tanks facilitate the
gunner to aim at the targets much more accurately than before
thereby increasing the kill rate and the efficiency of the tank as
main fighter equipment with the armed forces.

One of the strategic business units of BEL has engaged in

providing the latest and most modern electronics aids within the
tank for the Indian Defense Forces. Some of the equipment like
Tank fire control system, Tank stabilizers and communication
equipment by BEL.

Electronic Warfare

In modern warfare, electronically guided weapon systems have a

kill probability close to unity while command, control and
communication systems ensure effective co-ordination of the
available resource. This makes undefended vital installation easy
targets for destruction. Improper operation of the electronic circuits
would make the weapon systems as well as the command, control
and communication infrastructure totally infective. It is, hence seen
that if counter-electronic systems are used to reduce the
effectiveness of the electronic circuits, the end result of the battle
could be different.

The technique and technology that result in the manufacturing of

systems is called “ELECTRONIC WARFARE”.

Effective use of Electronic Warfare is only possible if sufficient

knowledge of the electronic equipment used by the enemy is
available. BEL has the know-how for designing and developing
Electronic Warfare System in the areas of signal Intelligence,
Electronic Counter Measure and Electronic Support Measure.

Simulators

Training is a very important aspect of learning and that is where

BEL has stepped in with its learning aids called SIMULATORS.

Simulators are product which aid learning by providing a real life

experience under various simulated external condition that a
person may experience. The purpose is to equip learner with the
basics of the real life equipment, its features, functionality and
various dos and don’ts that need to be observed while handling the
equipment.

BEL has developed simulators to train people who operate the

modern battle tanks, drive heavy vehicles and the commanders of
the ship.

None-defense:-

Telecommunications

The need to communicate by voice, exchange of data or both of

them is the most important aspect of a social human being.

Different technologies have evolved over the years which have

provided different media to the customer to choose from telephone
lines(PSTN), (ISDN), wireless, satellite etc.

Wide experience of BEL is providing communication solutions to

the defense forces enabled BEL venture into manufacturing
some civilian telecommunication products like
multiplexers/demultiplexers, digital cross connects,
exchanges/switches and TDMA/PMP Radio system.

Sound and Vision Broadcasting

Radio and television has become a part of every man’s life. It is a

major source of information, knowledge and entertainment.

BEL has kept pace with the growth of radio and television
broadcasting in India. It has been the forerunner in providing the
transmitters and other associated equipment to enable national
radio and TV broadcasters to reach the nook and corner of India
ever since 1973.

BEL has also developed expertise in providing total turnkey

system solutions covering radio and TV broadcasting systems in
FM/SW/MW and VHF/UHF frequency bands respectively.

Solar Photovoltaic Systems

BEL has setup a full fledged plant to manufacture a wide range of

Round and Pseudo square Mono crystalline Silicon photovoltaic
cells and modules. BEL offers customized solar photo voltaic
system for different applications to meet the requirements of the
customer. The solar power devices provided a safe and clean
energy source for wide ranging applications in industrial, domestic
and agricultural fields.

Solar energy is the most economical, non-conventional energy

source gaining interest throughout the world. The photovoltaic
systems designed by BEL to tap the solar energy, can be installed
for any applications quickly and easily.
Electronic Components

Components are the building blocks of any product. BEL has the
distinction of manufacturing not only the products but also the
components for these products thereby bringing in a lot of
indigenization and cost reduction.

Manufacturing of components has also helped BEL serve the

customers by providing them with component level repair and
sales maintenance facility thereby providing not only customer
satisfaction but also customer.

BEL has setup state-of-art manufacturing facilities to manufacture

a wide range of components.

Volume production of the above components has also enabled

BEL to sell these components in the local as well as international
market. BEL has setup impressive network of distribution in India
for marketing and also has offices in New York and Singapore for
assisting International Marketing Division of BEL.

Niche Products:-

Decades of experience in the design and manufacturing a plethora

of products in diverse fields for both defense and non defense
sectors has aided BEL in designing and manufacturing some
products catering to very specific market segments.

These products are very hot selling products in their respective

markets and hence have given BEL tremendous boost to continue
its efforts in serving the community with products of such nature.
 BEL – MULTITONE

BEL and Multitone, UK, offers state-of-art Mobile communication

products for the workplace. Multitone invented paging in 1956
when it developed the world’s first system to serve the “life or
death” environment of St. Thomas Hospital, London. With the
strength of Bharat Electronics in the Radio Communication field
and the technology of Multitone in the field of Radio paging, the
joint venture company is in position to offer tailor made solutions
to the mobile communication needs at workplaces in various
market segments.

The joint venture offers one of the most comprehensive on-site

product ranges – from small, easy to use pagers to practical,
durable private mobile radios and the latest technology, digital
cordless communication systems. Brief details of the products are:-

 Access 700 one way speech paging system which supports

100 pagers.
 Access 1000/3000 radio paging system which supports
1500/5000 users.
 Computer radio integration units. Digital cordless
communication systems.
 SUBSIDIARY

BEL OPTRONIC DEVICES LTD

BEL Optronic Devices Ltd is a subsidiary company of BEL for

conducting research, development and manufacture of image
intensifier tubes and associated high voltage power supply units for
use in military, security and commercial systems.

The 1440 I series, GEN II 18 mm image intensifiers are designed

and produced to international quality standards. Inspection and
tests, conducted throughout the manufacturing processes, verify
and ensure that the final product meets MIL-I-49052 D and
customer specification with enhanced parameters.

New series of image Intensifier Tubes from BEL Optronic Devices

“Also, High Voltage Power Supply Units like PS-12 for 18 mm I.I.
Tube and PS-42 for 25 mm I.I. Tubes are also manufactured.

APPLICATIONS

 Night vision goggles and binoculars

 Night vision weapon sights
 Low light level input applications

Company also undertakes manufacturing of GEN Plus, Glass Input

I.I. Tubes and Custom built High Voltage Power Supply Units.
 CUSTOMER PROFILE

INDIAN MARKET

BEL is a major supplier of products and turnkey systems to the

Indian Defense Services. Over the years, BEL has diversified into
manufacturing many civilian products as well. Large turnkey
telecommunication solutions are also being offered to civilian
market. A brief list of the Customers in the defense and civilian
market segments and the products and services offered to them is
given below:

Products and services Customers

Defense communication Indian Defense Services, Para-
military forces.
Radars & SONARS Indian Defense Services, Civil
Aviation, Meteorological
Department, Space Department.
Telecommunication Department of
Telecommunication, Para-military
forces, Power sector, Oil Industry,
Railways.
Broadcasting Equipments All India Radio, Doordarshan,
and Studio Systems (National Radio & TV
Broadcasters).
Electronic Voting Machine Election Commission of India.
Solar Products & Systems Individuals, Private and
Government organizations.
Turnkey Systems, E- Police, State Government, Public
Governance Networks sector undertakings.
Components All India Radio and Doordarshan
the National Radio & TV
Broadcaster Telephone.

EXPORTS

Export plays a key role in BEL’s strategic perspective. The ranges

of products and services exported have been increasing over the
years. A number of international companies are using the facilities
at BEL for contract manufacturing.

The broad list of products and services being exported is given

below:

Products and Services Countries

Defense Communication Algeria, Botswana, Brazil,
France, Germany, Malaysia,
Mauritius, Russia, Sweden,
Switzerland, UK.
Civilian Communication Brazil, Iran, Italy, Kenya,
Malaysia, Nepal, Singapore,
Sweden, Switzerland, UK,
Vietnam.
Semiconductor Devices Austria , Australia, China,
Finland, France, Hong-Kong,
Malaysia, Netherlands,
Philippines, Germany, South
Korea, Singapore, Spain,
Taiwan, Turkey, UAE, UK,
USA.
Sound & Vision Broadcast
Equipments
Radar and Sub-systems
Batteries, Energy Saver and
other products
Turnkey Systems
Vietnam, Brazil, Middle East.
Switzerland, Ukraine.
Australia, Bahrain, Kuwait,
Mauritius, Malawi, Nepal,
Oman, Philippines, Saudi
Arabia, UAE, USA.
Nepal, Kenya.
PRODUCTS OF BEL – GAD
  3D Mobile Radar(PSM 33 Mk II)
3-D mobile radar employs monopulse technique for height
estimation and using electronic scanning for getting the desired
radar coverage by managing the RF transmission energy in
elevation plane as per the operational requirements. It can be
connected in air defence radar network. The Radar is configured in
three transport vehicles, viz., Antenna, Transmitter cabin, Receiver
and Processor Cabin. The radar has an autonomous display for
stand-alone operation.

FEATURES:-

 Frequency agility  
 Monopulse processing for height estimation  
 Adaptive sensitivity time control  

 Jamming analysis indication, pulse compression,plot filtering /

tracking, data remoting 
 Comprehensive BITE facility 
 

Integrated Secondary Surveillance radar

Technical Specifications:-

GENERAL
Transmission band    200 MHz in S band
                

ANTENNA
Cylindrical paraboloid as
Primary antenna 
reflector with linear
phase array as feed for
electronic elevation
scanning.
Polarization  Circular
Gain (low elevation)   39.5 dB (Typical)
3 dB beamwidth   azimuth 1.5°; low elevation 2°
Elevation coverage  26° in surveillance mode
32° in burn through and
designation mode
Rotation speed  6 rpm
Programmable tilt  in every 5.6° azimuth sector
                        
TRANSMITTER   
TWT and CFA
Transmitter average power  10 kW
Peak power  660 kW
Pulse duration 3 x 13 µs
930 µs and 3690 µs according
Pulse repletion period 
to operating
modes and elevation sectors

                                      
RECEIVER AND SIGNAL
PROCESSING
Intermediate frequency  30 MHz
Pulse compression filter
Output pulse width at 3 dB 0.2µs ±20 ns
Logarithmic dynamic range  > 75 dB
Noise figure   2.2 dB
uantisation range 0.2 µs (=30m)
Azimuth 360° / 4096
Elevation   0.38 mrad

 Low Flying Detection Radar ( INDRA II)

The low – level radar caters to the vital gap filling role in an
air defence environment. It is a transportable and self –
contained system with easy mobility and deployment
features. The system consists mainly of antenna, Transmitter
cabin and display cabin mounted on three separate vehicles.
SYSTEM CHARACTERSTICS:-

Range up to 90 km

Height coverage 35m to 3000m subject to radar horizon

Portability of detection: 90% (Single scan)

Probability of false alarm: 10E-6 

Track While Scan (TWS) for 2D tracking 

Capability to handle 200 tracks 

Association of primary and secondary targets 

Automatic target data transmission to a digital

modem/networking of radars 

Deployment time of about 60 minutes

FEATURES:-
 Fully coherent system  
Frequency agility  
Pulse compression  
Advanced signal processing using MTD and CFAR
Techniques.  
Track while scan for 2-D tracking  
Full tracking capabilities for 40ispatch40or targets  

Multicolor PPI Raster Scan Display, presenting both

MTI and Synthetic video.
Integral IFF  

Ease of transportation and fast deployment

TECHNICAL SPECIFICATION:-

 PRIMARY ANTENNA

Frequency D band (formerly L band)

Reflector Shaped parabolic (5m x 3.3m)
Gain  Better than 29 dB
Beam width (Azimuth) 3°
Elevation Covers upto 17°
Side lobes Better than 23 dB
Polarization Horizontal
                     

 SECONDARY (IFF)
ANTENNA
Frequency 1030 and 1090 MHz
Gain Better than 25 dB
Side lobes Better than 23 dB
Beam width (azimuth) 4.5°
Control pattern To provide effective 3 pulse SLS
                         
                        

 TRANSMITTER
Frequency D band (L band)
Peak power output  100 kW
Pulse width 12 µs
3 x 2 PRFs staggered burst-to-
PRF 
burst and scan-to-scan
FM Noise  Below 50 dB

             

 RECEIVER
Noise figure Better than 3 dB
MSTC R4 law
MTI improvement   55 dB
                              
 DISPLAY 
Colour Raster Scan for raw and
Monitor      
Synthetic Presentation
                           
 IFF Mk-X system (fully solid-state)
                              
415V, 50 Hz, 3 phase – 60 KVA
 POWER SUPPLY 
Generator provided
                     
 ENVIRONMENTAL
Operating temperature
0°C to +55°C
range
Storage temperature range -40°C to +70°C
Relative humidity  95% maximum at +40°C
Wind speed  100 Kmph (operate)
140 Kmph (non-operate

 Tactical Control Radar

This is an early warning, alerting and cueing system, including
weapon control functions. It is specially designed to be highly
mobile and easily transportable, by air as well as on the ground.
This Radar 42 dispatch 42 mutual interference of tasks of both air
defenders and friendly air space users. This will result in an
increased effectiveness of the combined combat operations. The
command and control capabilities of the RADAR in combination
with an effective ground based air Defense provide maximum
operational effectiveness with a safe, efficient and flexible use of
the airspace.

FEATURES:-

 All weather day and night capability  

 40 km range, giving a large coverage  
 Multiple target handling and engagement capability  
  Local threat evaluation and engagement calculations assist
the commander’s decision making process, and give effective
local fire distribution  
 Easy to operate, and hence low manning requirements and
stress reduction under severe conditions  
 Highly mobile system, to be used in all kinds of terrain, with
short into and out of action times (deployment/redeployment)
 Clutter suppression  
 High resolution, which gives excellent target discrimination
and allows accurate tracking

SALIENT PERFORMANCE FEATURES:-

 Frequency / band
X band / 300 MHz
width 
Range  40 km (4 SWMT target)
Height coverage  3000M
Range Resolution 150M
Azimuth resolution  1.5°
Tracking  Manual initiation max 20 tracks
Display colour raster scan 14” diagonal
IFF       Integrated
Scan rate        48 RPM
Polarization  Horizontal / circular
fast / auto frequency switching
ECCM  
staggered PRF
video correlator jam strobe indication
Power supply  115V, 400Hz, 19 KVA
Data transmission by Road / line broadcast mode
Configuration   Single vehicle
Deployment time  10 minutes (with crew of 2 persons)
ALL WEATHER LOW LEVEL AIR DEFENCE
WEAPON CONTROL SYSTEM (PIW 529)
The All weather low-level Air Defence weapon Control system
is a combination of Radar, Computer and display that deals with
the threat of hostile ECM protected air missions at tree top level. It
is a highly Mobile Land based Autonomous search cum track radar
which meets the ever increasing threat from low flying high-speed
aircrafts. It has all weather capability with timely detection, very
accurate and unambiguous tracking, and fast prediction of lead

angles and built in counter measures.

FUNCTIONS:-

 Air Search in I band and acquisition in I & Ka band 

 Dual Band I and Ka – tracking 
  Moving target indication in PPI for I search 
 Automatic interrogation of the tracked target 
 Fast and accurate lead angle computation of tracked target 
 Gun assignment and firing initiation 
 Track while scan upto 3 targets 
 “METEO” mode to generate a ballistic meteo message 
 Presents the target being tracked on a TV monitor to help
the operator in visual target identification , threat
assessment and  engagement  monitoring.
 Communication between system operator and gun.

FEATURES:-

 Early detection and fast Acquisition

 Automatic and highly accurate tracking

 Two band technique
 Computer assisted parallax calculation and ballistic data
generation
 Colour Raster Scan display with PPI and TV picture
 Gun assignment and firing initiation
 Tactical map presentation through Data Input Unit.
 All weather capability
 Built in ECCM

TECHNICAL SPECIFICATIONS:-
DATA SUMMARY:-
 All weather point and area defence with AA
Functions                  guns against medium to very  low-level air
attacks.
Sensors I band search and I / Ka tracking radar.
Up to three weapons, being either all
Weapons      medium 46ispatc guns
or two guns one missile optional (command
line-of-sight or
semi-active homing):parallax  distance up to
1000 m.
Search coverage Up to 20 km Search while track.
PPI display, north-oriented, clutter and
Air picture               
interference-free, scales 10/20 km.
Joystick Indication ,automatic acquisition
Target Engagement
and tracking while scan for
additional targets
Simultaneous with clutter rejection details
ECCM          
classified.
Reaction time    4.3 sec average
Container construction, retractable antennas,
diesel-driven power supply,
System design             microminiaturized
     solid state

ANTENNA:-

I band slotted wave-

Search antenna
guide with IFF
type                                          
dipoles      

Horizontal beam width   1.1°

Polarisation                     Horizontal / circular
 selectable
Rotational speed            44 rpm
Monopulse for I band,
Tracking antenna type    Conical scan for Ka
band
2.4° for I band, 0.6°
Beam width                    
for Ka band
Slewing speeds and accelerations (typical) 
           Traverse                                             120°/s and 260°/s²
           Elevation                                            60°/s and 300°/s²
Up to 20 km (1 m²
           Search coverage   target) search while
track

TRANSMITTER:-

Search / tracking transmitter power (peak)     220 kW for I band

6 fixed frequencies
Frequencies                                                      
in the I band (at
choice)
PRF                                                                  4800 – 6000 Hz
Ka band  transmitter power (peak)                 15 kW
10 Khz in burst
mode / 2400 –
PRF                                                    
3000Hz in
continuous  mode

 BATTLE FIELD SURVEILLANCE

RADAR –SHORT RANGE (BFSR-SR)
BFSR-SR is a man portable, battery powered surveillance and
acquisition radar, capable of detecting and displaying a diversity of
moving targets such as pedestrians, vehicles, tanks, etc.  The radar
can be carried in three man packs for deployment to any location.

APPLICATIONS

 Border surveillance
 Battlefield surveillance
 Intelligence gathering
 Protection of Sensitive sites
 Protection of Industrial facilities, power plants, etc
 Prevention of infiltration and illegal immigration

FEATURES
  Light Weight, Man portable and fast deployment
 Operates 24 hours a day and under all weather conditions
 Easy to use and menu driven user interface based on
windows NT
 Operates on two 24 Volts batteries
 J-band pulse Doppler radar with Built in Test Equipment
(BITE)
 Low probability of intercept with low peak power
 High resolution, coloured, north oriented radar picture on
portable colour PC display
 Track while scan of 50 targets
 Classification of targets based on Audio Doppler signature
 Provision to overlay geographical maps
 Inbuilt Global Position System for self-location of the radar
 Built in Digital Magnetic compass for North alignment
 Light weight standard 2-wire rugged field cable for
communication
between radar and Control and Display unit

 Provision to Network various radars for wider area coverage

 Built in training Simulator.

SPECIFICATIONS

 Detection Range
      - Crawling Man 500 meters
      - Single walking man 2 Kms
      - Moving group of  people5 Kms
      - Moving light vehicles 8 Kms
      - Moving heavy vehicles 10 Kms
                  
Instrumental range 18 Kms
Range Accuracy 20m rms
Range Resolution 50 m
Azimuth scan sector 30° to 180°
Azimuth Accuracy  0.5° rms
Azimuth resolution Better than 4°
Elevation coverage (remotely
-40° to +15°
settable)
                      
Modes of operation Surveillance and tracking
Target Identification Using Doppler tones
Frequency band J-band; 21 frequencies
Transmitter Type      Solid state
Receiver Type        Super heterodyne
Antenna Type        Micro-strip Patch array

Rotation Rate Low, Medium, High

                            
Customised, portable, IBM PC
Control and Display unit 
Compatible with   
Windows NT  operating system
Display type  10.4” LCD colour
Display modes PPI or B-scope
External interface  RS232C, LAN
Power supply   24 Volts DC nominal
Power consumption  80 Watts
Weight of system (excluding
30 Kg
accessories)
MTBF   1500Hrs
Operating temperature -20°C to +55°C

WARRANTY
(a) The equipment manufactured and supplied shall be
guaranteed to be free from defects in workmanship and
material. Any equipment which proves to be defective
within 15 calendar months from the date of 51ispatch to
the consignee or 16 ½ months from the date of
acceptance by the Inspector whichever is earlier shall
be repaired or replaced free of charge provided the
indentor sends notice of defects and 51ispatch51ory
proof thereof and also establishes that the equipment
has been properly maintained and operated within the
limits of the rated capacity and normal usage as
specified by the supplier. Freight charges for the return
of the defective equipment will be borne by the
purchaser.

(b) Equipment ( parts of products ) not manufactured by

the supplier do not carry the warranty mentioned above.

(c) Warranty in respect of such equipment or parts or

products is limited to extending the same warranty as
given by the original supplier of such equipment or

parts or products/for six months after the expiry of the

original warranty given by the supplier, if the original
warranty expires before is patch. In respect of parts
manufactured by the supplier and incorporated in the
equipment, suppliers standard warranty terms for such
manufactured parts shall apply. Suppliers, upon request
will provide the standard warranty terms for such parts
manufactured at its works.
(d) The above warranty terms shall not apply for
components incorporated in the equipment including
but not limited to Electron Tube devices,
Semiconductor Device, Batteries and articles made of
glass and other fragile materials.

(e) Supplier shall not however be liable for the purchaser

not being able to use any equipment or damage due to
misuse, negligence or accident.

(f) Obligation for repair/replacement under the above

provisions shall cease after the expiry or warranty
period.

WORKERS’ PARTICIPATION IN MANAGEMENT

 CONTEXT

The logic behind employee participation in management is quite simple:

by involving workers in those divisions that affect them and by
increasing their autonomy and control over their work lives, employees
will become more motivated, more committed to the organization, more
productive and more satisfied with their jobs. The topic unfolds the
mystery surrounding employee involvement in a clear way, keeping the
peculiar Indian work environment in the background.

CONTENT

 Introduction
 Objectives
 Problems and Limitations
 Forms of Participation
 Workers’ Participation Schemes in India
A) Works Committees
B) Joint Management Councils
C) Shop / Departmental Councils and Joint Councils
D) New scheme
 Evaluation
INTRODUCTION

Through the concept of workers’ participation in management has

become very popular, it is very difficult to define it clearly, for there are
various forms and levels of participation, ranging from the role of
workers limited to making suggestions on certain matters which are not
very important to active involvement in decision-making and
administration.

As the International Institute of Labour Studies remarks, “the

participation results from practices which increase the scope for
employees’ share of influence in decision-making at different tiers of the
organizational hierarchy with concomitant assumption of responsibility”
We should hasten to add here the apt remark of group of practicing
managers that “workers’ participation in management is involvement of
workers only in such areas of activities of the enterprises where they can
make some positive contribution” If the workers’ mental and emotional
involvement in decision-making and execution of programmes should be
substantial, workers’ participation may be defined as a “principle of
ensuring industrial democracy through mutual understanding, faith, trust
and co-operation of workers and managements by establishing an
effective communication system for attaining the whole-hearted
involvement of each worker in the area of his competence and concern
with a view to maximizing results in regard to the achievement of the
organizational goals and individual well-being.

How, as mentioned earlier, the form and extent of workers’ participation

in management varies widely. In some cases, it is limited to making
suggestions on certain matters’ whereas, at the other extreme, workers
are represented on the Board of Directors so that they are a part and
parcel of decision-making and administration.
In some cases, even the whole management of the enterprise is vested in
the workers.
The implications of workers’ participation in management have been
summarized by International Labor Organization thus:

 Workers have ideas which can be useful.

 Upward communication facilities sound decision-making.
Workers may accept decisions better if they participate in them.
 Workers may work more intelligently if they are informed about
the reasons for and the intention of decisions that are taken in a
participative atmosphere.
 Workers may work harder if they share in decisions that affect
them.
 Workers participation may foster a more cooperative attitude
amongst workers and management thus raising efficiency by
improving team spirit and reducing the loss of efficiency arising
from industrial disputes.
 Workers participation may act as a spur to managerial efficiency.
OBJECTIVES

The objectives of workers’ participation in management may vary from

country to country and from enterprise to enterprise. However, the
various objectives may be listed as follows.

 To promote industrial peace

 To promote industrial democracy
 To give due recognition to the personality of the workers
 To safeguard the interest of workers
 To regulate the self-centered actions of the capitalists
 To give a social orientation to the business
 To ensure the best utilization of the human resources
 To improve employee morale
 To satisfy workers’ urge for self-expression
 To improve industrial productivity.
PROBLEMS AND LIMITATIONS

Workers’ participation in management, however, poses certain problems

and has some limitations.

 Workers may not be competent enough to understand and

appreciate the managerial aspects of the enterprise. This is
particularly so in developing countries.
 It has been argued that workers are more bothered about labor
welfare and the like than about the growth, dynamics and
challenging problems of the enterprise.
 It is possible that the workers’ representative in the management
may be an outsider – a politician or a trade union leader. To that
extent, the “real” participation or involvement of the workers is
limited.
 The possibility of the workers’ representative on the Board falling
in line with the capitalists against the interests of the workers
cannot be completely ruled out.
 The worker-management collaboration may sometimes turn
against the interest of society. The capitalist may get the support of
labor to exploit the consumers. Labor may lend its support to the
capitalist in this respect if it can also share the enlarged cake.
FORMS OF PARTICIPATION

As mentioned earlier, the forms and levels of labor participation in

management may vary widely between enterprises. The nature of
participation depends on a factors, such as the socio-political attitudes
and situation, the attitude of management and labor, labor-management
relations, the relative strengths of labor and management, the
peculiarities of the industry or enterprise, etc., there could be various
forms of managerial decisions in social, personnel and economic matters
which have an impact on the work force of an enterprise. Some
decisions, especially economic ones, can be taken only at the higher
level where basic policies are decided. There are also some decisions at
the middle and lower levels concerning the formulation and execution of
policies, especially in the area of social and personnel matters.
“Accordingly, “workers’ participation in management will have to be at
different levels and in different forms. Workers may be given an
opportunity to influence or take part in managerial decisions at the
higher level through their representatives on Supervisory Board or the
Directors or through Work Councils. Participation may also be at lower
levels at which workers are given some authority to plan and take
decisions about their work, like job-enrichment, job-enlargement,
delegation, etc. Workers may participate in management decisions
through collective bargaining. They may also participate informally
through the participative style of supervision. Some consider that
workers’ participation in ownership is also a form of participation.
However, it has to be realised that participation in the result of an
enterprise through profit sharing or some schemes does not, in the real
sense mean participation in management.”

The common forms of workers’ participation in management are the

following:

A): COLLECTIVE BARGANING:- It is common to decide certain

matters, especially those which have direct economic significance for
workers, on the basis of collective bargaining. The growth of trade
unionism, the workers’ awareness of their rights and strength and the
recognition of the importance of negotiations by labor and management
have contributed to the growth of collective bargaining. Some of the
common subject matters of collective bargaining are wages, bonus,
working conditions and welfare matters.

B): JOINT CONSULTATION:- The functions of joint bodies,

comprising representatives of the management and employees, may
range from decision making on some issues to merely advising the
management as consultative bodies. Joint consultation as a form of
WPM is common in countries like India and Britain. The essential
features of the Joint Management Councils in India are the following.

 The Council is entitled to be consulted on certain specified

matters.
 In some others, the management is expected to share information
with the Council and in a set of functions, administrative
responsibilities have to be given to it.

Through the Joint Management Councils/Committees have been tried in

some countries, they have generally, “not been found effective.” There is
a certain amount of lack of clarity of objectives. Moreover, being
advisory or consultative bodies, neither the management nor the workers
take them seriously. Often, they merely work as forums.

Where workers and management freely vent their complaints and

grievances without solving them. Some consider that unless these joint
committees are vested with power to take binding decisions, they will
remain ineffective. There are others who feel that such joint committee
should not be given authority to take decisions on such issues as are
normally the concern of the management. In such a case, joint
management committees would be accused of shedding their advisory
role and becoming a kind of management body instead and no sooner
does Committee become managerial, there would be need for a new
consultative body.

C): JOINT DECISION- MAKING AND ADMINISTRATION for the

purpose of joint decision making and administration, the workers are
represented on the Board of Directors. Sometimes the worker
representative’s role is limited to participating in decision-making but
the actual execution of the programs is the responsibility of the
management. In the area of joint administration, workers and
management share the responsibility and power of execution. In India,
the scheme of worker-directors has been introduced both as a statutory
arrangement in nationalized banks as well as voluntary one in selected
Central public enterprises. As Virmani observes, though “legally the
workers’ representative on the Board may have all the rights and
obligations like the other members of the Board, his ability to participate
in managerial decision-making, to a large extent, will depend on his
quality, his ability, his knowledge of company affairs, his educational
background, his level of understanding and also on the number of
worker representatives on the Board. Most of the decisions in which the
workers are interested are normally made at the lower levels of
management.”

D): COMPLETE CONTROL OF MANAGEMENT: In some cases,

like the system of self-management in Yugoslavia, workers have
complete control over the management of the enterprises. Under the
system in Yugoslavia, the workers have the option to influence all the
decisions taken at the top level but in actual practice the Board and the
top management team assume a fairly independent role in taking policy
decisions for the enterprise, specially on economic matters. The system
of complete control of management cannot obviously fit into a
capitalistic system. A potential danger of complete control of
management by the workers is that, like capitalists, the workers might
try to maximize their benefits even at the expense of the consumers or
society.
E): WORKERS’ PARTICIPATION IN SHARE CAPITAL:- As the
Sachar committee observes workers’ participation in equity and in
management are in some sense inter-related from the point of view of
attaining the ultimate goal of co-partnership in industry. In favor of the
workers’ participation in share capital, it has been said that, besides
giving them a sense in the company’s future prosperity while holding
out promises for improved industrial relations and steady growth of
internal finances for the company’s operations. It has also been said that
the improved performance of industry and harmonious industrial
relations pave the way for the ultimate gain of the community as well as
the state.

The majority view of the Sachar committee was that in all future issues
of shares by the companies, they should reserve a portion of new shares
about 10 to 15 percent, exclusively for the workers to be called workers’
share. These shares in the first instance must be offered to the existing
shareholders or to the public.

It may be noted that several private enterprises, particularly in the IT

sector, in India have introduced employee’s stock option scheme
(ESOP) to attract and retain talented people and many employees have
become multi-millioners thanks to the appreciation of the stock prices.

WORKERS’ PARTICIPATION SCHEMES IN INDIA

The Government of India is of the view that, at the enterprise level,

workers’ participation in management should become an integral part of
the industrial relations systems to serve as an effective instrument of
modern management and that it should be made a vehicle for
transforming the attitudes of both employees and workers with a view to
establishing a co-operative culture which may help in building a strong,
self- confident and self-reliant country with a stable industrial base.
The Directive Principles of State Policy, enshrined in the Indian
Constitution, down that “the State shall take steps by suitable legislation
or in any other way, to secure the participation of workers in the
management of undertakings, establishment or other organizations
engaged in any industry” (Article 43A). Some of the Five-Year Plan
documents and industrial policy statements have also mentioned the
importance of labor participation in management.

Various measures have been tried in India to promote workers’

participation. Starting with the limited scheme of statutory Works
Committees, voluntary arrangements were made in the form of joint
management councils, the schemes of worker-directors both as statutory
arrangements in nationalised banks as well as a voluntary schemes of
workers’ participation in the manufacturing/mining industries introduced
in 1975 and in commercial and service organizations in the public sector
introduced in 1977.

WORKS COMMITTEES / JOINT COMMITTEES

The Industrial Disputes Act 1947, provides for the setting up of a

Works Committee, consisting of representatives of management and
employees, in every undertaking employing 100 or more workmen “to
promote measures for securing and preserving amity and good relations
between the employer and workmen and, to that end, to comment upon
matters to their concern and endeavour to compose any material
difference of opinion in respect of such matters.” The representatives of
the workers, whose number shall not be less than the number of
representatives of the employer, are to be chosen from among the
workmen engaged in the establishment and in consultation with their
recognized trade union, if any.
The usefulness of the Workers Committees as a channel for joint
consultation and the need for strengthening and promoting this
institution was stressed in the labor policy statements in the successive
Plans. The legal requirement and encouragement given by the
 Government led to the setting up of works committees in a number of
undertakings. The Works Committees, however, have not
proved effective. The vagueness in the legal definition of the scope and
functions of the Committees was a major reason for this ineffectiveness.
To remedy this defect, the Indian Labor Conference in 1956 draw up an
illustrative list of items which Works Committees would normally deal
with, and a list of items which would be beyond their scope.
The items which Works Committees would normally deal with
consultation on:-

1. The conditions of works, such as ventilation, lighting, temperature

and sanitation, including latrines and urinals.
2. Amenities, such as drinking water, canteens, dining rooms, rest
rooms, medical and health services.
3. Safety and accident prevention, occupational diseases and
protective equipment.
4. Adjustment of festivals and national holidays.
5. Administration of welfare and fine funds.
6. Educational and recreational activities.
7. Implementation and review of decisions arrived at in meetings of
Works Committees.

The items specifically excluded were discussion on:-

1. Wages and allowances.

2. Bonus and profit-sharing bonus.
3. Rationalisation and matters connected with the fixation of the work
load.
4. Matters connected with the fixation of a standard labor force.
5. Programmers of planning and development.
6. Matters connected with retrenchment and lay-of.
7. Victimization for trade union activities.
 8. Provident fund, gratuity schemes and other retirement benefits.
9. Quantum of leaves, and national and festival holidays.
10. Incentives schemes.
11. Housing and transport services.

In spite of these clarifications, the Works Committees have not

generally, proved very successful.

Reasons for failure

In the evidence before the National Commission on Labor (NCL), State

Governments expressed the view that the advisory nature of the
recommendations, vagueness regarding their exact scope and functions,
inter-union rivalries, union opposition, reluctance of employers to utilize
such media etc. has rendered Works Committees ineffective. The
employers’ associations have attributed the failure of Works Committees
to factors like inter-union rivalries, union antipathy, and the attitude of
members in trying to raise in the Committee discussions extraneous
issues. According to the unions, conflict between the Works Committees
and the unhelpful attitude of the employers had generally led to their
failure.

Suggestions

The NCL indicated that the effectiveness of these committees will

depend on the following factors.

1. A more responsive attitude on the part of the management.

2. Adequate support from unions.
3. A proper appreciation of the scope and functions of the Works
Committees.
4. Whole-hearted implementation of the recommendations of the
Works Committees.
 5. Proper co-ordination of the functions of the multiple bipartite
institutions at the plant level.
JOINT MANAGEMENT COUNCILS

The scheme of joint management councils (Jams) is based on a draft

prepared by the tripartite committees appointed by the 15th Session of the
Indian Labor Conference, as subsequently modified by two tripartite
national seminars on the subject held in 1958 and 1960.

Objectives: - The main objectives in the establishment of Jams

were:-
1. To promote cordial relations between management and workers.
2. To build up understanding and trust between management and
works.
3. To effect a substantial increase in productivity.
4. To secure better welfare and other facilities for workers.
5. To train the workers to understand and to share the responsibilities
of management.

Functions:- The essential features of the scheme of JMC are:-

1. The Councils is entitled to be consulted on certain specified

matters.
2. In some others, the management is expected on share information
with the Council.
3. In a set of functions, administrative responsibilities have to be
given to it.

(a) The Councils would be consulted by the management on such

matters as:-
1. The administration of Starting Orders and their amendment, when
needed.
2. Retrenchment
3. Rationalisation
4. Closure, reduction in, or cessation of operations.
(b) The Council/Councils would also have the right to receive
information, to discuss and to give suggestions on:-

1. The general economic situation of the concern.

2. The state of the market, production and sales programmes.
3. The organization and general running of the undertaking.
4. The circumstances affecting the economic position of the
undertaking.
5. The methods of manufacture and work.
6. The annual balance sheet and profit and loss statement and
connected documents and explanation.
7. Long-term plan for expansion, re-deployment.
8. Such other matters as may be agreed to.

(c) The Councils would be entrusted with administrative

responsibility in respect of:-

1. Administration of welfare measures.

2. Supervision of safety measures.
3. Operation of vocational training and apprenticeship schemes.
4. Preparation of schedules of working hours and breaks and of
holidays.
5. Payment of rewards for valuable suggestions received from the
employees.
6. Any other matter.

(d) All matters, e.g. wages, bonus, etc., which are subjects for
collective bargaining, are excluded from the scope of the
Council/Councils. In short, the creation of new rights as between
employers and workers should be outside the jurisdiction of the
management Council. Individual grievances are also excluded for
its/their scope.
SHOP COUNCILS AND JOINT COUNCILS:-

In October 1975, the Government announced a model scheme for

workers’ participation in management. This scheme, meant for
implementation in all manufacturing and mining enterprises employing
500 or more workers, envisaged shop councils at shop/departmental
levels and a joint council at the enterprise level. The two councils
were to have an equal number of representatives of the employers and
employees.

The representatives of the workers on the councils were to be

nominated by the management, in consultation with the union, from
amongst the workers actually engaged in the enterprises. All decisions of
a Shop Council should be on the basis of consensus and not be a process
of voting, provided that either party might refer the unsettled matters to
the Joint Council for consideration. Every decision of the shop council is
to be implemented within a month, unless otherwise provided in the
decision itself.

The main functions of the Shop Council are to help management in

achieving production targets, improving productivity, assist in
maintaining general discipline in the shop, attend to physical conditions
of working, welfare and health measures, and to ensure a proper flow of
adequate two-way communication between the management and the
workers, particularly on matters relating to production schedules and the
progress in achieving the targets.

The main functions of the Joint Council are fixation of productivity

norms, dealing with the unresolved problems referred to it by the Shop
Councils, awarding of rewards for rewards for creative suggestions from
workers, ensuring optimum use of raw materials, ensuring the quality of
finished products, etc.
The issues thrown up by the working of the scheme of 1975 were
discussed at a tripartite labor conference held in May 1977. On the
recommendations of the conference, a Committee on Workers’
Participation in management and Equity, consisting of representatives of
central organizations of employers and trade unions, of some of the
States and professional institutions of management was appointed in
September 1977.

The report of the Committee submitted to the Government showed that a

majority of the members favored adoption of a three-tier system of
participation. (at the corporate level, at the plant level and at shop-floor
level). The committee laid down the detailed functions of the various
councils at shop, plant and corporate levels. It commended that the
workers’ representatives on the participation forums should be set up
both at the Centre and in the States to monitor the implementation of the
scheme and review its working.

The Government introduced in 1983 a new and comprehensive scheme

for the workers’ participation in Central public sector undertaking. The
State Governments have been requested to introduce it in their
enterprises and the private sector has also been encouraged to introduce
the scheme.

The issue of WPM was discussed by the Indian Labor Conference in

November 1986 and the conference agreed in principle to the
implementation of the scheme of workers’ participation in public,
private and co-operative sectors.

THE NEW SCHEME (1984)

A new scheme of workers’ participation in management was prepared

and notified in 1984 after reviewing the progress of various schemes in
industry. It was applicable to all central public sector enterprises. It was
decided that workers would be allowed to participate at the shop level,
the plant level and the board level. The mode of representation of
workers’ representatives was to be determined by consultations with the
concerned unions. A wide range of work related issues (personnel,
welfare, plant, operations, financial matters, etc.) were brought within
the ambit of the councils.

The Ministry of labor constituted a tripartite committee to review the

working of the scheme and to suggest corrective measures.

THE 1990 BILL The existing non-statutory schemes of workers’

participation have failed to give meaningful participation to workers
as the enterprises level. To remedy the situation the Government
introduced a bill in the parliament on 25 May, 1990 to:-

a) Offer meaningful three-tier participation to workers in

management at three levels, Shop-floor, enterprise and board level.
The proportionate share of worker representatives and the persons
representing other workers in the Board of Management in every
undertaking is put at 13 and 12% respectively.

b) Formulate schemes specifying detailed criteria regarding

nomination of representatives from workers. The power of shop
floor council and establishment council have also been extended to
cover a wide range of production, operational, economic, financial,
personal, welfare and environmental methods.

c) Provide for the principle of secret ballot for choosing

representatives of workers.

d) Provide for rules for monitoring the program.

e) Extend the coverage of the scheme to all corporate

establishments.
EVELUATION

The various scheme of workers’ participation in management have failed

to live up to the expectations of employers and employees. After
reviewing the literature in this field Zakeer (1980) has provided the
reasons for the failure of the concept in India thus:-

a) Lake of understanding of the concepts.

b) Rigid attitude of the employees.
c) Vagueness of the legal definitions, scope and functions of
these bipartite forums.
d) Half-hearted implementation of decisions arrived at these
forums
e) The suspicion in the mind of trade union leaders that
industrial democracy would fragment their authority and
weaken their hold over union members.

There are some important examples:-

EMPLOYER-RELATED

Employers were not very enthusiastic about schemes of workers’

participation in management. They feared dilution of their Powers.
Participation would take away from them their right to manage. They
also felt that workers may not be able to contribute much in discussions
relating to matters where they lack a broad perspective.
When employers tried to substitute trade unions with the bipartite
bodies, conflicting situations developed, vitiating the atmosphere of give
and take.

WORKER-RELATED

By the large, worker’s representative were not fully equipped to

participate in discussion relating to organizational issues. Factors such as
illiteracy, lack of knowledge, lack of enthusiasm to update their
viewpoints, have often come in the way of extending wholehearted
support to the schemes of workers’ participation in management.

According to Mhetras (1966) and Tanie (1969) the schemes have

suffered on account of casual and light-hearted approaches of both
management and labor who basically lacked faith in the schemes. In
most of the cases the absence of cooperative attitude and the existence of
two autonomous centers of interest and motivations in joint management
councils in the form of workers’ representation and management
representatives has also been regarded as an important reason for the
failure of Jams. This view has been endorsed by National Commission
on Labor (1969). Bhatia (1971) also felt that illiteracy among the
workers was one of the contributing reasons for the failure of Jams.

UNION-RELATED

Trade union movement in India is largely fragmented, poorly organised,

characterised by intense inter-union rivalry and coloured by various
political ideologies. In such an atmosphere, the union representatives are
not expected to act in the best interests of workers and the organisations.

MACRO LEVEL FACTORS

All the schemes of workers’ participation in India are non-statutory. The

different pieces of labor legislation have complicated matter further.
There is no central law on the subject. Some of the forms of
participation envisaged by the government-like Work committees, Joint
management’s councils appear to be similar in scope and function. The
multiplicity of such bipartite bodies with loosely defined structure and
purpose, not surprisingly have failed to deliver the goods.
Moreover as pointed put by Sheth (1972) mere creation of institutions
and structures does not guarantee success. In some cases even
elementary procedures for ensuring the success of the schemes were not
clearly laid down such as selection of representatives, recognition of
union, procedures for holding meetings, etc. As far as public sector is
concerned, Lall (1984) concluded that apart from other factors, absence
of genuine bargaining platforms also leads to lack of trust between the
labor and management leading to eventual breakdown of meetings.

EFEECTIVE WORKERS’ PARTICIPATION IN MANAGEMENT

There are some important certain conditions which should be in

workers’ participation in management:-

Managerial attitude There is an urgent need to offer training and

education to workers and employees to make the participative culture a
success. The employers should be willing to share information and shed
a portion of their hard-earned authority in favor of workers. Workers are
uninformed and lack experience. The employers therefore must make
conscious efforts to bring them up to a certain level before drawing them
to the negotiating table. To earn their respect and trust, management
must involve workers by:-

 Identifying a clear cut agenda where the roles of participants are

clearly defined.

 Developing guidelines for decision-making by the joint

management councils.

 Defining the roles of office bearers as against trade unions.

 Keeping employees informed of all decisions arrived at their

implementation and the out comes .
  Evaluating the progress of joint councils from time to time.

UNION COOPERATION The workers participation schemes to be

effective, must be based on mutual trust and confidence between unions
and management. Unions must believe that participative forums are not
meant to cut their roots. To this end, management must try to define the
boundaries clearly. To be fair, they must give due representation to
members from the recognized union without playing favorites. In a
multiple union situation, this issue assumes added significance in that
the employer can influence the election of representatives to the
participative forums by aligning with their own ‘yes men’ from the ranks
and file. Not all unions agree now to the election of representatives
through secret ballot (INTUC opposes HMS, CITU, AITUC support the
move).

MEANINGFUL PARTICIPATION If participation relates to only tea,

towels and toilets as the Indian experience clearly shows that it does not
serve any purpose. To be useful, participation should cover a wide range
of issues where workers can openly represent their cases and seek quick
solutions on the spot. Further, the participative forums should not be
mere consultative and advisory bodies, dealing with peripheral,
insignificant routine issues relating to labor welfare. Workers must have
a real ‘say’ in all important work-related matters including grievance
handling and then only they begin to participate in these participative
bodies with zeal and enthusiasm.

WORKERS ATTITUDE Workers must have complete faith in the

efficiency of the system. To encourage a participative culture among
workers, seminars, conferences, workshops must be held highlighting
the usefulness of participation. Workers must have a sense of job
security and freedom from reprisals resulting from their participation.
The overall working environment must be congenial enough to inspire
the workers to give their best to the organisation.
QUESTIONNAIRE ON WORKERS’ PARTICIPATION
SCHEME AT BEL-GHAZIABAD

1. Name of the employee _________________________

2. Staff No __________________________

3. Department/Section _______________________

4. Years of service in BEL__________________________

5. Designation __________________________

6. Wage Group/Grade ___________________________

7. Are you aware of shop councils in BEL? Yes / No.

8. When was these shop councils started _______________

9. Do you participate in management schemes Yes / No.

10. What are the functions of shop council (Tick the appropriate):-

a) Monthly targets and production schedules.

b) Production facilities and capacity.
c) Operational problems.
d) Material storage facilities, material economy and wastage control.
e) Hazards and safety problems.
f) Improvement in quality culture.
g) Cleanliness.
h) Welfare related to particular shop.
i) Any other (specify).
 11. Are you cell representative to the shop council Yes / No.

12. If yes, how many meetings have been held till now ____________
(Since last formation of shop council BEL-Ghaziabad).

13. How many meetings you have attended _____________

14. Reasons for not attending the meeting/meetings.

______________________________________________________
______________________________________________________
______________________________________________________

15. What matters are mostly discussed in the meetings

______________________________________________________
______________________________________________________
______________________________________________________

16. Do you think the matters discussed in the meeting were:

(tick the appropriate)

□ Relevant of workers in general

□ Specific to few working in concerned areas

□ Not relevant

□ Any other
17. For how long do these meetings last:
 □ Less than 1 hour

□ About 1 about

□ About 1 to 2 hours

□ About 2 to 3 hours

□ About 3 hours & above.

18. How much time is spent deliberating on each matter ______________

19. Do you consider the frequency of meetings and average time spent is
adequate? If inadequate give your suggestion.

__________________________________________________________
__________________________________________________________
__________________________________________________________

20. How long does it take to implement the decisions of the shop council?

21. Do the matters takes up in the shop council have the backing of the majority of
members of the cell? Yes / No

22. Do you get suggestions from the “SUGGESTION BOX” and you have placed
for suggestion box? Yes / No
23. How many suggestions you find relevant any action?

24. Do you think the decisions of the shop council have any bearing on the
working of BEL? Yes / No

If yes, in what way._________________________________________

_________________________________________
_________________________________________

If no, why.________________________________________________
________________________________________________
________________________________________________

25. Are you satisfied with the implementation of decision taken in Meetings?
Yes / No

If no, why _______________________________________________

26. Do you think the scheme served the objective for which it was initiated
(up to____________)? Yes / No

If no, why _______________________________________________

______________________________________________
______________________________________________

27. Are these meetings helpful for you as well as the organization?
Yes / No

If no, why _______________________________________________

_______________________________________________
_______________________________________________

If yes, how _______________________________________________

_______________________________________________
_______________________________________________
 28. Give your suggestions to improve the schemes of workers’
participation in management.

________________________________________________________
________________________________________________________

________________________________________________________

ANALYSES OF QUESTIONNIARE

FOR EMPLOYEES:-

1. Are you (employee) aware of shop councils at BEL?

100
80
60 YES
40 NO
20
0

_____________________________________

Analysis The information on workers’ participation scheme with

regard to basic feature was known to majority of the interviewers
about 90% of them.

2. Do the employees of BEL represent as cell representatives?

 100
80

60
YES
40 NO
20
0

________________________________
Analysis To the question of whether the employees represents as cell
representatives the answer of the employees about 80% of them
agrees, while rest of them almost 20% is having a notion that don’t have
the right participation in the working of the management.

3. What do you (employee) think about the overall performance of

shop
Level committees? Do they are providing some solutions to the
issues
Taken up?
100

80

60 SATISFIED

40 NOT SATISFIED

20

_____________________________________

Analysis Near about 65% of the employees are satisfied with the
performance of shop level system but near about 35% employees are
not satisfied with the system of solving the issues.
So it is desirable to have some modifications in the shop level
system especially in the field of workers strategic issues and apart
from this parameter for undertaken issues at shop level must be well
defined so that workers can be benefited from it.

4. What do you (employee) think about the shop and plant level
Committee?

100

80

60 POSITIVE
40 NEGATIVE

20

_______________________________

Analysis Near about 60% employees have positive attitude towards

the working of the shop and plant level committees but near about
40% employees are not satisfied with the working of the shop level
and plant level committees.

5. Role of shop councils as an informal channel in conducting

committees for employee’s participation?
 100

80

60 YES
40 NO

20

_______________________________

Analysis Company has got very little employees’ participation that

account for only 35% in the work related areas itself but company
do not promote or allow to participate employees regarding
strategies and policies formulation.

Management does not want to employee’s participation in the areas

that has been meant for higher authorities and has got prime concern
for the management as a whole.
6. Is the current scenario working towards maintaining a conducive
atmosphere for the shop councils to effectively conduct their
functioning?

100

80

60 YES
40 NO

20

0
 _______________________________

Analysis Only 77% of the employee feel that the current scenario is
helping and 23% of the employee feel that the need to have a more
conducive and more healthy environment for their functioning.
7. Role of shop councils give improved results or have some
productive
Response?

100

80

60 YES
40 NO

20

____________________________

Analysis It is felt that the exercise of shop councils meetings were

of very useful to employees about 88% of them have a opinion in
favour of these shop councils. But about 12% of them have an
opinion that they are not at all productive and not at all committed.

RESULTS OF THE FEEDBACK

The questionnaire was launched with a view of examining and

evaluating the scheme of workers’ participation in management to
underlines various aspects of the scheme in vogue. The following
conclusions were observed:-
 1) The information on workers participation scheme with
Regard to basic feature was known to majority of the
interviewers about 70%.

2) The meetings are hold more or less within stipulated time.

3) It was felt that the exercise of shop councils meetings were

of very useful nature giving improved results on production,
safety, housekeeping, etc.

4) It was felt by most of the interviewers (about 65%) that all

the relevant suggestions were implemented, through time
lapse do occur in case involving financial commitment.

5) Some useful suggestions were forwarded by interviewers.

They are produced below:-

a) Unions are to be informed more about the scheme for

Active support.

b) The vacancies in shop councils arising out of the

transfers are to be filled up immediately.
c) Time lapse in account of financial sanction etc. are to be
by active cooperation of various divisions.
d) A continuous dialogue of shop council is to be maintained
with the top management for the evaluation of programs
and quick disposal of issues.
e) To generate interest of top management regarding joint
decision making.

Needless to point out that the questionnaire method along with

interview schedule were of immense use in bringing about host of
 information regarding the scheme as a whole and suggestions to
further improve upon the existing process of Employees’
participation in industry management.

SUMMARY AND RECOMMENDATIONS

As we have already discussed that in this cut throat competition and in
the environment, we have shortage of skilled manpower so we have to
retain the employee, to avoid the sufferings and to maintain the
competitive advantage. In this process to keep the attrition under control
and to increase the satisfaction in Employees money is not the only
factor but there are other major factor and player like recognition
rewards, respect, career development, working environment,
empowerment and leadership.
So in the present scenario, it is supposed by HR Manager not to work
only upon economic expectation of the employee but upon other factor
also that play vital role in attrition and satisfaction of employee. Keeping
that factor in mind HR Manager has to design the policies in such a
manner so that pleasant working environment and positive attitude about
the company and management can be included within the employees and
a kind of emotional attachment can be established between the two i.e.
the management and the employee.

1. PROMOTION OF INFORMAL CHANNEL:- Informal

channel for solving the problems and issues are getting
relevance now a days and employees feel comfortable to go
through this channel so it must be promoted to display the
positive attitude of the company.

2. INDUCING THE EFFICIENT FEEDBACK SYSTEM:-

Effective feedback system can bring a great level of
satisfaction in the employees so feedback system specially

the appraisal system must be design in way so that

appropriate analysis can be done on each and every
parameter.

3. CHANGING JOB PROFILE:- Repeated job profile can

induce lack of interest in the employees so it is required to
 change the job and placing them on other related job so they
can feel themselves in a learning environment. Self life
erosion has been a major problem where employees feel
upset because of the repeated job so it is desirable to change
the profile.

4. RECREATIONAL ACTIVITIES:- Recreational activity

must be organizes so stress level can be reduced and the
interest of the employees can be maintained in the job itself
and the voluntary efforts can be expected from the side of the
employee.

5. EMPLOYEE PARTICIPATION:- Employees participation

pertaining to the job related areas must be increased so that
employees can feel a part of the decision-making team. This
method can bring significance and recognition for the
employees and in turn they will have interest in organization.

6. TECHINICAL TRAINING AND PERSONALITY

DEVEKLOPMENT:- It must be a part of the organization
strategies and the policies so as to introduce skills and knacks
in employees and in turn it results into mutual faith, trust,
understanding and the performance output of employees
increases.
 CONCLUSION
The scheme of worker’ participation in management has not shown
spectacular results but it should be made in the field of increasing
production and productivity of labor by giving the worker a feeling for
his being a part of the organization and providing him reasonable
opportunities to show its worth in contributing his share in production.
Joint consultation should form a part of labor management decision in
important issues affecting not only production but also they very
working lives of the workers. Management should have a constructive
attitude and should regard trade unions not as obstruction to be
overcome but as highly valuable and powerful instrument which if
properly handled can be of very great help in increasing production.
Both employer and unions should resolve solemnly to carry on the
experiment in proper spirit. The government on its part should take
responsibility for the Provision of the satisfactory workers education
equips them for the task. The Schemes seems to have a bright future.
IMPLEMENTATION OF THE SCHEME OF “WORKERS’
PARTICIPATION IN MANAGEMENT” IN B.E.L-GAD

Workmen of Bharat Electronics, Ghaziabad have been actively

participating in several for such as D.R.F, L.W.F committee etc. and
contributing their best towards organizational growth and development.

1) Consequent upon the evaluation of a scheme by

Government of India for Employee participation
In management for central public sector
undertakings, a scheme for “Employees participation
in management was introduced in BEL-GAD vide
GM’s circular dated 15.4.1985 under reference. With
a view to utilize our human resources more
effectively the scheme has now been reviewed & the
subject has been under discussions with the
negotiating trade unions and it has now been decided
to implement the “workers participation in
management” in BEL-GAD as indicated in
ANNEXURE-I.

2) There would be an Apex council at the unit level

consisting of eight representatives from the
management and four representatives of negotiating
trade unions. Further, there would be seven councils
at the divisional levels consisting of six
representatives from the management and the three
representatives each from the negotiating trade
unions.
3) The constitution of Apex council and Shop councils
are indicated in ANNEXURE-II & III respectively.
 4) It is the earnest hope of the management that
implementation of the scheme would enable the
workers’ representatives to further involve
themselves and actively contribute towards better
production and productivity.
5) The scheme will come into force with immediate
effect.

(ENCLOSURE TO GM OFFICE ORDER NO. GAD/826/001 DATED

10 JULY, 1999).

OBJECTVES OF “WORKERS’ PARTICIPATION IN

MANAGEMENT” IN BEL-GAD:-

Workers are the most important asset and resource of and industry. The
prosperity or otherwise of an organization depends upon the values they
perceive about it. Therefore, these participative forums are organized :-

1) To provide for specific and meaningful

participation of workers in management so that it
would promote better understanding between the
two.
2) To inculcate the spirit of co-operation and mutual
understanding for effective participation for
maximizing production and productivity.
3) Further, the management is committed to promote
“Employees’ Participation in management of
industry”. To create conditions in which an
industrial democracy could flourish. This would
motivate the workers and give them a greater sense
of identity, belongingness, involvement and
participation in the production activities:-
I. CONSTITUTION
There would be an Apex council at the Unit level and seven Shop
councils at the Division level:-

1) APEX COUNCIL:- will consist of eight

representatives from the management and four
representatives each from the negotiating trade unions.
2) THE SHOP COUNCIL:- will consist of six
representatives from the management and three
representatives each from the negotiating trade unions.
The concerned AGM/DGM (divisional head) will be
the chairman and the secretary/assistant secretary will
be from the workers’ representative. Other members
of the council are divisional executives including
women wherever necessary.
3) POWER TO CO-OPT:- The councils shall have the
right to co-opt a specialist/expert from the unit for any
meeting. Such co-opted member shall have the right to
actively participate in deliberation.
4) POWER TO REPLACE MEMBERS:- Both the
management and the negotiation trade unions will
have the right to replace their nominee(s) such as
transfer, retirement, resignation and etc.
5) PERIODICITY OF THE MEETINGS:-

APEX COUNCIL : ONCE IN THREE

MONTHES
SHOP COUNCIL : ONCE IN A MONTH.

However, the chairman in consultation with the secretary / Asst.

secretary of the shop councils will have the right to convene a special /
additional meeting whenever necessary.
II. FUNCTIONS OF THE COUNCILS

The participation will cover the following areas:-

1. Work practices
2. Productivity
3. Company plans
4. Modernization
5. Storage facility
6. Material economy
7. Operation problems
8. Wastage control
9. Hazardous and safety problems
10. Quality improvement
11. Cleanliness
12. Target and production control schedule
13. Cost reduction program
14. Formulation and implementation of work system
15. Welfare measures relevant to particular shop,
Such as cooling and lighting etc.
16. Technology and quality improvement
17. Improvement in machine utilization
18. Absenteeism
19. House keeping
20. Pollution control
21. Environment improvements
22. Developments of new projects etc.
23. Special program for women employee etc.

III. SCOPE

1. APEX COUNCIL:- Matters relating to performance, order-book,

dispatches, even flow, re-deployment, multi skills and standard
hour’s clearance, inventory control, cost reduction, etc.
2. SHOP COUNCIL:- Discussions of work related issues, shop level
cleanliness, productivity, safety, inventory control, absenteeism,
utilization of plant and machinery, reduction in wastage, better co-
ordination, work discipline, etc.

IV. TENURE OF THE COUNCILS:- The council’s tenure would be

for two years co-terminus with the recognition of the trade unions after
holding the secret ballot.

V. QUORUM FOR HOLDING MEETING:- The quorum necessary to

conduct the meeting shall be 75% of the total members excluding the
chairman.

VI. CIRCULATION OF AGENDA AND THE MINUTES:- The

agenda for the meeting shall be given to members at least 4 days in
advance to provide opportunity for them to consult other
employees/management before the actual meeting. Secretary / Asst.
secretary shall prepare the agenda and the minutes of the meetings in
consultation with the chairman.

VII. SCOPE OF DISCUSSION:-

The scope discussion should be within the frame work of object,

functions and scope of the councils discussed above. The discussions
should be held in an atmosphere of mutual trust and cordiality.
The shop councils should always attempt to arrive at a decision by
consensus of any issue and not by the majority of the vote etc. but where
no mutually accepted consensus emerges, such issue shall be referred to
the apex council.
These should not be used as grievance redressal machinery or to raise or
discuss individual grievances or collective bargaining issues which
would normally be discussed by the negotiating trade unions.
The following areas for example are therefore, excluded from the
preview of these councils:-
1. Wages
2. Salaries
3. DA and perks
4. Promotions
5. Grievances
6. Discipline
7. Increments
8. Pay and anomalies
9. Transfer, etc.

SHOP COUNCILS:-

1. RADAR.
2. COMMUNICATION.
3. ANTEENA.
4. CS & P&M.
5. D&E, MWC & SYSTEMS.
6. MM, QA & T.
7. M & CC, F&A, P&A, MS & PR, GM SECTT.
 RESEARCH METHODOLOGY

The study has been carried out of field work which involves regular
interaction with HR Manager and employees of BEL working within the
organization. Primary data has been collected by using the
Questionnaire Method.

Questionnaire has been used effectively so as to get information about

the following points:-

 Employee’s Perception about workers’ participation in

Management.

 Their expectations about SHOP COUNCILS.

 Causes for changes in workers’ participation in management.

 Management policies and strategies regarding workers’

participation in management.

 Management capabilities.

 Employee’s attitude towards organization.

 Recreational activity in organization.

Other main points:-

 Strength of organization => 2600 workers (approx)

 Sample size => 18
 Employee’s questionnaire => 18 (contains questions)
 Convenient sampling technique.
The Methodology for the survey involved a study of quality circles and
often informal participative management systems. Semi-structured
interview schedule were used for data collection. Interviews were held
individually to assess options and attitudes. Data was also obtained
through informal meetings and discussions with all levels of employees.
The research will be based on systematic research design to meet the
objectives of study.

RESEARCH DESIGN :- Descriptive research

RESEARCH INSTRUMENT :- Personal interview in the form of

direct person investigation.

VIII. RECOMMENDATION AND IMPLEMENTATION

Councils will discuss matters within its scope and arrive at decisions. If
the decisions are capable of being implemented within the division as
per the existing norms and delegation of powers, the same should be
implemented after following the laid down procedure. In case such
decisions require approval of the higher/competent authorities including
finance, the same would be implemented after obtaining their approval
by following the laid down procedure.
LAID DOWN PROCEDURE

Co-determination

Consultation

Bargaining

Information
Sharing

Influence Safety Work Sharing Production Business

& Issues and related of gains related policy
welfare
 OBJECTIVES OF THE STUDY

The objective of the study paper via to comprehend evaluate the concept
of employers participation in management and relate the concept frame-
work with the actual implementation in a typical industry. The workers
participation in management in organization decision making process is
crucial for achieving the best results in an economic industrial
enterprise. It is not only crucial to evolve a mentioned constructive co-
operation between the partners of production and establishing a
democratic system of relationship in the economic enterprise. It in not
more essential for resolving conflicts within the workers and
management.

1. The objective of “workers participation in management” is not

only economic but also social and political. This activity of worker
participation in management is increase the moral of the
employees and they work willingly and honestly. The economic
objective is to make the enterprise more efficient and effective.
Participation improves the status of the workers.

2. The main objective of the scheme is to help increasing production

and sharing the gains of productivity through technological
practice, more effective management, better wages & incentives
and better industrial relations.

3. The social objective of the scheme is to integrate the worker into

the undertaking and to give them a sense of fulfillment not only as
regards work, but also in regards to their social and political
environment.

4. The moral objective is to motivate the workers to work effective

and efficient manner so that they can achieve their goals or they
can do their work in proper way.
5. The principle of labor participation in management affords a
means of self-realization in work. It meets the psychological by
needs of men and women at work eliminating any feeling for
futility, isolation and consequent frustration that face in normal
industrial setting. According, joint management councils were set
up in industrial undertakings and at same time a scheme of training
workers and trade union leaders launched. The aim is to equip
them adequately for the new task on participating in the joint
council of management.

Government are aware that it is only by providing for such

arrangements for such arrangements for workers participation
particularly at the shop floor and unit that the involvement of workers
in the effective functioning of the unit and improving production and
productivity can be ensured. Government have desired that all
management, workers and trade unions concerned to take speedy and
effective measures for the early adoption of the scheme in their units
and for its continued healthy functioning.

The main objectives of workers’ participation in India are as

summarized as under:-

To achieve higher productivity and production.

To achieve greater efficiency and job satisfaction.
To improve industrial relations.
To have better discipline.
Development of the human personality and internal leadership.
Creation of a sense of belonging and establishment of
harmonious industrial relations.

These objectives may be achieved as a result of the consequences

flowing from the process of worker’s participation:-

Challenging work to workers.

Heightened sense of responsibility.
Meaningful relations to work.
Availability of worker’s ideas and suggestions to management.
Realistic management decisions.
Accommodation of change, motivation and commitment to
implement decisions.
Better two way communication.
Better work-supervisor relations.
 THE 1983 ISSUES HISTORICAL PRESPECTIVE OF INDUSTRIAL
RELATIONS IN WORKERS’ PARTICIPATION IN MANAGEMENT

SAFETY & WORK PRODUCTION

WELFARE RELATED RELATED

SHOP safety storage facilities production related

facilities

Welfare Material economy, Monthly targets,

Operational, problems schedule reduction,
design

Wastage, control productivity,

Hazards, Quality, schemes, planning
Cleanliness, work and review material
System, group shortfalls,
LEVEL Working, house storage and inventory
Medical keeping, productivity quality and tech-
Transport improvement, nology, and machine
Safety, Problems of women utilization.
Sport, employees, absenteeism
Housing. Suggestion.

Product development
Operational perform-
-ance.
PLANT Township,
Canteen,

Control of Shop floor matter

Gambling, remaining un-
-solved review
of shop control finan-
-cial statements, cost
The government has announced yet another scheme for shop councils
and a plant council on 31st December 1983. It was billed as a new
comprehensive scheme for the workers participation in central public
sector undertakings. The scheme referred to as a three-tier scheme. It
had some alterations, from the 1975 scheme. For instance, representation
of workers from the shop floor would cover different categories such as
skilled and unskilled, technical and non-technical, supervisory categories
and women, if they constituted 10 percent or more of the workforce.

CONSTITUTION OF SHOP COUNCILS

Though the scheme envisages the representation of the workers at shop

level and plant level covering different categories of workers such as
skilled and unskilled, technical and non-technical, supervisory
categories, etc., to start with the scheme was introduced at shop level in
the production area only and based on the experience and benefits
gained will be extended to other areas and eventually to the plant level.

Keeping in view all the aspects the following five shop councils were
constituted in the production areas. The tenure of the shops councils is 2
years from the date of formation.

1. Shop council-I ( works fabrication)

2. Shop council-II (works fabrication-II)
3. Shop council-III (assembly)
4. Shop council-IV (assy. And testing)

Each council consisted of 10 members with equal representation of 5

members elected by workers and 5 members (executives) nominated by
the management of the particular area for which the shop council has
been constituted. The workers elected their representatives by means of
secret ballot and voting for electing a representative of a cell/section
done by the employee of that cell/section only.
RULES OF BUSINESS FOR SHOP COUNCILS

With a view to avoid any unlikely discord rules of business of shop

council has been framed.

CONVENER

A convener on the shop council is mentioned by the management who is

normally senior most management representative in the council. The
function of a convener include giving direction to and guiding the
working and presiding over the meeting of shop council. His duties also
cover to ensure the overall functioning of the shop council and
finalization of agenda and minutes of councils meeting in consultation
with the secretary.

SECRETARY

The secretary is elected by the workers of the particular council. The

functions of the shop council are:

 To prepare agenda and put to the convener.

 To inform other members of the council about the time and
date of meeting.
 To record the proceedings and prepare minutes in
consultation with the convener.
 Collection of the data and compilation of facts concerning the
agenda to be discussed.

FREQUENCY OF MEETINGS

The meetings are required to be held at least once in a month.

QUORUM

There should be a minimum of 6 members, three each from the

management and workers to form a quorum.

SCOPE OF DISCUSSION

The scope of discussions should be within the frame work of the objects
of the scheme. The discussions in the shop councils are held in the
atmosphere of mutual trust and cordiality. Decisions arrived at the
councils are by the consensus of opinion and not by the majority of votes
etc. individual grievances are not discussed in the council as other
forums like grievances procedure, trade unions etc, are available for
such purposes.

CIRCULATION OF AGENDA AND MINUTES

The agenda for meeting is given to all the members in advance so that
the council members can consult other employee’s management before
the meeting. Agenda and the minutes of the shop council are also
displayed on the shop notice boards for the information of the
employees.

RECOMMENDATION AND IMPLEMENTATION OF THE SHOP

COUNCIL

Till such time plant level committee is established a steering committee

consisting of 7 senior executives has been constituted by a consensus
decision. The steering committee is monitoring the progress of employee
participation scheme and also resolving the issue recommended by the
shop councils. Secretary and the convener of the shop councils are taken
as co-opted members when their matters come up for discussions before
steering committee.
ACHIEVEMENTS

The shop councils are having discussions in an atmosphere of mutual

goodwill and co-operation and formulate its recommendations
consensus. The councils have discussions in the matter related to work
safety and welfare in an atmosphere of extreme cordiality. The existence
of these forums has created a positive feeling among the employees in
general. Besides, the following main achievements have been made:

 Proper understanding has been developed among the

employees.
 Decisions are arrived by consensus.
 Employees are feeling equal sharing of responsibilities.
 Participative culture has been developed.
 Tendency to solve the shop problems in constructive way has
been developed.
 Tendency to solve the shop problems in constructive way has
been developed.
 Co-ordination among the employees has been developed.
 Housekeeping and cleanliness has been improved.

TRAINING PROGRAMME

The areas where participation in management scheme in operation.

According, to educate the employee who formed electorate for shop
councils on the several programs have The NPC suggested the need of
education and training for workers working in been conducted with the
help of NPC & PECCE.
THE GROWTH OF WORKER’S PARTICIPATION IN INDIA

In India, we have accepted the ideas of involving workers in

organization decision making processes as an integral part of labor
policy for quite some time, and have made several processing and timely
efforts to experiment with various forums of participation.

Mahatma Gandhi, in his own wisdom mooted out the idea of such a
participation by workers to be executed through implementation of his
own conception of a worker’s republic where there should be proper
understanding, co-ordination and harmony between finance & labor and
both these recognize each other, value and honor each other’s dignity.
Tata iron and steel company has made a modest beginning by setting up
a joint works committee as early as 1919. However, this experiment did
not succeed. Subsequently as a prelude to joint consultations the corner
stone is union and management co-operation was laid in 1938 when the
union signed an agreement with the management undertaking to co-
operate with each other. This also could not materialize due to
intervention of war.

The Royal Commission on labor , recommended institution of works

committee in the industries in the year 1931, based on the above
recommendation the provisions were made in the industrial disputes act
for establishing works committee. Section 3 of this act provides for the
constitution of works committee is an industrial establishment, where
more than 100 workers are employed representing employers and
workers to promote measure for securing and preserving amity and good
relations between the employers and the workers and so that comment
upon matters of their common interest or concern or endeavor to
compose any material differences in respect of such matters.
Industrial employment (standing order) Act, 1946 sought to give
opportunities for trade unions or representatives of employees to be
heard during the process of the certification of standing orders Act
defining the conditions of employment in the industrial establishment
can be considered as yet another land mark for workers participation in
Management.

Provisions have been made in various other labor legislations also

providing for democratic consultation. The Factories Act 1947 has
provided for the constitution of the canteen management committee.
Association of worker’s in the administration of provident fund under
the Provident Fund Act in establishments where exemptions have been
granted is also a statutory feature. Certain establishment has constituted
sub- committees under the aegis of works committee for administration
of safety and for monitoring the transport facilities provided by the
employer. Many organizations have constituted other social security
bodies like work’s welfare Fund Administration, Worker’s death relief
fund administration etc. where the representatives of labor jointly decide
various issue.

The Government’s industrial policy Resolution of 1956 introduced the

idea of joint management council. It stipulates that labor is a partner in
the common task of development and should participate in it with
enthusiasm. A firm of worker’s participation in management was
evolved during the second 5 year’s plan in order to give workers’ a sense
of belonging and to stipulate their interest in productivity by setting up
joint management councils. The joint management councils’ main
function is to mutual consultation between the employers and the
workers over the important issues effecting industrial relations, through
issues such as wages, working hours etc., were kept out of its purview.
The study group of labor ministry on workers’ participation in
management consisting of representatives of govt. employees and
workers with Shri Vishnu Sahy (labor secretary) as leader visited to
some of the European countries via, U.K., Sweden, France, Belgium,
West Germany and Yugoslavia to study the working of similar scheme.
The group recommended the joint management councils with 6 to 10
members to discuss regarding working conditions, productivity,
suggestion schemes and administration of laws. The recommendations
made by the group were considered and accepted at the 15th session of
the Indian labor Conference in 1957. In order to give a practical shape
to the recommendations a representation of the central, state
governments and employers and workers organizations met in a seminar
covered in Delhi 1958. The approved scheme is voluntary and allows
considerable flexibility in structures and functions. The main ingredients
the schemes are as:-

1) Consultation
2) Right to receive information and
3) Right to administration in certain matters.

The scheme for worker’s participation in industry at the top and plant
levels were introduced by the government on the 30th October 1975 vide
Government of India’s resolution No, S 611011(4)/75-Desk I (B) dated
the 30th October 1975 and was made applicable to the manufacturing and
the mining units in the public, private and co-operative sectors, as well
as those run departmentally, employing 500 or more workers as apart of
the 20 point economic program another scheme on workers’
participation was introduced by the government of India’s Resolution
no. L-56025/4/75 Desk I (B) dated 4-1-1977 in commercial and service
organization in the public sector, which has large scale public dealings,
with view to rendering better customer services.

Workers’ Participation in Management is one of the Directive Principle

of state policy and this had already received a significant place in the
country, by the 42nd constitution amendment pass in view of the
importance being given to the subject it cannot just remain statue book
like in the case of the many other pious wish. In fact, this in the process
of implementation in some from or other.

Government has a taken a review of the scheme in the light of this

review and experience gained so far as comprehensive scheme was
devised by the Govt. vide Ministry of Labor & Rehabilitation
(Department of Labor) dated 30-12-1983 on workers’ participation for
central public sector undertakings.

The former trade union minister of labor, Mr. Virendra Patil while
inaugurating a seminar in October, 1984, said that public sector
undertaking have been directed to introduced a scheme. That will ensure
a compulsory labor participation in management. In this view, the
scheme when put in to practice, would generate a sense of belonging
which was now absolutely lacking in labor.

Studies on works and nature of these various forums of workers’

participation in India revealed that they have made a little impact on the
industrial relation scene.
 PHILOSOPHY OF WORKERS’ PARTICIPATION IN
MANAGEMENT

One of the major causes for decelerating industrial growth can be attributed to
the inherent conflicts between approaches and attitudes of the traditional
management and trade unions. The management for a long period looked
upon the working class as cost factor which need to be maximized for
achievement of greater productive efficiency and management effectiveness.
The working class and the trade unionists in particular. On the other hand,
viewed management as anti-union, anti-workers and to a large extent,
unreasonable. Hence, there was an urgent need for the resolution of the
attitudinal conflicts in order to achieve to ultimate desired objectives of the
organization.
Over the decades, there have been many attempts by the governments and
captain of industry to enlist the whole hearted support of organized labor, as
with the passage of time, factories and enterprises are being considered more
and more social rather than profiteering institution. Since employees of an
institution are dependent for their livelihood on the efficient working of their
institution, they feel that they should have some say in the affairs of the
enterprise. This is a prerequisite for achievement of the aspirations of both. On
the side the employer invests his labor. Thus, making him equal partner. This
position if taken into account gives an employee a moral right for having an
equal opportunity to participate in the decisions which affect him directly or
indirectly.
 VARIOUS FORUMS OF WORKERS’ PARTICIPATION IN BEL-GAD

The management is always keen to have consultation committees of employee

representatives and management to decide about certain issues such amenities,
educational and recreation activities etc. besides, the bipartite committees
other statutory committees are also functioning in the organization.

I. QUALITY CIRCLES

In order to promote proper understanding of the concept and approach in 1982

a number of quality circle were set up in different production areas. The
objectives of quality circles were to, (a) improve quality, (b) enhance the
involvement of the workers, (c) improve team spirit and group relations.
Membership of the circles is voluntary and members elect leader from
amongst themselves. Usually, but not invariably the supervisor is selected as
the leader. The sectional head is the facilitator of each circle. The problem is
searched by the circle and frequent consultation is made. Through these
quality circle a participative culture has developed.

QUALITY MONTH :- NOVEMBER

QUALITY POLICY:-

MEETING AND EXCEEDING OUR CUSTOMERS’ EXPECTATIONS

THROUGH SUPPLY OF QUALITY PRODUCTS AND SERVICIES.

QUALITY:- “QUALITY IS CONFERMANCE TO REQUIREMENTS”

TORQUE:- TOTAL ORGANISATIONAL QUALITY

ENHENCEMENT.
 Torque is a corporate wide problem solving process improving methodology.
It is a disciplined approach from management and employees to manager
Quality.

QUALITY OBJECTIVES:-

1) To identify the needs of our customers.

2) To meet the identified needs to the full satisfaction of the customers.
3) To institute organization, systems and procedures for strengthening
the concept of quality.
4) To achieve quality by the involvement and commitment of all our
employees and suppliers.
5) To design and develop products and services to meet the requirement
of quality, reliability and safety.
6) To build quality into every process we carry out.
7) To ensure that quality comes through prevention rather than
inspection.
8) To continuously monitor quality and minimize quality cost.
9) To allocate available resources for futuristic design, infrastructure up
gradation and Human Resource Development.
10) To ensure that every individual in the company understands, implements
and maintains the quality policy.

II. QUALITY CONTROL CIRCLE:-

Quality Control Circle is a small group activity in which people who work in
the first time work place, continually improve the quality of products,
services, using quality circle concept and techniques, display creativity and
thus, enhance self development.

Total participant 6.FACILATOR, LEADER, DY LEADER + 4 MEMBERS

OBJECTIVES OF QUALITY CONTROL CIRCLE

1) To encourage employees to make case study presentations

2) To achieve effective team work
3) To build harmony between executives and employees

THE QCC ACTIVITY STARTED IN BELBG IN 1981 AND BELGAD IN

1982.

THE FIRST INTER-UNIT QCC COMPETITION WAS HOSTED BY

BELBG IN 1988.

PHILOSOPHY OF QUALITY CIRCLES

1) Reduce errors and exchange quality & productivity;

2) Inspire more effective work;
3) Promote job involvement & participation;
4) Increase employees motivation;
5) Create problem-solving capability

“QUALITY CONTROL CIRCLE CAN BE ADOPTED ANY WHERE

NOT ONLY IN PRODUCTION”.

III. TOTAL QUALITY MANAGEMENT:- (TQM)

PRINCIPLE OF TQM

1). To design and deliver products and services that fulfill customers’
Need.
2). Continuous improvement.
3). Commitment to constant examination of technical and administrative
processes in search of better methods.
4). Team work – collaboration between managers and non-managers, between
customers and suppliers.
SEVEN TOOLS OF QUALITY CONTROL

1) BRAINSTROING

A technique to bring out ideas into opens and helps improve the group
creativity.

2) PARETO ANALYSIS

A very powerful tool which helps segregate the defects into ‘vital few’ and
‘trivial many’.

3) CAUSE & EFFECT DIAGRAM

Also called Fishbone or Ishikawa Diagram. This gives the relationship

between the Quality Characteristics and the contributing factors. It is a
pictorial representation of all possible causes and their effects.

4) HISTOGRAM

It is a simple technique of regrouping the data according to size or value and

the frequency. Histogram gives an insight into process capability.

5) CONTROL CHART

Determines the practical and economic limits within which variations from
normal may be permitted before the process is updated. The chart helps decide
whether a process is affected by factors worth identifying and controlling.

6) SCATTER DIAGRAM

Helps arrive at the correlation between two or more variable.

 7) CHECK SHEET

It is useful in Quality Planning, in process control and final inspection.

 BIBLIOGRAPHY

 HUMAN RESOURCES OF MANAGEMENT BY V.S.P.

RAO
 BUSINESS ENVIRONMENT BY FRANCIS
CHERUNILAM
 JOURNALS AND FILES
 WWW.BEL-INDIA.COM