Contents of The Project: R.R Bhandari Commerce College (PG Dept) Guledgudd

EMPLOYEES PARTICIPATION WITH THE MANAGEMENT
Contents of the project

Sl.No Contents
I Introduction of the project
1 Statement of the problem
2 Objectives of the project
3 Scope of the study
4 Research methodology
5 Limitations
6 Research design
Conceptual of frame work of the employees

II
participation with the management
1 Introduction
2 Rationale of the study
3 Needs of employees participation with the management
4 Essential conditions for successful working of wpm
5 Forms of WPM
6 Workers participation in management scheme of 1975
III Organizational profile
1 Brief History of Laxmi Sahakari Bank Niyamit
The financial position of the organization shall show the

2
outcome of the Society’s progressively
The Profile of Shri Laxmi Co-operative Bank Ltd
3
Guledgudd-587203.
R.R BHANDARI COMMERCE COLLEGE (PG Dept) GULEDGUDD Page 1

4 Positive Features of Shri Laxmi Co-operative Bank
5 Management committee
6 Organization Structure of the Bank
7 Branches of the Bank
IV Data Analysis and Interpretation
V Findings & suggestions
1 Findings
2 Suggestions
3 Conclusion

Chapter-1
Introduction to the Study
 Introduction
 Statement of the Problem
 Objectives of the Study
 Scope of the Study
 Sources of Data
 Limitations of the Study
 Research design

 Introduction of the Project

The Employees participation in management represents the value of
organization or bank. This project is focused on the employee’s participation with
the management in Laxmi Co-operative bank ltd, guledgudd.
Employee’s participation is the main and important role in every

organization. Without employees no one can start or run the organization. So the
employees will take a vital part in every organization.
Employees often comprise a significant portion of the organization or bank

and therefore are important in the presentation of financial position employees
have important role in banks because this sector is service oriented sector without
employees organization cannot achieve its vision and mission.
Every organization has its objectives, goals; vision and mission to reach the
goals of the organization employees are must and should essential means in the
achievement of organization towards successful employees are key elements of the
organization. In between organization’s employees and management the
relationship health in manner automatically organization is running smoothly.
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.
The broad goal of participation is to change basically the organizational

aspect of production and transfer the management function entirely to the workers
so that management becomes Auto management.
 STATEMENT OF THE PROBLEM

This project is traces out how the employees are facing consequences
regarding their participation in management. And also what are the main factors
which are influencing on their participation level. The research problem is helps
me to enhance the involvement employees in the management due to specific
factors and most of the organization does not allows to employees for participation.
 OBJECTIVES OF THE PROJECT

1. To ascertain workers level of involvement in the decision process of the
work places.
2. To establish the general attitude of workers towards participation in
management decision to making.
3. To determine factors which aid or hinds observed level of participation.
4. To provide a better understanding to employees about their roles and places
in the process of attainment of organizational goals.
5. An instrument for improving efficiency of the company and establishing
harmonious industrial relations.
6. To propose suggestions to overcome the encountered lapses.
7. To make awareness among the employees regarding their participation in
management.
8. To build the most dynamic human resources.
 SCOPE OF THE STUDY

Scope means it covers the study. The study has been conducted in Laxmi
Co-operative Bank Guledgudd. For this study I am going to frame questionnaires
for survey and consider those factors where corrective actions taken at Laxmi Co-
operative Bank Guledgudd. This study covers objectives, significance and the data
has been collected from round about 25 to 30 employees and information is
gathered by head office and its branches. Information is collected from General
Manager, Accountants, Supervisors Clerks and Peons.
 RESEARCH METHODOLOGY
Research methodology is the systematic approach to the given problem. In

every research we have to follow some ways or methods for our satisfaction and
the methodology adopted through questionnaires
 PRIMARY DATA
The primary is data is collected by taking the personal interviews of the

employees. The structured questionnaires are circulated.
 SECONDARY DATA
It is collected from various sources like previous records, reports,

organizations websites and reference etc.
LIMITATIONS
 The availability of data is limited
 The study is confined only two units
 The study covers the information only for 3 years
 The availability of time is limited
 RESEARCH DESIGN
The whole study classified into 5 chapters
CHAPTER 1: First chapter consisted need of the study objectives

of the research methodology and limitation of the study.
CHAPTER 2: The second chapter includes meaning definition and classification of

Dividend Decision.
CHAPTER 3: This chapter covers the organization profile and introduction to the
organization.
CHAPTER 4: This chapter is core chapter consisted data analysis and

interpretation.
CHAPTER 5: Finding suggestion conclusion is content of the last
2.Conceptual of frame work of the employees participation with the

management
Chapter-2
Conceptual Framework
 Introduction
 Rationale of the study
 Needs of employees participation with the
management
 Essential conditions for successful working of wpm
 Forms of WPM
 Workers participation in management scheme of

1975Introduction
INTRODUCTION
The concept of employee’s participation represents a popular them in the

analysis of the world of work among scholar in the fields of banking sociology.
Banking relations as well as management it refers to any arrangements which are
design to involve low cedar employees in the important decision making within the
work place. This implies that saddling only a group within the organization with
responsibilities of making decisions all those who are to be affected by these
decisions would be involved in its formulation and implementation.
The concept of worker participation in management crystallizes the concept

of organization democracy and indicates an attempt on the part of an employer to
build his employees into a team. Which work towards the realization of a common
objective.
The broad goal of participation is to change basically the organizational

aspect of production and transfer the management function entirely to the workers.
So that management becomes “auto management”.
The participation results from practices which increase the scope for
employees share of influence in decision making at different tires of the
organizational hierarchy with concomitant assumption of the responsibility.
 MEANING
Worker participation implies arrangements designed to involve workers in the

banks or organization decision making process. This allows for workers
involvement in the initiation formulation and implementation of decisions within
the organization. The concept can also be understood in terms of a new approach to

banks and society in which people want to be interested with the taking of
decisions. Which have direct bearing on them?
 DEFINITION
1. In the words of Davis “It is a mental and emotional involvement of a
person in a group situation which encourages into contribute to goals and
share responsibilities in them”
2. According to the International firm Labor Studies “Workers participation in
management is the participation resulting from practices which increase the
scope for employee’s share of influence in decision making at different tiers
of organization hierarchy with concomitant assumption of responsibility.
 RATIONALE OF THE STUDY
 To recognize the importance of participative management to resolve banking
disputes and increasing best services simultaneously.
 To know the mutual cooperation of the employees in achieving organization
peace greater efficiency and increases services in the interest of the
organization. The workers, the consumers and the nation to know how
consumers cooperating with the empowered employees in managerial
decision making.
 To investigate the implications of workers participation to worker and their
organization.
 To identify the importance of participative management to improve quality
of managerial decisions and team work.
 To determine factors which aid or hinder the observed level of participation?

 NEEDS OF EMPLOYEES PARTICIPATION WITH THE

MANAGEMENT
 Employees participation in management study helps employees in many
ways to improve and enhance the efficiency and effectiveness of the
employees,
 It helps for employees to share the problems to the management.
 What are the ideas for improvement of service those ideas are sharing with
the management by the employees.
 It helps increases the strengthening efficiency of the employees.
 ESSENTIAL CONDITIONS FOR SUCCESSFUL WORIKING OF

WPM
The success of portion in management depends upon the following conditions
1. The attitude and outlook of the parties should be enlightened and impartial
so that a free and frank exchange of thoughts and opinions could be possible
where a right kind of attitude exists and proper atmosphere prevails the
process of participation is greatly simulated.
2. Both parties should have genuine faith in the system and in each other be
willing to work together.
3. The experiment of labor participation in management must be a given a wide
publicity in order that an idea of participation is ingrained in the minds of
those who are to implement the scheme.
4. Objectives to be achieved should not be unrealistically high, vague or
ambiguous but practicable of achievement and clear to all.

5. Form, coverage, extent and level of participation should grow in response to

specific environment, capacity and interest of the parties concerned.
6. Participation must work as complementary body to help collective
bargaining, which creates conditions of works and also creates legal
relations.
7. There should be a strong trade union, which as learnt the virtues of unit and
self reliance so that they may effectively part in collective bargaining or
participation.
8. Multiple unions in one enterprise should be restricted by legislative
measures. Similarly there should be no multiplicity and duplicity of bipartite
consultative machinery at the plant level.
9. A peaceful atmosphere should be there where in there are strikes and lock
outs for their presence ruins and employees, harms the interest of the
society, and puts the employees to financial losses.
10.Authority should be centralized through democratic management process.
The participation should be at the two or at the most three levels.
11.Programs for training and education should be developed comprehensively.
12.Progressive personal policies should ensure growth individual workers
within industry and proper policies should exist for selection, promotion,
compensation, reward and discipline.
13.Management should be prepared to give all information connected with the
working of the industry and labor should handle that information with full
confidence and responsibility.
14.The workers should become aware of their responsibilities. The leaders
initiate this in them. Similarly the top management should make the lower
echelons to show a new attitude in the light of the new relationship.

15.The follow of action on the decisions of the participating forums should be

ensuring. The government may also set up machinery to at as watch dog for
implementing the scheme.
16.Effective two way communication is a must for the success of the programs.
The shorter is the time for communication, the greater is the probability of
correct interpretation.
 Forms of WPM
The forms of worker’s participation in management vary from industry to

industry and from country to country. The important forms are: Labor management
consultation and co-operation, joint consultation and model of participation, Union
management co-operation, codetermination scheme, joint management plan, joint
decision-making model, worker’s control model, self management or auto
management scheme.
Forms of worker’s participation in management are:
i. Works committee
ii. Joint management councils
iii. Joint councils
iv. Shop councils and
v. Unit councils
Works committee
The industrial disputes act, 1949 provides for the setting up of work’s
committees as a scheme of workers participation in management which consists of

representatives of employers and employees. The act provides for these bodies in
every undertaking employing 100 or more workmen. This aim of setting up of
these bodies is to promote measures for maintaining harmonious relations in the
work place and to sort out differences opinion in respect of matters of common
interest to employers and employees. The Bombay industrial relations act,1946
also provides for these bodies, but under the provisions of this act they can be set
up only in units which have recognized union and they are called joint committees.
The workers directly elect their representatives where there is no union.
Functions
These works committees /joint committees are consultative bodies. Their

functions include discussion of conditions of work like lighting, ventilation,
temperature, sanitation etc. Amenities like water supply for drinking purposes,
provision of canteens, medical services, safe working conditions, administration of
welfare funds, educational and recreational activities, and encouragement of thrift
and savings. It shall be the duty of the works committee to promote measures for
securing and preserving amity and good relation between the employers and
workmen to comment upon matters of their common interest are concern and
Endeavour to reconcile any material difference of opinion in respect of such
matters.
Structure
The works committees have, as offices bearers, a president, a vice-president, a

secretary, a joint secretary. The president is a nominee of the employer and the
vice president is the workers representative. The tenure these bodies in two years.
The total strength of these bodies should not exceed 20. The employee’s
representatives have to be chosen by the employees.

These committees functioned actively in some organizations like TATA

IRON AND STEEL COMPANY, INDIAN ALLUMINIUM WORKS AT BELUR
AND HINDUSTAN LEVER. In all these the management has evolved joint
committees independently of the statutory requirements.
Joint management councils:
The second five year plan recommended the setting up of joint councils of
management consisting of representatives of workers and management. The
government of INDIA deputed a study group 1957 to study the schemes of workers
participation in management in countries like U K, FRANCE, and BELGIUM
AND YUGOSLAVIA. The report of the study group was considered by the Indian
labor conference in its 15 session in 1957 and it made certain recommendations.
1. The workers participation in management schemes should be set up in

selected under takings on a valuator bases
2. A sub committees consisting of representatives of employers and workers
and government should be set up for considering details of workers
participation in management schemes.
3. This committee should select the under takings where workers participation
in management schemes would be introduced in the first stage on an
experimental bases
 Objectives:
 To increase the association of employers and employees there by promoting
cordial industrial relations
 To improve the operational efficiency of the workers

 To provide welfare facilities to them.
 To educate workers so that they are well equipped to participate in these
schemes and
 To satisfy psychological needs of workers
A tripartite subcommittee was set up as per recommendations of Indian labor

conference which laid down certain criteria for selection of enterprises where the
JMC’s could be introduced. They are
1. The unit must have 500 or more employees
2. It should have a fair record of industrial relations
3. It should have a well organized trade union
4. The management and the workers should agree establish JMC’s
5. Employers should be the members of the leading employees of the
organizations
6. Trade unions should be affiliated to one of the central federations.
Criteria for selecting of units for setting up of JMC’s:
In private sector the industries selected where cotton and jute textiles,
engineering, chemical, tobacco, paper, cement, mines and plantations.
In public sector industries included railway workshops and yards, posts and
telegraphs, ports, ship yards, transport workshops, mines, printing, and electrical
undertaking.

1. The undertaking should have a well established, strong trade functioning.
2. There should be a readiness in the parties between employers and workers
union to try out experiment in spirit of willing cooperation
3. The size of the undertaking should be at least 500 workers.
4. The employer in private undertaking should be member of one of the
leading employers organization and similarly the trade union the related to
one of the central federations.
5. The company should a have fair record of industrial relations.
 FUNCTIONS
1. To be consulted on matters like standing orders, retrenchment,
rationalization, closure, reduction of operations etc.
2. To receive information, to discuss and offer suggestions.
3. To shoulder administrative responsibilities like maintaining welfare
measures, safety measure, training schemes, working hours and payment of
rewards.
WORKERS PARTICIPATION IN MANAGEMENT SCHEME OF 1975
Government of India on 30th October 1975 announced a scheme of worker

participation in management which consisted of establishment of joint councils and
shop council as part of its 20 point economic program. The scheme envisages for
the establishment of joint councils and shop councils in manufacturing and mining

industries employing 500 or more employees in public, private and co-operative

sector.
The scheme contemplated participation of workers in the decision making

process in the matters relating to production, productivity, absenteeism, safety
measures, general discipline, working conditions and welfare, and overall
efficiency of the shop/department.
Important features of this new scheme are
1. All decision of a shop council as well as of the joint council shall be on the
edifice of the consensus and not by process of voting.
2. It is not statutory like JMC’s and there are clear cut functions of these
councils.
3. Consensus and time bound implementation “are the tools for arriving at
decisions. Thus the scheme the tries to eliminate the chances of direct
interference by outside elements. The decisions are required to be
implemented within one month.
4. The scheme provides for participation of workers at the shop floor level.
Otherwise the framework is not materially deferent from that of the WC’s
and JMC’s.
5. It provides for two way communication and an exchange of information
between the management and workmen.
6. The very change in the nomenclature of the scheme from participation of
workers in management to that of participation of workers in industry makes
it more acceptable to employees as the latter are likely to offset some of their
misgivings and apprehensions caused by the former.

7. The scheme hits at three principle objectives to which the reform of the
industrial democracy is directed recovery of individual human rights at the
work place consolidation of social and political freedom and the framing of
new industrial system functionally suitable to the country’s economy.
III) Joint Councils
The joint councils are for the whole unit and its membership remains
confined to those who are actually engaged in the organization. The tenure of the
joint councils is for two years. The chief executive of the unit becomes its
chairman. Workers members of the council nominate the vice chairman. The Joint
councils appoint the secretary. The secretary is responsible for discharging the
functions of the council.
The Joint councils will meet once in four months, but the periodicity of the
meeting varies from unit to unit, it may be once in a month, quarter etc. The
decisions taken at the joint council meetings are by the process of consensus and
the management shall implement the decision within one month the scheme was
implemented by the major units of the central and state governments. The
government enlarged the functions of the councils in 1976.
IV) Shop Councils
The shop council represents each department are a shop in an unit. Each
shop council will consist of an equal number of representatives of employers and
workers. The employer’s representative will be nominated by the management and
must consist of persons from within the unit concern. The workers representative
will be from among the workers of the department or shop concerned. The number

of members of each council may be determined by the employers in consultation

with recognized union. The total number of members, however, may not generally
exceed 12.
The decision of the shop council is to be taken on the basis of consensus but
not voting. Management has to implement the decisions within one month. The
tenure of the shop council is for a period of 2 years. Members of the shop councils
meet at least once in a month. Management nominates the Chairman at least once
in a month. Management nominates the chairman of the shop council where as
workers members of the council elect the vice chairman of the council. The
number of shop councils to be established in an organization is determined by the
employer in consultation with the recognized trade unions/workers of the
organization. The decision of a shop council which has a bearing on another shop
will be referred to joint council for consideration and approval.
Main Features
1. In every Industrial unit employing 500 or more work men the employer shall
constitute a shop council for each department or shop or one council for more
than one department considering the number of workmen employed in
different departments or shops.
2. The number of members of each council may be determined by the employer
in consultation with the recognized union, registered unions or workers in the
manner best suited to local conditions obtaining in the unit. The total number
of generally members may not exceed 12.
3. All decisions of shop council shall be on the basis of consensus and not by
process of voting, provided that either party may refer the unsettled matters to
the joint council for consideration.

4. Every decision of shop council shall be implemented by the parties concerned

with a period of one month unless otherwise stated in the decision itself and
compliance report shall be submitted to the council.
5. Such decision of a shop council which have bearing on another shop or the
undertaking of establishment as a hole will be referred to the joint council for
consideration and decision.
6. A shop council once formed shall function for a period of 2 years any member
nominated or selected to the council in the midterm to fill a casual vacancy
shall continue to be a member of the council for the unexpired portion of the
term of the council.
7. The council shall meet as frequently as in necessary and that at least once in a
month.
8. The chairman of the shop council shall be a nominee of the management. The
worker members of the councils shall elect a vice chairman from amongst
themselves.
Functions
1. Assist management in achieving monthly, yearly production targets.
2. Improvement of productions, productivity and efficiency including

elimination of wastages and optimum utilization machine capacity and man
power.
3. Specially identify areas of low productivity and take necessary corrective
steps at shop level to eliminate relevant contributing factors.

4. To study absenteeism in the shop or departments and recommended steps to
reduce them.
5. Safety measures.
6. Assist in maintaining general discipline in the shop/department.

7. Physical conditions of working, such lighting, ventilation, noise, dust etc and
reduction on fatigue.
8. Welfare measures to be adopted for efficient running of the
shop/department.
9. Ensure proper flow of adequate two communications between management
and the workers, particularly on matters relating to production schedules and

progress in achieving the targets.
Joint Councils
In every industrial unit employing 500 or more workers, there shall be a joint
council for the whole unit. The main features of the scheme of joint councils may
be as follows.
1. Only such persons who are actually engaged in the unit shall be members of
the joint council.
2. The council shall for a period of two years.
3. The chief executives of the unit shall be the chairman of the joint council
and there shall be a vise chairman who will be nominated by worker
members of the councils.
4. The joint councils shall appoint one of the members of the council as its
secretary. Necessary facilities for the efficient discharge of function by the
secretary shall be provided with the premises of the
undertaking/establishment.
5. The term of council once formed shall be for a period of two years if
however a member is nominated in the midterm of the council to fill a casual
vacancy. The member nominated to such a vacancy shall continue in office
for the remaining period of the term of the council.

6. The joint council shall meet, at least, once in a quarter.

7. Every decision of the joint council shall be on the basis of consensus and not
by a process of voting and shall be binding on employers and workmen and
shall be implemented in one month unless otherwise stated in the decision
itself.
Functions
1. Optimum production, efficiency and fixation of productivity norms of man

and machine for the unit as a whole.
2. Functions of a shop council which has a bearing on another shop or the unit
as a whole.
3. Matters emanating from shop councils which remain unresolved.
4. Matters concerning the unit or the plant as a whole, the respect of
production targets more specifically, task assigned to a shop council at the
shop/department levels but relevant to the unit as a whole will be taken up
by the joint council.
5. The development of skills of workmen and adequate facilities for training.
6. Awarding of rewards for valuable and creative suggestions received from
the workers.
7. The preparation of schedules of working laws and of holiday.
8. Optimum use of raw materials and quality of finished products.
9. General health, welfare and safety measures for the unit of the plant.
V) Unit Councils
Encouraged by the success of the scheme in manufacturing and mining

units, new scheme of workers participation in management in commercial and
service organization in the public sector having large scale public dealings, was
announced on 5th January 1977 the scheme envisaged setting of unit councils in
units employing at least 100 persons. The organizations include hotels restaurants,
hospitals, air, sea, railways and road transport services, banks, ports and docks,
ration shops, school research institutions, provident fund and pension
organizations, municipal and milk distribution services, trust organizations, all
financial institutions, banks, insurance companies, post and telegram offices, food
corporation, state electricity boards, state warehousing, corporations, state trading
corporation, irrigation systems, tourist organizations and training organizations of
the central and state governments.
The scheme provides for unit level of councils. These councils are to
eliminate factors which hamper operations and improve methods of operation.
The main functions of the council include creation of conditions for

achieving optimum efficiency better customer service in areas where there is direct
and immediate contact between the workers at the operational level and the
consumer, higher productivity, the elimination of pilferage and all forms of
corruption, and the institutions of rewards to be given to those with proven ability
in these areas.
Main features of the new scheme
1. A unit level council consisting of the workers and management of the

organization/service may be formed generally in each unit, employing 100 or
more workers to discuss day to day problems and find solution but wherever
necessary a composite council may be formed to serve more than one unit or a
council may be formed department wise to suit the particular needs of an
organization or service.

2. Every unit council shall consist of an equal number representative of the

management and workers. The actual number of members should be
determined by the management in consultation with the recognized union,
registered union or the workers in the manner best suited to the local
conditions obtaining in a unit or organization. But their total number may not
exceed 12. It would be necessary to nominate suitable and experienced
workers from various departments irrespective of their cadre, affiliation or
status, and not trade union functionaries who may not be actually working in
their unit.
3. The Managements representatives should be nominated by the management
and should consist of persons from the unit concerned.
4. The management shall decide in consultation with the recognized union or the
registered unions or the workers as the case may be in the manner best suited
to local condition.
5. The number of unit councils and the departments to be attached to each
council of the organization or services.
6. All decisions of a unit council shall be on the basis of consensus and not by a
process of voting, provided that either party may refer the unsettled matters to
the joint council for consideration.
7. Every decision of a unit council shall be implemented by the parties
concerned within a month, unless otherwise stated in the decision itself.
8. The council shall meet as frequently as necessary but at least once in a month.
9. The chairman of the council shall be a nominee of the management. The
worker members of the councils shall elect a vice chairman from amongst
themselves.
10.A unit council formed shall function for a period of two years. Any member
nominated or elected to the council in the midterm to fill a casual vacancy
shall continue to be a member of the council for the unexpired portion of the
term of the council.
Functions
1. To create conditions for achieving optimum efficiency, better customer

service in areas where there is direct immediate contact between workers at
the operational level and the consumer, higher productivity and output
including elimination of wastage and idol time and optimum utilization of
man power by joint involvement in improving the work system.
2. To identify areas of chronically bad, inadequate or inferior service and to
take necessary corrective step to eliminate the contributing factors to evolve
improved method of operations.
3. To study absenteeism and recommend steps to reduce it.
4. To eliminate pilferage and all forms of corruption to institute a system of
rewards for this purpose.
5. The suggest improvements in physical condition of working such as
lighting, ventilation, dust, noise, cleanliness, internal layout, setting
customers service points etc.
6. To ensure proper flow of adequate two way communication between the
management and workers particularly about matters relating to the service to
be rendered, fixation by targets of output and progress in achieving these
targets.
7. To recommend and improve safety, health welfare measures for an efficient
running of the unit.
8. To discuss any other matters which may have a bearing on the improvement
of performance of the unit for ensuring for better customer service.

Chapter-3
Company Profile
 Organizational profile
 Brief History of Laxmi Sahakari Bank Niyamit
 The financial position of the organization shall

show the outcome of the Society’s progressively
 The Profile of Shri Laxmi Co-operative Bank Ltd
guledgudd
 Positive Features of Shri Laxmi Co-operative Bank
 Management committee
 Organization Structure of the Bank
 Branches of the Bank

ORGANIZATIONAL PROFILE
Brief History of Laxmi Sahakari Bank Niyamit
It is a matter of gear pleasure and privilege form to present for me to present a

historical background of our bank to its enlightened reader. This was resolved by
local philanthropists to extend a yeoman service to all people of in and around the
town. This institution is said to have established under a leadership of Shri
Veerupaxappa Bhavi and brought under legal frame of registration of 5th February
1913. During first six decades of its inception. It was with an aim of rescuing the
local poor from the clutches of private money lenders. It extended a financial need
to sustain their productive business. After 1961 in order to cater the needs of
handloom weavers, it was renamed as industrial Co operative Bank. Although an
effective functioning of the Bank a needy recourse was not collected by the then
leaders. So it was unanimously resolved to change the banner of institution.
Subsequently in the year 1974 this institution was renamed as guledgudd Laxmi
Urban Co operative Bank Ltd. At this juncture an effort of the then leader late Shri
V.S.Karadi who strengthened the unit with small fund Rs. 1.16 laks are
remembered with greater appreciation. In order to mobilize resource, he initially
approached to DCC Bank Bijapur keeping in view about the then condition our
Banks, a security was demanded by DCC bank Bijapur. In that situation Shri
V.S.Karadi pledged his own house as taken of security and got sanctioned a cash
credit. At this time by the effective service of bank managers like Shri.
S.V.Tattimath, Shri B.Y.Kuri, it could mobilize its resource and accelerate its

capital fund to as high as Rs. 17.69 laks including share capital of Ts. 1.47 laks by
end of the march 1983.
Further, during 1983-84 a Managing Board was changed, then an eminent

businessman of the town late Shri. M.S.Vastrad was made a chairman. In his
tenure also Bank achieved remarkable progress. With guide of retired DCC Bank
manager Shri S.K.Hiremath he started working to the path of prosperity. As a
result the capital of the bank raises to Rs. 25.17 lacks in a financial year ending of
1985.
Furthermore the bank started to grow by many young and energetic leadership
from 1985 to 1988 the then chairman late Shri. S.S.Kalyani played a good role and
accelerated its fund to 38.58 laks. Later the Bard of Management chaired by shri
M.B.Banni also put all his herculean efforts towards growth of the bank. As A
result of it our bank could raises its resources to remarkable extant of Rs. 174.08
laks. Handloom, power loom weavers’ small merchants and agriculturalist were
made to seek benefit from the bank.
It is remarkable to note that the outstanding and real achievement in the way of
prosperity of bank is said to have witnessed, under the young, dynamic and
farsighted chairman of Shri. Rajashekar V Sheelavanth. During this time along
with MLA designation s, he could extend all his concern towards top stage of
Bank. It is so appreciated by mass public that first qualified with all ameliorative
skills a person occupied the position of chairman. All localities dreamt for the
progressed of the bank. The dream of public became true as the bank recognized
by esteemed Reserve Bank of India by granting license No UBD/KAN/1291/P
Dated 28/09/1996. This was impetuously led to take the bank as a premier co
operative bank in northern Karnataka. It is reflected in considerable acceleration of

Banks working capital to as high as Rs. 180.50 lakhs to the end of financial year of
1998.
It was become of incessant and series of social work of Shri Rajashekar V

Sheelanath, he handed over the chairmanship to Shree Sampathkumar G Rathi
who is also said to have identified a pro-progressive a prominent business person.
During his regime also our bank grown its funds remarkably to Rs. 1365.23 lakhs
and earned a good name and fame.
It was again since the year 1999 the responsibilities of strengthening the bank has
been shouldered to Shri Rajahsekar V Sheelavanth for last 16 years the present
chairman upholding a cordial relation with all people of the town and surrounding
villages, and with his due care can concern about its members, customers took the
bank to his pro active success. His unstinting efforts facilitated the bank to bring
under core banking, and extended facilities of RTGS and NEFT to its customers. It
is so admired that by his effective and efficient chairman he could accelerated its
working funds as ever high as of Rs. 11599.80 lakhs by the end of previous
financial year.
The dedicative and devotional attitudes of Shri Rajashekar V Sheelavanth reflected

in terms of establishment of more branches. As token new branches at Hospeth
area of the town, Kamatagi are said to have been working for the last ten years.
And recently new branches at Badami, Bagalkot, Mudhol, Jamakhandi and Bijapur
have also been established. All 8 branches are being glittered with satisfactory
symptoms of self reliant and profit.
Our Bank comparatively speaking has earned good ‘Grade-I’ Bank reward from
RBI. It is applauding to say that good number of small business persons, weavers,
agriculturist, handicrafts and all common people are accessing the benefit of the

bank, The Functioning system of the bank personnel is also highly appreciable in
an all round development of the bank.
It is noteworthy fact that bank has been rendering its services in democratic and
socialistic principles.
It is accepted fact that for the achiever what all he did is inspiration to do
more in future. So all are committed and consistent towards its still more
prosperity.
The financial position of the organization shall show the outcome of the
Society’s progressively
No of Share Investmen Workin
Years Reserve Deposit Loans Profits Dividend
Members Capital t g capital
2004-05 6617 116.02 132.9 2149.82 682.92 1562.96 15.36 2437.06 8
2005-06 6786 123.17 184.02 2262.49 315.4 1547.58 18.72 2606.16 8
2006-07 6974 130.64 219.18 2498.78 1018.95 1660.46 30.03 2941.46 9
2007-08 7590 147.03 268 2771.5 1076.84 1858.52 21.54 3302.54 10
2008-09 8221 169.64 3320.65 3320.55 1399.59 2245.39 34.61 4028.49 11
2009-10 851 199.5 360.65 4068.93 1712.41 2650.19 41.87 4762.21 11
2010-11 8975 247.85 380.7 5013.1 1845.35 3563.63 45.37 5849.42 11
2011-12 9750 313.79 488.47 6560.64 2078.27 4830.63 54.56 7519.76 12
2012-13 10382 367.76 492.83 8442.6 3112.35 5566.62 82.27 9477.93 13
2013-14 11178 423.42 541.86 10210.5 3676.08 6433.6 102.52 11398.3 13
2014-15 11661 484.01 610.03 11599.8 4106.49 7385.73 103.76 12928.59 11

The Profile of Shri Laxmi Co-operative Bank Ltd

Guledgudd-587203
Shri Laxmi Co-operative Bank Ltd Near TMC,

Name of the Bank
Guldegudd
Establishment Year 05/02/1913
Registration No 511
Reserve Bank License UBD/KAN/1291P Dated : 28/09/1996
Audit Class “A”
Share Capital As per 2014-15 484.01 lakhs
No of Members 12213
No of Directors Fifteen Members
Chairman Shri Rajashekar Sheelavanth
Management Committee
Management Committee of Shri Laxmi Co-operative Bank includes Thirteen
Members.
President – 01
Vice President – 01
Directors _ 15
President Shri. Rajashekar Sheelavanth,
Vice President Shri. Muttanna Kalligudd
CEO Sri R.M.Hiremath
Directors Shri Sampathkumar Rathi
Shri Murugesh Rajanal
Shree Basavaraj R Karanandi
Shri Mahesh S Bijapur
Shri Sangamesh V Hunagund
Shri Sanjeev Karkun
Shri Vishnu Baligar
Shri Sharanabasu Chikkanaragund
Shri Purushottam Pasari
Shri Iranna S Shekha
Shri Iranna H Bandivaddar
Shri viranna V Kurhatti
Shri Magundappa D Hanapur
Smt Indumati N Kavade
Smt Vijaya V Savalagimath

No of Employees
1 Men Employees 48
2 Women Employees 8
Bank E-Mail ID laxmibank1guledgudd@rediffmail.com
Positive Features of Shri Laxmi Co-operative Bank
It is very important to discuss how the Laxmi Bank attracts to its customers to
mobilize the deposits.
The following points to discuss to attract the customers to force deposits in Shri
Laxmi Co-operative Bank Ltd.
1. The bank has given extra 0.50% Interest on Deposits on Senior citizen
customers.
2. This is one of the important features of the bank that is the bank is
providing upto Rs. 1, 00,000 /- Insurance facility on that deposits.
3. The bank has given cash incentives to those who are passed above 85% in
S.S.L.C and PUC in city.
4. The bank has given locker facility to its customers.

5. All branches are fully computerized and service is going on in speed
manner and also now recently in the bank is decided to provide the core
banking facility to its customers.
6. The bank is going to approach the ATM facility to its customers.
7. The bank has given extra 0.50% Interest on Deposits on Senior citizen
customers.
8. This is one of the important features of the bank that is the bank is provide
upto Rs. 1, 00,000 /- Insurance facility on that deposits.
9. The bank has given cash incentives to those who are passed above 85% in
S.S.L.C and PUC in city.
10.The bank has given locker facility to its customers.
11.All branches are fully computerized and service is going on in speed
manner and also now recently in the bank is decided to provide the core
banking facility to its customers.
12.The bank is going to approach the ATM facility to its customers.

ORGANIZATION STRUCTURE OF THE BANK
President
Vice President
Board of Directors
General Manager
Branch Manager
Planning & Development Loan Sanction Establishment SanctionAccount Section
Deputy Manager
lanning & Development Manager Deputy Manager
Deputy Manager
Assistant Manager
Assistant Manager Assistant Manager

Assistant Manager

Branches of the Bank

In terms section 23 of banking regulation Act (As applicable to co-operative
bank’s) Co-operative bank is required to obtain prior permission of the Reserve
Bank of India before opening a new place business or changing the location of the
existing place of business.
Shri Laxmi Co-operative Bank Ltd

Head office : Shri Laxmi Co-operative Bank Ltd, Near TMC, Guledgudd
Establishment
Sl.No Branches
year
1 Head Office 05/02/1913
2 Hospeth Market Branch 10/11/1997
3 Kamatagi Branch 27/08/1998`
4 Bagalkot Branch 27/03/2010
5 Badami Branch 08/04/2011
6 Mudhol Branch 22/11/2013
7 Jamakhandi Branch 20/12/2013
8 Bijapur Branch 31/01/2014

Chapter-4
Data Analysis & Interpretation

Table: 01
Table showing employee’s suggestions are accepted by the management for the
improvement in the bank
Yes No Average
75 15 10
10
15
Yes
No
Average
75
Interpretation:
The Pei graph shows that there is positive response by the employees suggestions
are accepted by the management for the improvement in the bank.

Table: 02
Employees participated with the management in decision making
Complete Partial
No Participation
Participation Participation
80 16 04
80
80
70
60
50
40
30 16
20
4
10
0
Complete Participation Partial Participation No Participation
Interpretation:
This table shows that in the decision making by the management there is 80%
complete participation takes place and 16% partial participation takes place and
4% no participation takes place.
Table: 03

Loan recommendations by the employees are accepted or rejected?
Some of those All are reject

Accept Reject
accept
40 20 25 15
40
35
30
25
40
20
15 25
20
10 15
5
0
Accept Reject Some of those All are reject
accept
Interpretation:
The Management is going to accepts the loan recommendations by the employees
up to the 40% and some of those rejected like 20% and in some time all are
rejected because of repayment of loan is impossible.
Table: 04
In bank only General Manager is participated with the management?

Yes No All Workers Participated

30 20 50
30
Yes
No
50 All workers
20
Interpretation:
The management is allows all workers are participated with the management. Not
only general manager, assistant manager and officers and clerks are participated
with the management. From the peon to high cadre post’s employees are
participated.

Table: 05
The relationship between the management & employees is………………
Healthy
Partial Satisfied Satisfied
Manner
40 20 40
Healthy
Manner
40 40
Partial Satisfied
Satisfied
20
Interpretation:
The relationship between the management and employees is as follows
40% is healthy in manner
40% is satisfied in nature
And 20% is partial satisfied in nature

Table: 06
Whether employees follow the orders & instructions ordered by the management?
Yes No At the some extend

70 10 20
80
70
60
50
40
30
20
10
0
Yes No At the some extend
Interpretation:
The orders and instructions, rules and regulations are passed by the management
are followed by the employees most of the employees are followed and some of
those are not followed at the some ex

Table: 07
Are only higher posts employees are participated with the management?
Yes No
60 40
40
Yes No
60
Interpretation:
No, all types of posts employees are participated with the management but in some
important decision making in only higher posts employees are participate because
due to the leakage of data.

Table: 08
For the refreshment of employees. Programs conducted by the bank
Curricular Motivational How manage stress

activities program
32 32 35
35 32
Curriculm activities
Motivational Activities
How to manage stress
32
Interpretation:
For the refreshment of the employees for management of bank is going to conduct
curricular activities, motivational programs, how to manage the stress programs
equally because the relaxation of work is takes place.

Table: 09
For the improvement in the service and the bank gets good reputation in the
society. Regarding these subjects employees are sharing the ideas with the
management. Is it possible?
|Yes No At the Some Extent

65 10 25
65
70
60
50
40
30
25
20
10
10
0
Yes
No
At some Extent
Interpretation:
Exactly, for the improvement of bank and getting the good reputation in the
society, management is going to discuss with the employees means sharing of
ideas procedures will be takes place

Table: 10
Employees Satisfaction with their jobs

Fully Satisfied Partial Satisfied No Satisfaction
80 10 10
10
10
Fully Satisfied
Partial Satisfied
No Extent
80
Interpretation:
Among the employees so many are fully satisfied with their jobs some of those are
partial satisfied and some of those are not satisfied with their jobs.
Table: 11

Any harassments or pressures are taking by the management to the

employees.
Yes No Little bit
10 70 20
80
70
70
60
50
40
30
20
20
10
10
0
Yes No Little bit
Interpretation:
By the survey of employees all employee’s opinion is there is no harassments or
pressures by the higher authority.
Table: 12

For your work correct infrastructure facilities like necessary materials pen, table,
computer, papers, printers are provides regularly or not
Yes No
80 20
90
80
70
60
50
40
80
30
20
10 20
0
Yes No
Interpretation:
By the survey of employees for the work all infrastructure facilities like table, pen,
and paper, computer all are provided by the management or govt.
Table : 13

In your bank successful participation is taking place?

Successful Participation Unsuccessful
Partial Participation
Participation
70 20 10
Interpretation:
80
In
70
70
our
60
50
40
30
20
20
10
10
0
Successful Participation Partia Participation Unsuccessfull Participation
bank 70% of successful participation is taking place and 20% partial participating
is takes place and 10% unsuccessful participating is takes place.
Table: 14
For yours problems management is going to gives solutions?

Fully Solutions Partial Solutions No Solutions
65 25 10
Interpretation:
For
70
our
60
50
40
65
30
20
25
10
10
0
Fully Solution Partial Solution\ No Solution
problems management is gives the 65% solutions and remaining is we have to get
the solutions by the good work.

Chapter-5
Findings, Suggestions & Conclusion

Findings
1. Suggestions are accepted by the management from the employees for the
improvements in the bank is positive attitude with 70% and average is 20%
and remaining 10% is not accepted by the management.
2. The Participation of employees with the management in decision making is
68% complete participation takes place and 18% partial participation takes
place remaining 4% there is no participation.
Some of those All are reject

Accept Reject
accept
40 20 25 15
3. The Loan recommendations by the employees are accepted in the manner.
4. In the bank all the workers Participated with the management like from peon
to General Manager, officers, accountants, clerks etc.
5. The relationship between the management and employee is healthy in
manner.
6. Orders and instructions passed by the management must and should be all
employees are following.
7. In this bank only higher post employees are not participated with the
management. All cadre employees participated with the management.
8. The management of bank held curricular activities the program of how to
manage stress and motivational programs for the employees.

9. There is no harassment pressure is not taking by the higher authority to

employees.
10.From the study in this bank successful participation with the management is
takes place.
11.For the work the necessary materials like computer, paper, and printers are
continuously supplied by the management.
12.Lastly the employees are satisfied with their jobs.
Suggestions
Suggestions for the success of worker’s participation in management. The
following are the prerequisites for the successful functioning of the schemes of
workers participation in management. Managements, trade unions and the workers
should be concerned with these prerequisites.
1. There should be mutual trust, faith among all the parties concerned.
2. There should be progressive management in the enterprise and should
recognize its obligations and responsibilities towards workers and trade
unions.
3. There should be strong, democratic and representative union which should
represent the cause of workers without neglecting the management’s
interest.
4. There should be closely and mutually formulated, objectives for
participation by trade unions and management.
5. All parties concerned with participative management should feel that they
should participate at all levels.

6. There should be effective communication between workers and management

and effective consultation of the workers by the management.
CONCLUSION:
Bank is one of the service oriented organization which is contributing for the
development of the country the performance of the Laxmi Co-Operative Bank Ltd,
Guledgudd is good and one of the successful banks in the Bagalkot. Even though
there are several players in the field by adopting aforesaid suggestions in practice
and offering quick and quality services to customers. The bank is located in the
centre of the town the overall management of Laxmi Co-Operative bank Ltd is
good they make accurate decisions in selling the service to the customers.
In the bank all cadre employees like from the low level employees to higher post
employees are participated with the management. And suggestions from the
employees are accepted by the management at any situation the organization can
not rejects the employee’s ideas.

BIBILIOGRAPHY
1. Laxmi Co-Operative Bank Ltd, Guledgudd Banks annual reports.
2. Human Resource Management, P.Subbarao.
3. www.googlce.com.

Contents of The Project: R.R Bhandari Commerce College (PG Dept) Guledgudd

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EMPLOYEES PARTICIPATION WITH THE MANAGEMENT

Contents of the project

I Introduction of the project

1 Statement of the problem

2 Objectives of the project

3 Scope of the study

Conceptual of frame work of the employees

2 Rationale of the study

3 Needs of employees participation with the management

4 Essential conditions for successful working of wpm

6 Workers participation in management scheme of 1975

III Organizational profile

1 Brief History of Laxmi Sahakari Bank Niyamit

The financial position of the organization shall show the

R.R BHANDARI COMMERCE COLLEGE (PG Dept) GULEDGUDD Page 1

4 Positive Features of Shri Laxmi Co-operative Bank

6 Organization Structure of the Bank

7 Branches of the Bank

IV Data Analysis and Interpretation

V Findings & suggestions

R.R BHANDARI COMMERCE COLLEGE (PG Dept) GULEDGUDD Page 2

 Objectives of the Study

 Scope of the Study

 Limitations of the Study

R.R BHANDARI COMMERCE COLLEGE (PG Dept) GULEDGUDD Page 3

 Introduction of the Project

Employee’s participation is the main and important role in every

Employees often comprise a significant portion of the organization or bank

The broad goal of participation is to change basically the organizational

 STATEMENT OF THE PROBLEM

 OBJECTIVES OF THE PROJECT

 SCOPE OF THE STUDY

R.R BHANDARI COMMERCE COLLEGE (PG Dept) GULEDGUDD Page 5

Research methodology is the systematic approach to the given problem. In

The primary is data is collected by taking the personal interviews of the

It is collected from various sources like previous records, reports,

The whole study classified into 5 chapters

CHAPTER 1: First chapter consisted need of the study objectives

CHAPTER 2: The second chapter includes meaning definition and classification of

CHAPTER 4: This chapter is core chapter consisted data analysis and

CHAPTER 5: Finding suggestion conclusion is content of the last

2.Conceptual of frame work of the employees participation with the

 Workers participation in management scheme of

The concept of employee’s participation represents a popular them in the

The concept of worker participation in management crystallizes the concept

The broad goal of participation is to change basically the organizational

Worker participation implies arrangements designed to involve workers in the

R.R BHANDARI COMMERCE COLLEGE (PG Dept) GULEDGUDD Page 9

R.R BHANDARI COMMERCE COLLEGE (PG Dept) GULEDGUDD Page 10

 NEEDS OF EMPLOYEES PARTICIPATION WITH THE

 ESSENTIAL CONDITIONS FOR SUCCESSFUL WORIKING OF

The success of portion in management depends upon the following conditions

R.R BHANDARI COMMERCE COLLEGE (PG Dept) GULEDGUDD Page 11

5. Form, coverage, extent and level of participation should grow in response to

R.R BHANDARI COMMERCE COLLEGE (PG Dept) GULEDGUDD Page 12

15.The follow of action on the decisions of the participating forums should be

The forms of worker’s participation in management vary from industry to

Forms of worker’s participation in management are:

R.R BHANDARI COMMERCE COLLEGE (PG Dept) GULEDGUDD Page 13

These works committees /joint committees are consultative bodies. Their

The works committees have, as offices bearers, a president, a vice-president, a

R.R BHANDARI COMMERCE COLLEGE (PG Dept) GULEDGUDD Page 14

These committees functioned actively in some organizations like TATA