TABLE OF CONTENTS

CHAPTER CONTENTS PAGE

NO. NO.

INTRODUCTION STATEMENT
OF THE PROBLEM
IMPORTANCE OF THE STUDY 1-10
CHAPTER 1 SCOPE OF THE STUDY
OBJECTIVES OF THE STUDY
RESEARCH METHODOLOGY
LIMITATION

CHAPTER 2 REVIEW OF 11-13

LITERATURE

CHAPTER 3 COMPANY PROFILE 14-22

INDUSTRY PROFILE

CHAPTER 4 DATA ANALYSIS AND 23-42

INTERPRETATION

CHAPTER 5 FINDINGS
43-46
SUGGESTIONS
CONCLUSION

APPENDIX QUESTIONNAIRE AND 47-53

BIBLIOGRAPHY
 LIST OF TABLE

TABLE LIST OF TABLE PAGE

NO. NO

1 GENDER OF RESPONDENTS 24

2 WORKERS EXPERIENCE WITH IN THE 25

ORGANISATION

3 AGE OF THE RESPONDENT

26

SAFETY COMMITTIEE HELPS IN REDUCING 27

4
THE ACCIDENTS

5 COOPERATION OF MANAGERS WITH 28

EMPLOYEES

6 ATTITUDE OF EMPLOYEES TOWARDS 29

MANAGEMENT DECISION

7 WORKERS EXPERIENCE 30

8 WORKING CONDITION IN THE 31

ORGANISATION

9 EMPLOYEES VIEW ABOUT JOB 32

10 PROPER FIELD TO EXECUTE THEIR IDEA 33

11 THE AVAILABILITY OF RAW MATERIALS 34

12 EMPLOYEE INVOLVEMENT PROGRAM 35

13 CONSIDERATION OF SUGGESTIONS 36
DURING THE JOB

14 LEAVE FACILITIES OFFERED BY THE 37

COMPANY

15 MISSION AND PURPOSE MAKING FEEL 38

THE IMPORTANCE OF THE JOB

16 OPINION REGARDING THE WORK LOAD 39

17 THE SATISFACTION WITH THE PRESENT 40

SYSTEMOF WPM

18 RELATIONSHIP WITH PEERS 41

19 RELATIONSHIP BETWEEN WORKERS 42

EDUCATION AND MANGEMENT
PARTICIPATION
 CHAPTER 1

INTRODUCTION

1
 INTRODUCTION

Worker's participation in management is an essential ingredient of industrial

democracy. The concept of worker's participation in management is based on
human Relations approach to management which brought about a new set of
values to labour and management. Worker's participation in management implies
mental and emotional involvement of workers in the management of Enterprise .
It is considered as a mechanism where workers have a say in the decision making
.

According to International Institute of Labour Studies," Workers Participation

in Management is the participation resulting from the practices which increase
the scope of employees share of influence in decision making at different tiers
of organizational hierarch with concomitant assumption of responsibility"

Some of the decisions taken in a company are:

• Economic Decision:- Methods of manufacturing automation, shutdown

and lay-offs.
• Personal Decision:- Recruitment and selection, promotion, demotion
,and transfers.
• Social Decision:- hours of work ,welfare measure, questions affecting
work rules and conduct of individual ,worker's safety, health and
sanitation ,and noise control.

2
 The topic was selected because worker's participation in management is very
important tool for productivity increased harmonious relationship and industrial
growth and participative management is recognized as particularly pertinent to
organizations dealing with complex knowledge based problems.

Workers participation in management refers to the participation of non-

managerial employees in the decision-making process of the organisation.
Workers of the organization gives employees the mental and psychological
satisfaction and thereby increase their involvement in the affairs of the
organization. Workers participation in management is the most accepted principle
of industrial relations in modern industry throughout the world and in India too.

Workers participation is a system where the workers get the rights to participate in
decisions on issues which are of concern to the workers like wages, working
conditions, safety, welfare, sharing of gain, production related aspects. incentives
and allowances were considered to be legitimate areas of workers concern and
therefore workers should be consulted when these are determined. Workers
participation in management is one of the important aspects of industrial
democracy. It is distribution of social power in industry so that the power is
shared among all those who are engaged in work rather than power being
concentrated only in the hands of a few managers.

3
Participation is a system of communication and consultation either formal or
informal by which employees can express their opinions and ideas and contribute
to managements decisions. Workers participation is a method of providing
opportunities for all the members of the organization to contribute his mental
ideas along with his physical efforts towards the improvement of organizational
effectiveness as well as enhancing his own economic welfare. Better participation
and greater responsibility in the decision making process on part of the general
workers will perhaps develop their organizational loyalty, confidence, trust
involvement and a sense of responsibility towards supervisors, managers and the
organizations in general.

IMPORTANCE OF THE STUDY

Workers' participation in management is a tool which promotes better industrial

relations and establishes industrial peace. It is important concept for both
management and workers. The need is to implement it honestly to reap its merits
in the form of mutual understanding, increased efficiency of workers, increased
production etc. Workers' participation in management has several advantages.

1. Mutual Understanding:

The employees and employers nurture two different conflicting interests.

Surprisingly both lack the knowledge of the problems faced by them. Workers'
participation in management brings both the parties together. This togetherness
enables them to understand each other's problem. This minimizes conflicts and
promotes mutual understanding.

2. Efficiency of Workers Increase:

4
The workers become the partner in decision making process. Whatever decisions
are taken, they are their own and hence they have to abide by them. They become
enthusiastic and put lot of hard work while working. This helps in increasing the
overall efficiency of workers.

3. Increase in Production:

Increase in efficiency of workers, better understanding between workers and

employers lead to mutual cooperation which results in increased productivity
and increase in total production of the enterprise.

4. Establishes Industrial Peace:

Workers participate in decision making process. Whatever decisions good are bad
taken workers are the party to it and hence they cannot evade the responsibility.
Employers and workers understand each other better and conflicts are minimized.
Each dispute is solved with mutual understanding. In this way disputes are
eliminated and industrial peace is restored.

5. Promotion of Industrial democracy:

Participation of all the parties' employees and employers in the management ofthe
industries which works to safeguard the interests and betterment of all is
industrial democracy. Workers® participation in management helps in promoting
industrial democracy.

6. Welcomes Changes:

Some if not all the changes are resisted by the workers. But workers' participation
in management helps in arriving at a unanimous decision whether to accept or
reject any change. The changes which bring more benefits than the costs incurred
on them, are accepted. Hence the changes are welcomed by the employees.

7. Personal Development:
5
Participation helps workers to express their creative instinct and they respond
favourably to the challenges at the workplace as regards performance of the job.
They feel free in doing so. It is possible as participation brings industrial
democracy.

8. Reduces Misunderstanding:

Participation reduces misunderstanding regarding the managements' outlook.

This increases the organizational balance.

STATEMENT OF THE PROBLEM

Participation In decision making (PDM) takes several distinct forms. A review of

empirical study demonstrates that the effects of participation on satisfaction and
performance vary according to the organization. Workers play an important role in
any organization So their participation and involvement in an organization is
essential. This study reveals how the workers participation helps in decision
making and forward planning in a firm.

6
 SCOPE OF THE STUDY

The participative style of management certainly depends on the organization,

its nature, functions and processes. Though associating employees at every
stage of decision-making is not possible still regular exchange of information,
ideas, consultations, thoughts, decisions and negotiations between employer
and the employees definitely is a boon to the organization. Few of the world's
biggest organizations like Toyota, HSBC, British Airways, Satyam, British
Gas and Nokia Cellular have achieved considerable profits and value creation
by implementing the most amazing ideas of their employees. Their success
witnesses the importance of workers' participation in the process of decision
making.

The workers' involvement in managerial decision-making may extend to social,

economic and personnel decision making depending upon the requirements of
the organization. But there is a difference of opinion about the extent to which
employees can participate in managerial decision making process. Should they
be equal partners and make joint decisions or should workers be given
opportunities through their seniors to come up with the ideas. The first school of
thoughts favours the actual participation of workers while the second school of
thoughts suggests the consultation of workers in managerial decision making. It
is up to the management to decide which style it prefers and till what extent it
requires involvement of employees.

7
 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES:-
To study the effectiveness of workers participation in management.

SECONDARY OBJECTIVES:-
To identify the essential factors for workers participation in management.
To find out importance of workers participation in an organisation
To evaluate current workers participation in management system.
To examine the significance of 'workers participation' in the managerial
decision making process.

RESEARCH METHODOLOGY

Research Methodology is a way to solve the research problem systematically. Itis

the backbone of the project work . It means that the way one researcher is sample
size method of collection; Various tools are used for studying the problem with
certain objectives Here descriptive method have been used

SOURCES OF DATA:-
Both primary and secondary data were used in this study.

PRIMARY SOURCES:-
Primary data are those which are collected for the first time and thus
happen to be original in character. The primary data was collected
through well-structured questionnaire and that was distributed among
the customers and response collected.

8
 The various method of data collection used here as follows:
Questionnaire
Personal Interview

SECONDARY SOURCES:-
Secondary data are those which are alreadycollected by some for another
purpose. They are second hand information here the secondary sources
are research books, journals , magazines , internet , books and records.
Secondary data's were collected from:

Referring books
Internet
Through self-observation

LIMITATION

• Due to the short span of time a detailed study was not able to make
• Sample size is limited to 50
• Some of the respondents didn't give full co-operation
• Customers are not frank in their opinion
• The response of the respondent may be based
• The finding is only based on the information given by the respondents
• It is a complex task
• The data may be differ from each respective individuals

9
CHAPTER 2

REVIEW OF
LITERATURE

10
Saiyadein, (1973) says that worker participation is different and there seems to
be general agreement that participation means sharing, in an appropriate way the
decision making power with the lower level in the organisation. It provides
workers a sense of importance pride, freedom, and opportunity for self-
expression, a feeling of belongingness so as to create positive condition for
industrial relation.

Dessler, (1977) Worker participation in management is a mental and emotional

involvement of a worker in a group situation which encourages him to contribute
goal and share responsibilities in them. It crystallises the concept of industrial
democracy and indicates an attempt the part of workers to build his workers into
a team which work towards the realisation of common objectives to achieve a
common goal.

Memorial, (1991) stated that worker participation in management is attaining

industrial democracy by ensuring the total involvement of the workers in
achieving the organisational goal of the enterprise. It results which increase the
scope for the workers share of the influence in decision making at different of the
organisational hierarchy with concomitant assumptions of responsibility.

Henema, (1993) briefly describes that worker participation is a geared to achieve

organisational effectiveness and the satisfaction of worker is a method designed
to generate among workers and this helps in motivating worker to achieve
organisational goal, it ensures joint responsibility and co-operation to optimally
utilise the limited resources available to the management.

Srivastava, (1994) stated that, worker participation is of institutional and formal

arrangements resulting into the creation of various participative forms to
associate worker representatives with management, participation management
refers to managers specific style in which he interacts with the workers, it can
mutual trust, information sharing and problem solving.
11
Mannan, (1994) explains that worker participation is to authorise workers to take
part in managerial functions and they may be given power to plan to make decision
about their own work. These are formal ways in which worker can participate in
the management process, workers are active in the process of decision making,
provides education to worker. It fosters initiative and creativity among them.

Mittal, (1996) worker participation is to considered imperative or organisation to

cope with the myriad changes in the environment and make the rising
expectation of workers compatible with the requirements of high performance
needs to identify centerof responsibility of decision implementation in the
existing organisational structure so as to avoid situations where management may
give their priority and time frame for implementation of the decision.

Mathur, (1998) suggested that worker participation occurs when superiors are
required to share with subordinates the authority for making decisions, which
affect them or their work output. It may occur at the work group level or it may
involve in organisational decision making. The effect or participation of workers
in decision making will increase the motivation of individual.

Michael, V. P. (1998) describes worker participation in management is to

increasing goodwill and cooperation which is a precondition to encourage the
worker to give more than minimum necessary to retain the work. A feeling of
belonging to the place of work and a sense of workmanship and creativity.
They resist group think, because they prefer only the expert in the areas to make the
decision.

According to International Institute of Labour Studies in that worker participation

in management is resulting from practices which increase the scope for workers
share of influence in decision making at different their of organisation hierarchy
with concomitant assumption responsibility an instrument for increasing the
efficiency of enterprises and establishing harmonious industrial relation.

12
 CHAPTER 3
COMPANY PROFILE AND INDUSTRY
PROFILE

13
 INDUSTRY PROFILE

AUTOMOBILE INDUSTRY: Automobile industry, the business of

producing and selling self-powered vehicles, including passenger cars, trucks,
farm equipment, and other commercial vehicles. By allowing consumers to
commute long distances for work, shopping, and entertainment, the auto
industry has encouraged the development of an extensive road system, made
possible the growth of suburbs and shopping centres around major cities, and
played a key role in the growth of ancillary industries, such as theoil and travel
businesses. The auto industry has become one of the largest purchasers of
many key industrial products, such as steel. The large number of people the
industry employs has made it a key determinant of economic growth.
Automobile is self-propelled vehicle which is used for the transportation of
passenger and good upon the ground. A vehicle is machine which is used for
the transportation of passengers and goods. Car, bus truck, jeep, tractor,
scooter, motor cycles are the example of automobiles.
THE WHEEL: The invention of the wheel paved the way for transportation
as we know it today. Historians don't know exactly who invented the wheel,
but the oldest wheel discovered so far is believed to be over 5,500 years old.
The development of the wheel began when humans sought easier methods for
moving large objects. It was recognized that round objects, such as a log,could
be placed under something heavy to push it along with less force. Next humans
began using a sledge. A sledge is essentially what today we would call a sled.
A sledge worked well over smooth ground or with logs placed under it as it
was pulled along. Eventually the sledge wore grooves in the log rollers. The
grooved rollers worked better since there was less friction between the sledge
and the rollers, so less energy was needed to drag the sledge. It wasn't long
14
before humans cut away the wood between the two inner grooves created by
the sledge. The wood left between the grooves became the axle. These were
the first carts. Next, axles were designed to fit through holes in the center of
each wheel Finally, axles were designed not to move themselves, but rather to
have the wheel rotate on the axle. The ancient Egyptians, Indians, Greeks and
Romans continued to improve the design of the wheel, adding spokes and
creating a variety of wheels for different sorts of vehicles including chariots
for war, hunting, and racing, two-wheeled farm carts, covered carriages,
heavy four-wheeled freight wagons and passenger coaches.

HORSE POWER: For centuries wheeled vehicles were pulled by oxen,

horses or even people. Until the invention of the internal combustion engine,
the horse was Europe's most important source of energy. The term horsepower'
is still used today to measure the power limits of machine engines. Horses
allowed civilizations to extend their power and expand their territories. When
paired with wheeled vehicles such as carts, chariots and carriages, this
harnessed power allowed people more freedom to travel, explore and settlenew
land. However, even horse drawn transportation came with its own source of
pollution. Waste from horses was a serious concern in cities and it became
more and more difficult to maintain sanitary conditions as the number of
people and, therefore, horses grew. Concerns over these conditions led some
innovators to look towards alternative forms of transportation.

15
STEAM POWERED VEHICLES: In the 17th century, steam-powered
vehicles, dubbed "horseless carriages," came on to the scene. However, it was
not until the early 18th century and the invention of the high pressure steam
engine that these steam-powered vehicles were considered as potentially
practical. Limitations in building technology and the poor condition of road
surfaces limited these "steam cars" as personal transportation until the 19th
century. At first, their sheer heaviness meant that they needed the support of
iron rails to move effectively. This of course led to the use of steam engines
in trains, thus powering the railroad industry. By 1902, 485 out of 909 new
car registrations were for steamers. In 1906, the land speed record was broken
by a Stanley steam car. The car and driver reached 127 miles per hour! The
steam engine powered the vehicle by burning wood, coal or oil to heat water
in a boiler. The steam that was generated drove pistons up and down within
hollow cylinders. The movement of the pistons drove thecrankshaft, which
Introduction of Company Profile of Automobile Industry of India Chapter-1
[7] ultimately turned the wheels. In addition to their considerable weight,
steam powered vehicles had several other disadvantages. They required long
start-up times and required frequent stops to get water.
ELECTRIC VEHICLES: In the 1830's, inventors also began to use electric
motors to power vehicles. Like electric cars today, they ran on energy stored in
rechargeable batteries. Unfortunately, the energy storage capacity of the early
batteries was very limited, and these vehicles could travel relatively short
distances before the batteries needed to be recharged. Although the range of
early electric vehicles was limited, they could travel further on a single charge
than steam-powered vehicles could go without stopping to renew their water
supply. Initially, the electric cars limited range was not a liability because the
only good roads at the time were in towns. The electric car also had several
advantages over other types of vehicles until the early 1900's. Driving electric
cars, like steam-powered vehicles, did not require

16
 changing gears, which was a difficult maneuver in driving early gasoline-
powered cars. In comparison to cars with gas engines, electric vehicles were
also quieter, offered a smoother ride, and were relatively odor-free. They
also did not require a long start-up time like the steam car or the
considerable manual effort that was required to start a gas-powered car
with a hand crank. In 1899 and 1900, the sale of electric cars surpassed those
of all other types of vehicles in the U.S. However, the prominence of the
electric car was destined to be short-lived as several developments shifted
the advantage to gasoline powered vehicles.

INTERNAL COMBUSTION ENGINES: As more and more good roads were

built to connect cities, the electric car's limited range eventually became a
liability, and vehicles with gasoline engines, which had a much longer range,
became more popular. Other developments also helped the gas-powered car
gain prominence. The price of gasoline became more affordable with the
discovery of vast oil reserves in Texas in 1901, and the introduction of the
conveyor belt assembly line system by Henry Ford in 1913 reduced
production costs of gas powered vehicles, making them more affordable as
well. However, the development which had the biggest impact was probably
the invention of the electric starter in 1911. Before this invention, gasoline-
powered internal combustion engines had to be started by a hand crank. The hand
crank was difficult to use and sometimes even quite dangerous. Improper
cranking could cause a backfire strong enough to break the arm ofthe crankier.
With the invention of the electric starter, cars with gas engines became safer to
start and what had been the electric cars major advantage was eliminated.

INDUSTRY HISTORY: Although ancient Chinese writers was described

steam powered vehicles, and both steam- and electric-powered cars competed
with gas-powered vehicles in the late 19th century. Frenchman Jean Joseph
17
Etienne developed the first practical internal combustion engine in 1860, and
later in the decade several inventors, most notably Karl Benz and Gottlieb
Daimler, produced gas-powered vehicles that ultimately dominated the
industry because they were lighter and less expensive to build. French
companies set the design of the modern auto by placing the engine over the
front axle in the 1890s and U.S. manufacturers made important advances in
the mass production of the auto by introducing cars with interchangeable
machine-produced parts. In 1914 Henry Ford began to mass produce cars
using assembly lines. In addition, his practice of providing loans to consumers
to buy cars in 1915 made the model-T affordable to the middle class. In the
1920s, General Motors further changed the industry by emphasizing car
design. The company introduced new models each year, marketed different
lines of cars to different income brackets, and created a modern decentralized
system of management. U.S. auto sales grew from 4,100 in 1900 to 8,95,900
in 1915, to 3.7 million in 1925. Sales dropped to only 1.1 million in 1932 and
during World War Il, the auto factories were converted to wartime production.
The automobile industry, now a hundred years old, is often regarded as the
main engine of industrial growth of the 20th century. Its effects on urban life
and the environment are evident everywhere. The industry is a complex and
ever changing system of manufacturing, sub-contractors and alliances; and
together, both suppliers and assemblers are a principal source of wealth and
employment in the industrialized economies. Its production techniques, and
in particular the assembly line, have had a profound influence on the
organization and technology of other industries and services. The
transformation, at thebeginning of this century, from craft production to mass
Introduction of Company Profile of Automobile Industry of India Chapter-1
[91 production, heralded an explosion of manufacturing capacity which has
had a pervasive effect on all aspects of human activity. The industry's
requirement for materials and components spread far and wide throughout the
mining, Petro-chemical, and engineering and electronics sectors. Today's

18
automobile, contains over 12,000 separate parts sourced from a highly
competitive and diverse range of suppliers. The automobile industry remains an
important and dynamic sector, even though it has now been displaced by the
electronics industry as the largest and fastest growing major industrial sector.

THE MODERN INDUSTRY: After 1945, sales once again took off, reaching
6.7 million in 1950 and 9.3 million in 1965. The U.S. auto industry dominated
the global market with 83% of all sales, but as Europe and Japan rebuilt their
economies, their auto industries grew and the U.S. share Europe and Japan
rebuilt their economies, their auto industries grew and the U.S. share dropped
to about 25%. Following the OPEC oil embargo in 1973, smaller, fuel-
efficient imports increased their share of the U.S. market to 26% by 1980. In
the early 1980s, U.S. auto makers cut costs with massive layoffs. Throughout
the 1990s, imports particularly from Japan took an increasing share of the U.S.
market. In the early 1980, Japanese and, later, German companies set up
factories in the United States; by 1999, these were capable of producing about
3 million vehicles per year. As a result, the three big U.S. auto makers now
produce less than two thirds of the cars sold in America. In the early 1990,
over $140 billion worth of motor vehicles and parts were produced in the
United States by companies employing more than 210,000 workers.
Complaints about auto pollution, traffic congestion, and auto safety led to the
passage of government regulations beginning in the 1970s, forcing auto
manufacturers to improve fuel efficiency and safety. Auto companies are now
experimenting with cars powered by such alternative energy sources as natural
gas, electricity and solar power.

19
 HISTORY OF AUTOMOBILE INDUSTRY IN WORLD

This chapter highlights history of Automobile Industry of the world and in India. The
present position of this Industry in the world and India is studied. The scope of
Automobile Industry in the near future is also explained. Finally all players in
Automobile Industry of India are enumerated in this chapter. The automobile as
we know, it was not invented in a single day by a single inventor. The history of
the automobile reflects an evolution that took place worldwide. It is estimated that
over 100,000 patents created the modern automobile. However, we can point to
the many firsts that occurred along the way. Several Italians recorded designs for
wind driven vehicles. The first was Guido da Vigevano in 1335. Vaturio designed
a similar vehicle, which was also never built. Later Leonardo da Vinci designed
clockwork driven tricycle with tiller steering and a differential mechanism
between the rear wheels. A Catholic priest named Father Ferdinand Verbiest has
been said to have built a steam powered vehicle for the Chinese Emperor Chin
Lung in about 1678. Since James Watt didn't invent the steam engine until 1705 it
is guessed that this was possibly a model vehicle powered by a mechanism like
Hero's steam engine, a spinning wheel with jets on the periphery. The first vehicle
to move underits own power for which there is a record was designed by Nicholas
Joseph Cugnot and constructed by M. Brezin in 1769. A second unit was built in
1770, which weighed 8000 pounds and had a top speed on 2 miles per hour 68
and on the Cobble Stone Streets of Paris this was probably as fast as anyone
wanted to go it.

The early steam powered vehicles were so heavy that they were only practical on
a perfectly flat surface as strong as iron. A road thus made out of iron rails became
the norm for the next hundred and twenty-five years. The vehicles got bigger and
heavier and more powerful and as such they were eventually capable of pulling a
train of many cars filled with freight and passengers. Many attempts were being
made in England by the 1830's to develop a practical vehicle that didn't need rails.
20
A series of accidents and propaganda from the established railroads caused a flurry
of restrictive legislation to be passed and the development of the automobile by
passed England. Several commercial vehicles were built but they were more like
trains Without tracks. The development of the internal combustion engine had to
wait until a fuel was available to combust internally. Gunpowder was tried but
didn't work out. Cunpowder carburetors are still hard to find. The first gas really
did use gas. They Used coal gas generated by heating coal in a pressure vessel or
boiler. A Frenchman named Etienne Lenoir patented the first practical gas engine
in Paris in 1860 and drove a car based on the design from Paris to Joinville in'
1862. Mis one half horsepower engine had a bore of S inches and a 24 inch stroke.
It was big and heavy and turned 100 pm. Lenoir had a separate mechanism to
compress the gas before combustion. In 1862, Alphonse Bear de Rochas figured
out how to compress the gas in the same cylinder in which it was to burn, which
is the way we still do it. This process of bringing the gas into the cylinder,
compressing it, combusting the compressed mixture, then exhausting it is known
as the Otto cycle, or four-cycle engine. Lenoir claimed to have run the car on
benzine and his drawings show an electric spark ignition. If so, then his vehicle
was the first to run on petroleum based fuel, or petrol, or what we call gas, short
for gasoline. Siegfried Marcus, of Mecklenburg, built a car in 1868 and showed
one at the Vienna Exhibition of 1873. His later car was called the Strassenwagen
had about ¾ horse power at 500 rpm. It ran on crude wooden wheels with iron
rims and stopped by pressing wooden blocks against the iron rims, but it had a
clutch, a differential and a magneto ignition. One of the four cars, which Marcus
built, is in the Vienna Technical Museum and can still be driven under its own
power. In 1876, Nokolaus Otto patented the Otto cycle engine, de Rochas had
neglected to do so, and this later became the basis for Daimler and Benz breaking
the Otto patent by claiming prior art from de Rochas. In 1885, Gottllieb Daimler's
in Bad Cannstatt built the wooden motorcycle. Daimler's son Paul rode this
motorcycle from Cannstatt to Unterturkheim and back on November 10, 1885.
Daimler used a hot tube ignition system to get his engine speed up to 1000 rpm.

21
On 29th January 1886, Karl Benz was granted a patent on it and on 3rd July 1886,
he introduced the first automobile in the world to an astonished public. Also in
August 1888, William Steinway, owner of Steinway & Sons piano factory, talked
to Daimler about US manufacturing right and by September had a deal. By 1891
the Daimler Motor Company, owned by Steinway, was producing petrol engines
for tramway cars, carriages, quadric cycles, fire engines and boats in a plant in
Hartford, CT.

COMPANY PROFILE

Indus Motor Company Private Limited, (trade name, Indus Motors) is the top
ranking Maruti Dealer in India. The Company having its registered office at Indus
House, Chakorathukulam, Calicut and Corporate Office at Thevara, Kochi was
incorporated on 11th July, 1984. The business life of the company is started by
starting their 1st Dealership in Calicut in the year 1986. The sale of Maruti vehicle
is soundly boosted by marketing intelligence of the Indus Motors. Indus maintains
the No. 1 dealer position continuously for the last nine years. Based on the recent
business reports, the company delivers one Maruti Car in every 15 minutes.
The company will assist the customer from the time of choosing vehicle model,
colour, finding the best finance option that suits them. They will constantly keep the
customer update about their vehicle status until the delivery of the Vehicleis done.
In case of servicing of vehicles, the company is at their service, with options of
collecting vehicle from doorstep and once the works over deliver it back to the
customer. They have Maruti on Road Service in case customer's vehicle gets
breakdown on the way. Their Maruti skilled technicians will come to the location
where and rectify the problem or if it is a major work that has tobe attended at the
workshop the vehicle will be towed to the nearest Service Station.

VISION

22
 Transform Indus into World Class Dealership
Forever No.1 in India
Delighted customers and Delighted Employees.

MISSION

We will pursue the development of our financial and human resources through
diversified business activities, in an ethical and socially responsible manner
and in pace with the advancements of the day.
We will uphold a professional code of conduct in the pursuit of our goals and
are committed to taking up social responsibilities as a corporate citizen by
dedicating a significant share of our productive surpluses for espousing social
causes that would benefit our employees, their families and the society at
large.

VALUES & BELIEFS

The enduring belief that their corporate destiny is inextricably entwined with
those of the employees and customers carries them towards a profitable and
ethical business model.

QUALITY POLICY

Customer satisfaction through quality services achieved by through constant

adherence and continual improvement in quality services and systems
following P.D.C.A (Plan, Do, Check and Act) technique in all their functions
and actions complying with the requirements.

23
 CHAPTER 4

DATA ANALYSIS AND

INTERPRETATION

24
 TABLE 4.
25

TABLE SHOWING GENDER OF RESPONDENT

GENDER OF NUMBER OF % OF RESPONDENT
RESPONDENT RESPONDENT
MALE 48 96
FEMALE 2 4
TOTAL 50 100

Source : Primary Data

FIGURE 1 : GENDER OF RESPONDENT INTERPRETATION:

MALE FEMALE

Among the respondents, 96% are male and 4% are female.

25
 TABLE 4.
26
TABLE SHOWING WORKERS EXPERIENCE WITH IN THE ORGANISATION

YEARS OF NO. OF % OF RESPONDENT

EXPERIENCE RESPONDENT
BELOW 2 YEARS 19 38
2-3 YEARS 17 34
3-4 YEARS 10 20
ABOVE 5 YEARS 4 8
OTHER 0 0
TOTAL 50 100
Source : Primary Data

FIGURE 2: WORKERS EXPERIENCE WITH ORGANISATION

INTERPRETATION:

40%

35%

30%

25%

20%

15%

10%

5%

0%
BELOW 2 YEARS 2-3 YEARS 3-4 YEARS ABOVE 5 YEARS OTHER

Series 2

38% of employees having the experience of below 2 years with the organisation,
34% having the experience of 2-3 years, 20% having experience of 3-4 years, 8%
of having experience of above 5 years with the organisation.
26
 TABLE 4.
27

TABLE SHOWING AGE OF THE RESPONDENT

AGE NO.OF % OF RESPONDENT

RESPONDENT
18-20 5 10
20-25 25 50
25-30 13 26
ABOVE 30 7 14
TOTAL 50 100

SOURCE: Primary data

FIGURE 3 : SHOWING AGE OF RESPONDENT INTERPRETATION

Age 18-20 Age 20-25 Age 25-30 above 30

Above the graph showing age of respondent, age 18-20 contains 10% , 20-
25 contains 50%, 25-30 contains 26%, above 30 contains 14%.

27
 TABLE 4.
28
TABLE SHOWING SAFETY COMMITTIEE HELPS IN REDUCING THE
ACCIDENTS
PARTICULAR NO OF % OF RESPONDENT
RESPONDENT
YES 40 80%
NO 2 4%
SOME TIMES 0 0
OFTEN 8 16%
TOTAL 50 100

SOURCE: Primary data

FIGURE 4 : SHOWING SAFETY COMMITTEE HELPS IN REDUCING THE
ACCIDENTSINTERPRETATION :

Above graph showing the safety committee helps in reducing the accidents and
educating workers about safety here 80% of respondents says Yes, 4% says
No, 0% says sometimes and 16% says often.

28
 TABLE 4.
29 OF MANAGERS WITH EMPLOYEES
TABLE SHOWING COOPERATION
PARTICULAR NO. OF % OF RESPONDENT
RESPONDENT
STRONGLY AGREE 32 64
AGREE 11 22
DISAGREE 1 2
STRONGLY 0 0
DISAGREE
NO RESPONSE 6 12
TOTAL 50 100%

SOURCE : Primary Data

FIGURE 5 : SHOWING NUMBER OF COOPERATIVE WITH
EMPLOYEES INTERPRETATION:

NO RESPONSE

STRONGLY DISAGREE

DISAGREE

AGREE

STRONGLY AGREE

0% 10% 20% 30% 40% 50% 60% 70%

The chart above shows the number of cooperative with employees as the
respondents strongly agree are 64%, agree are 22%, disagree are 2%,
strongly disagree is 0% and the respondents with no response are 12%.
29
 TABLE 4.
30
TABLE SHOWING ATTITIUDE OF EMPLOYEES TOWARDS MANAGEMENT
DECISION
PARTICULAR NO. OF % OF RESPONDENT
RESPONDENT
ALWAYS AGREE 39 78
AGREE 5 10
SOMETIMES 2 4
DISAGREE 3 6
NO RESPONSE 1 2
TOTAL 50 100

SOURCE: Primary Data

FIGURE 6 : SHOWING ATTITIUDE OF EMPLOYEES TOWARDS

MANAGEMENT DECISION

ALWAYS AGREE AGREE SOMETIMES DISAGREE NO RESPONSE

INTERPRETATION:
The above figure shows the number of respondents agree with the management
decision of the organisation and the respondents always agree are 78%, agree are
10%, sometimes are 4%, disagree are 6% and with no response are 2%.
30
 TABLE 4.
31

TABLE SHOWING WORKERS EXPERIENCE

PARTICULAR NO. OF % OF RESPONDENT

RESPONDENT
BELOW 2 YEARS 31 62
BETWEEN 2 TO 5 4 8
YEARS
BETWEEN 5 TO 10 5 10
YEARS
ABOVE 10 YEARS 10 20
TOTAL 50 100
SOURCE: Primary Data
FIGURE 8 : SHOWING WORKERS EXPERIENCE INTERPRETATION:
70

60

50

40

30

20

10

BELOW 2 YEARS BETWEEN 2 TO 5 YEARS BETWEEN 5 TO 10 YEARS ABOVE 10 YEARS

The above chart shows 62% are below 2 years, 8% are between 2 to 5 years, 10%
are between 5 to 10 years and 20% are above 10 years.

31
 TABLE 4.
32
TABLE SHOWING WORKING CONDITION IN THE
ORGANISATION
PARTICULAR NO. OF % OF RESPONDENT
RESPONDENT
VERY GOOD 37 74
GOOD 10 20
POOR 0 0
VERY POOR 0 0
NO RESPONSE 3 6
TOTAL 50 100
SOURCE: Primary Data

FIGURE 8 : SHOWING PHYSICAL WORKING CONDITION IN THE

ORGANISATION INTERPRETATION:

The above figure shows the physical working condition in the organisation 74%
says very good, 20% says good, 0% says poor, 0% says very poor and 6% are
with no response.

32
 TABLE 4.
33

TABLE SHOWING EMPLOYEES VIEW ABOUT JOB

PARTICULAR NO. OF % OF RESPONDENT

RESPONDENT
CHALLENGING 18 36
MOTIVATING 8 16
RESPONSIBLE 20 40
PROFESSION 4 8
TOTAL 50 100
SOURCE: Primary Data

FIGURE 9: SHOWING HOW DO THEY VIEW OF

THE JOB INTERPRETATION:

The above graph shows 36% are challenging, 16% are motivating, 40%
are responsible and 8% are profession.

33
 TABLE 4.34

TABLE SHOWING PROPER FIELD TO EXECUTE THEIR

IDEA

PARTICULAR NO. OF % OF RESPONDENT

RESPONDENT
YES 49 98
NO 1 2
TOTAL 50 100
SOURCE: Primary Data

FIGURE 10: SHOWING THEY ARE IN THE PROPER FIELD TO

EXECUTE THEIR IDEA INTERPRETATION:

YES NO

In the above figure showing they are in the proper field to execute their ideas
and 98% say yes and 2% says no.

34
 TABLE 4.35

TABLE SHOWING THE AVAILABILITY OF RAW

MATERIALS

PARTICULAR NO. OF % OF RESPONDENT

RESPONDENT
HIGHLY SATISFIED 18 36
SATISFIED 25 50
DISSATISFIED 5 10
HIGHLY 2 4
DISSATISFIED
TOTAL 50 100
SOURCE: Primary Data
FIGURE 11: TABLE SHOWING THE AVAILABILITY OF RAW
MATERIALS INTERPRETATION:

HIGHLY SATISFIED SATISFIED DISSATISFIED HIGHLY DISSATISFIED

In the above figure showing they have required materials to do their work
efficiently and 36% are highly satisfied, 50% are satisfied, 10% are dissatisfied
and 4% are highly dissatisfied.

35
 TABLE 4.36

TABLE SHOWING EMPLOYEE INVOLVEMENT

PROGRAM

PARTICULAR NO.OF % OF RESPONDENT

RESPONDENT
POSITIVELY 42 84
NEGATIVELY 6 12
NATURAL 2 4
NO RESPONSE 0 0
TOTAL 50 100
SOURCE: Primary Data
FIGURE 12: SHOWING EMPLOYEE INVOLVEMENT PROGRAM IMPACT
POSITIVELY OR NEGATIVELY ON THEIR WORK

90

80

70

60

50

40

30

20

10

POSITIVELY NEGATIVELY NATURAL NO RESPONSE

INTERPRETATION:
Among the respondents, 84% are Positively, 12% are Negatively, 4% are
natural and 0% are with no response.

36
 TABLE 4.37
TABLE SHOWING CONSIDERATION OF SUGGESTIONS DURING THE
JOB
PARTICULAR NO.OF % OF RESPONDENT
RESPONDENT
FREQUENTLY 16 32
RARELY 11 22
OCCATIONALLY 18 36
NO RESPONSE 5 10
TOTAL 50 100
SOURCE: Primary Data
FIGURE 13: SHOWING THEIR SUGGESTION WILL BE CONSIDERED
DURING JOB

40

35

30

25

20

15

10

FREQUENTLY RARELY OCCATIONALLY NO RESPONSE

INTERPRETATION:
Among the respondents, 32% are frequently, 22% are rarely, 36% are
occasionally and 10% are with no response.

37
 TABLE 4.38
TABLE SHOWING LEAVE FACILITIES OFFERED BY THE
COMPANY
PARTICULAR NO.OF % OF RESPONDENT
RESPONDENT
HIGHLY 5 10
DISSATISFIED
DISSATISFIED 20 40
NATURAL 9 18
SATISFIED 13 26
HIGHLY SATISFIED 3 6
TOTAL 50 100
SOURCE: Primary Data
FIGURE 14: SHOWING LEAVE FACILITIES OFFERED BY
THE COMPANY

HIGHLY DISSATISFIED DISSATISFIED NATURAL SATISFIED HIGHLY SATISFIED

INTERPRETATION:
Among the respondents, 10% are highly satisfied, 40% are
dissatisfied, 18% arenatural, 26% are satisfied and 6% are highly
satisfied.
38
 TABLE 4.39
TABLE SHOWING MISSION AND PURPOSE MAKING FEEL THE
IMPORTANCE OF THE JOB
PARTICULAR NO.OF % OF RESPONDENT
RESPONDENT
ALWAYS 7 14
MOSTLY 23 46
SOMETIMES 11 22
RARELY 8 16
NOT 1 2
TOTAL 50 100
SOURCE: Primary Data
FIGURE 15: SHOWING MISSION AND PURPOSE MAKING FEEL THE
IMPORTANCE OF THE JOB

50

45

40

35

30

25

20

15

10

ALWAYS MOSTLY SOMETIMES RARELY NOT

INTERPRETATION:
Among the respondents, 14% are always, 46% are mostly, 22% are
sometimes, 16% are rarely and 2% are not.

39
 TABLE 4.40

TABLE SHOWING OPINION REGARDING THE WORK

LOAD

PARTICULAR NO.OF % OF RESPONDENT

RESPONDENT
VERY HIGH 21 42
HIGH 24 48
LOW 2 4
VERY LOW 2 4
AVERAGE 1 2
TOTAL 50 100
SOURCE: Primary Data
FIGURE 16: SHOWING OPINION REGARDING THE
WORK LOAD

INTERPRETATION:
Among the respondents, 42% are very high, 48% are high, 4% are low, 4%
are very low and 2% are average.

40
 TABLE 4.41
TABLE SHOWING THE SATISFACTION WITH THE PRESENT
SYSTEM OF WPM

PARTICULAR NO.OF % OF RESPONDENT

RESPONDENT
SATISFIED 33 66
HIGHLY SATISFIED 11 22
NOT AT ALL 4 8
NOT SO MUCH 2 4
NO RESPONSE 0 0
TOTAL 50 100
SOURCE: Primary Data
FIGURE 17: SHOWING THE SATISFACTION WITH THE PRESENT
SYSTEM OF WPM IN PRODUCTION

70

60

50

40

30

20

10

SATISFIED HIGHLY SATISFIED NOT AT ALL NOT SO MUCH NO RESPONSE

INTERPRETATION:
Among the respondents, 66% are satisfied, 22% are highly satisfied, 8% are not at
all, 4% are not so much and 0% are with no response.

41
 TABLE 4.42
TABLE SHOWING RELATIONSHIP WITH PEERS
PARTICULAR NO.OF % OF RESPONDENT
RESPONDENT
EXCITED 17 34
GOOD 21 42
AVERAGE 9 18
POOR 3 6
TOTAL 50 100
SOURCE: Primary Data
FIGURE 18: SHOWING RELATIONSHIP
WITH PEERS INTERPRETATION:
45

40

35

30

25

20

15

10

EXCITED GOOD AVERAGE POOR

Among the respondents, 34% are excited, 42% are good, 18% are average and
6% says poor.

42
 TABLE 4.43
TABLE SHOWING RELATIONSHIP BETWEEN WORKERS
EDUCATION AND MANGEMENT PARTICIPATION
PARTICULAR NO.OF % OF RESPONDENT
RESPONDENT
NO 8 16
POSITIVELY 33 66
TO SOME EXTEND 7 14
NO RESPONSE 2 4
TOTAL 50 100
SOURCE: Primary Data
FIGURE 19: SHOWING RELATIONSHIP BETWEEN WORKERS
EDUCATION AND MANGEMENT PARTICIPATION

NO POSITIVELY TO SOME EXTEND NO RESPONSE

INTERPRETATION:
Among the respondents, 16% says no, 66% are positively, 14% says some
extend and 4% with no response.

43
 CHAPTER 5
FINDINGS
SUGGESTIONS
CONCLUSION

44
 FINDINGS
• The findings are the face which are identified from the analysis and
interpretation of data. The major findings from the above data analysis and
interpretation are as follows
• Indus motors, Calicut is following different workers participation in
management methods in order to create a cordial relation with the
employees and management.
• Majority of the employees in Indus motors ,Calicut are aware of workers
participation management.
• It was found that most of the employees are aware of the various methods
of workers participation in management.
• Most of the employees consider workers participation management as
important, valuable and meaningful to them and share the opinion that it
helps to create a cordial relationship with the management, involve
effective decision making and strengthen employee relations in the
organization.
• Majority of the employees are satisfied with the process of consulting the
workers for changing their works.
• Majority of the employees feel that workers representative play a
prominent role as mediator between the management and the workers.
• Majority of the employees feel that the management considers the
suggestions of the workers.
• Majority of the employees feel that workers participation in management
helps the employees to identify their strength and weakness.
• Majority of the employees feel that workers participation improves
productivity of the employees.
• Majority of the employees strongly agree that workers participation
management encourages open communication between workers and
supervisors very well.

45
 SUGGESTIONS

• It is suggested from the study that the organization should take steps to
improve the knowledge level of the employees related to workers
participation management methods and levels.
• Majority of employees feel that it is necessary to involve workers in
decision making process so create a sense of belongingness in the mind of
employees.
• It is suggested to provide proper induction training and orientation class to
employees in order to create an idea about the organization ,its objective
and goals.
• Training program should be done at regular intervals related to workers
participation management.
• Consider employee as an asset for the organization.
• Create action plans to participate workers in managerial decision making
process.
• Respond to the suggestions of employees, either it is positive or negative.

46
 CONCLUSION

Workers participation management has a significant role in increasing the

productivity of the organization. It gives them the feeling of belonging which is
important for increasing productivity and the internal relation of the organization.
Workers are the asset of any organization, based on the study "A STUDY ON
THE EFFECTIVENESS OF WORKERS PARTICIPATION IN
MANAGEMENT" It is clear that the most of employees consider workers
participation management as important, valuable and meaningful to them and
share the opinion that it helps to create a cordial relationship with the
management.

To conclude that Sharing power with workers and listening to their

opinion will develop loyalty and trust towards the organization and have a
positive impact on the productivity of employees.

47
APPENDIX

48
 QUESTIONNAIRE

A STUDY ON WORKERS PARTICIPATION IN

MANAGEMENT WITH SPECIAL REFERENCE TO
INDUS MOTORS, NELLALAM

The questionnaire given below is meant for collecting data from the workers to
identify their level of participation in management. The information provided by
you will be kept confidential and will be used for analysing the subject under
consideration

1. Name of the respondent:

2. Gender of the respondent

a) Male

b) Female

c) Other

3. Experience of the workers

a) Below 2 year

b) 2-3 year

c) 3-4year

d) Above 5year

e) Other

4. Age of the

Respondent)
49
 a) 18-20

b) 20-25
c) 25–30
d) Above 30

5. Do you think Safety Committee helps in reducing the accidents and

educating workers about safety.

a) Yes.

b) No

c) some times

d) often

6. Is your manager/ supervisor cooperative with you

a) strongly agree

b) Agree

c) Disagree

d) Strongly disagree

e) No response

7. Does participative management help in maintaining good industrial relations

a) Yes

b) To some extent

c) Rarely

d) Natural

50
8. Out of the following options which problem do you face regularly at the

organization
a) Work schedule

b) Relationship subordinates

c) Welfare facilities

d) Disciplinary action

9. Do you agree with the management decision of the organization

a) Always agree

b) Agree

c) Sometime

d) Disagree

e) No response

10. How long have do you worked the organization

a) Below 2 year

b) Between 2 to 5year

c) Between 5 to 10 year

d) Above 10 year

11. How is the physical working condition in the organization

a) Very Good

b) Good

c) Poor

d) Very poor

e) No response

51
12. Do you think that workers education is necessary for effective participation

a) No

b) Definitely

c) To some extent

d) No response

13. Are you in the proper field to execute your idea

a) Yes

b) No

14. Do you agree the active workers participation In the management create a

better relationship between managers and workers

a) Strongly agree

b) Agree

c) Disagree

d) Strongly agree

e) Natural

15. How do you view this job

a) Challenging

b) Motivating

c) Responsible

d) Profession

16. Do you agree that you are utilizing yourself and your potential as a

whole of this organization

52
 a) highly Agree

b) Agree

c) Disagree

d) Highly disagree

e) No response

17. Do you have the required materials to do your work efficiently

a) Highly satisfied

b) Satisfied

c) Dissatisfied

d) Highly dissatisfied

18. Does employee involvement program impact positively or negatively on your

work
a) Positively

b) Negatively

c) Natural

d) No response

19. Do you agree that frequent chance has been given in improving your

skill and job knowledge

a) Highly Agree

b) Agree

c) Disagree

d) Highly disagree

e) No response

53
20. Do you have the opportunities to do the work best

a) Always true

b) Sometime true

c) Rarely true

d) Mostly true

21. Whether your suggestion will be considered during your job

a) Frequently

b) Rarely

c) Occasionally

d) No response

22. Does the mission and purpose make you feel the importance of your job

a) Always

b) Mostly

c) Sometimes

d) Rarely

e) Not

23. Leave facilities offered by the company

a) Highly dissatisfied

b) Dissatisfied

c) Natural

d) Satisfied

e) Highly satisfied

54
24. What your opinion regarding the work load

a) Very high

b) High

c) Low

d) Very low

e) Average

25. Are you satisfied with the present system of WPM in production

a) Satisfied

b) Highly satisfied

c) Not at all

d) Not so much

e) No response

26. Do you think workers are needed to be consulted before changing the

work in the organization

a) Strongly agree

b) Agree

c) Disagree

d) Strongly disagree

e) Natural

27. Your relationship with your peers

a) Excellent

b) Good

c) Average

d) Poor

55
 BIBLIOGRAPHY

• Website

www.wikipedia.com
Google Forms

• Company Manual
Company
Brochures Annual
Report

• Search Engine
Google

56