Module 1

Administration is defined as the act of managing duties, responsibilities, or rules.

... (uncountable) The act of administering; government of public affairs; the service
rendered, or duties assumed, in conducting affairs; the conducting of any office or
employment; direction.

The main job responsibility of an administrator is to ensure the efficient

performance of all departments in an organization. They act as a connecting link
between the senior management and the employees. They provide motivation to the
work force and make them realize the goals of the organization.

Administration department is backbone of an organization. An effective

administrator is an asset to an organization. He or she is the link between an
organization's various departments and ensures the smooth flow of information
from one part to the other. Thus without an effective administration, an organization
would not run professionally and smoothly.

An effective administrator should have the ability:

● To understand general concepts of Administration

● To enhance the office staff’s ability to manage and organize office effectively

and professionally
● File in the proper way and filing standard

● Develop an appropriate office management strategy

● Develop an appropriate assets management strategy

● Able to develop administrative procedures

● Able to plan and control administrative budget

● Whereas the term

Administration is derived from a Latin word “Administer” which means to serve,

too direct, to control, to care for or to look after people. Literally, the term
“administration” means management of public or private affairs. Hence, simply
public administration is known as the management of public affairs. The word
‘administer’ is derived from the Latin word administere, which means to care for
or to look after people, to manage affairs. Administration may be defined as
 “group activity which involves cooperation and coordination for the purpose of
achieving desired goals or objectives”. Broadly speaking, the term administration
appears to bear at least four different meanings or different senses depending
upon the context in which it is used:
(1) As a Discipline: The name of a branch of learning or intellectual discipline as
taught and studied in colleges and universities.
(2) As a Vocation: Type of work/trade or profession/occupation, especially one
that involves knowledge and training in a branch of advance learning.
(3) As a Process: The sum total of activities undertaken to implement Public
Policy or policies to produce some services or goods.
(4) As a Synonym for 'word' Executive or Government: Such other body of
persons in supreme charge of affairs, for example, Manmohan Singh
Administration, Bush Administration, etc. Noted below are definitions by a few
famous writers.
E.N. Gladden “Administration is a long and slightly pompous word, but it has a
humble meaning, for it means to care for or look after people, to 2 manage
affairs…. is determined action taken in pursuit of conscious purpose”.
Brooks Adams “Administration is the capacity of coordinating many, and often
conflicting, social energies in a single organism, so adroitly that they shall
operate as a unity.
L.D. White “The art of administration is the direction, co-ordination and
control of many persons to achieve some purpose or objective”.

● Administrators, broadly speaking, engage in a common set of functions to

meet the organizations goals. These ‘functions’ of the administrator were
described by ‘Henri Fayol’as the ‘5 elements of administration’.
1. Planning: Planning is deciding in advances what to do, how to do it, when
to do it and who should do it. It maps the path from where the organization is
to, where it wants to be. The planning function involves establishing goals and
arranging them in logical order. Administration engages in both short-range
and long range planning.
2. Organizing: organizing involves identifying responsibilities to be
performed, grouping responsibilities into departments or division and
specifying organizational relationships. The purpose is to achieve coordinated
efforts among all the elements in the organization. Organization must take into
account delegation of authority and responsibility and span of control within
supervisory units.
3. Staffing: staffing means filling job positions with the right at the right time.
It involves determining staffing needs, writing job descriptions, recruiting and
screening people to fill positions.
4. Directing: Directing in leading people in a manner that achieves the goals
of the organization. This involves proper allocation of resources and providing
an effective support. Directing requires exceptional interpersonal skills and
the ability to motivate people. One of the crucial issues in directing is to find
the correct balance between emphasis on staff needs and emphasis on
economic production.
5. Controlling: Controlling is the function that evaluates quality in all areas
and detects potential or actual deviations from the organization plan. This
ensures high quality performance and satisfactory results while maintaining an
orderly and problem free environment controlling includes information
management measurement of performance and institutions of correcting
actions.
6. Budgeting: Exempted from the list above, incorporates most of the
administrative functions, beginning with the implementation of a budget plan
through the application of budget controls.
Public administration, the implementation of government policies. Today public
administration is often regarded as including also some responsibility for
determining the policies and programs of governments. Specifically, it is the
planning, organizing, directing, coordinating, and controlling of government
operations. Public administration is a feature of all nations, whatever their system of
government. Within nations public administration is practiced at the central,
intermediate, and local levels. Indeed, the relationships between different levels of
government within a single nation constitute a growing problem of public
administration.

Public administration is a field in which leaders serve communities to advance the

common good and effect positive change. Public administration professionals are
equipped with skills to manage at all levels of government (local, state, and
federal) as well as nonprofit organizations. Skills employed across the field of
public administration such as project management and program management are
often transferrable to the private sector.
Definitions of Social Work Administration 1. Beavers (1950): Administration “as
the processes of means by which the aims of an organization are determined, plans
made for achieving these aims and the plans carried out”.

Points about social work administration:

1. Administration is a dynamic process keeps its continuity of reaching the goal.

2. The administrative process goes on for meeting a common purpose or goal.

3. Planning, organizing, leadership, decision making, authority and communication

are essential ingredients of administrative process.

In other organizations, the objectives will be different but in Social Work

Administration the objectives are always people’s development as whole.
Scope of Social Work Administration

Social work administration has developed since last three decades in our country is
not a new concept. After independent, the voluntary agencies need social work
administration to implement various social policies and processes for public welfare
.It was felt that there was an absence of any useful principles and laws which could
provide guidelines to our field workers and administers who are dealing social work
as their profession and manage their organization which are dedicated for public
welfare. In one word Social Work Administration provided guidelines to social
workers and trained them for a managerial look in social work field. It is evident
from the above discussions of the discipline of social work administration attempted
above that its scope is very wide and the areas constituting the subject matter of this
study are increasing every day due to the emergence of new social problems in the
dynamic society such as population explosion , relief and rehabilitation of migrants
on account of militants activities , gas leak accidents dowry deaths and drug
addiction etc .and the consequent increasing responsibilities of the government and
voluntary agencies in finding solutions for them . The contents of social welfare
administration are a variegated nature and it tasks are numerous .It is primarily
concerned with

(a) Social Problems- the diagnosis of their cause and their treatment through social
reform and social legislation.

(b) Detection of the reasons for the ineffectiveness of laws enacted for combating
social evils and vices and suggesting measures to make them effective mainly
through the creation of public consciousness and opinion in regard to the social
problems.

(c) Social Services aiming at the well being of the general public through the
provision of health ,education ,housing etc and the upliftment of the disadvantaged
and underprivileged and vulnerable sections of society such as women and children
, the old and the inform ,the disabled and the handicapped .
(d) Social Security to compensate for the loss of income due to employment
,disability, or death caused by accident and old age through social insurance and
social assistance .

(e) Social work helping people to solve their personal ,family and community
problems through enhancing social functioning by methods of case work ,group
work and community organization and enabling process of research and
administration

(f) Social policy delineating the aims and objectives and the goals to be achieved
for the welfare of the clientele concerned through social action.

(g) Welfare administration related to organizational and administrative structure in

state level and local level.

(Differences)

1. Social work administration identifies with public, not for profit endeavours and
management with the business sector.

2. Social work administration conveys the idea of tending to or taking care of the
needs of poor or sick while management takes the care of wishes of consumers
based on profit motive.

3. Social work administration can be interpreted as helping, nurturing or enabling

function while management conveys notions of control, direction and dominance.

4. Social work administration meets the philosophical orientation of a service

profession like social work while management fulfils the philosophy of getting
more and more gain.

5. In social work administration democratic processes, participation and

collaboration are valued while in management domination and manipulation for
getting personal gain are not alien. Besides these differences between social work
administration and management, they are coming closer since authority is inherent
in both and management incorporates a concern with participatory decision making
and the delegation and, where necessary, the decentralization of authority. Since
social work administration is a systematic process of intervention employed by
administrators in service of achieving organizational objectives, management
practices in forms of tasks and activities are carried by persons managing agencies.

These tasks are performed to create and sustain an organization’s capability for
effective and efficient delivery. These are as follows:

1. Programs are planned and developed.

2. Financial and other needed resources are required and necessary support from
groups and organizations are sought. 3. Organizational structures and processes are
designed.

4. Staff capability is developed and maintained.

5. Agency’s programs are assessed.

[Link] of Social Work Administration:

In the pre-independence period voluntary agencies were mainly financed by the

local contributions and the efforts of few philanthropists like local zamindars,rich
man, land lords, businessmen or eminent industrialists .with the socialization of
natural resources and state deciding to undertake social welfare progrmmes ,the
growth of private charity has not been increasing in proportion to the increase in the
number of agencies .At that time the importance and scope of Social Work
Administration was very less . After the independence a strong gap found regarding
implementation of government grants. Mostly Christian missionaries receiving the
grants and spent for the people’s development. But gradually the situation has been
changed. A number of Governmental Agencies was set up and were responsible for
distributing the grantin –aid to local voluntary organizations. The example is setting
up Central Social Welfare Board in 1953,when 31 percent of expenditure of the
voluntary agencies was met by the Government grants ,this amount rose to 40
percent in 1961and gradually due to growth of population ,it was increased In the
nineties the proportion of the state assistance has gone up to 90 percent. A social
work student in the 20th century looked out the developments and the country best
utilization of funding’s for the poverty stricken peoples or the vulnerable groups.
Detailed developments are discussing below.

Principles and Techniques of Social Work Administration: Social Welfare

Administration refers to “the process of organising and directing a social agency.
Page20 The administrative aspects of social work include the organisation and
management of social agencies public and private .This virtually includes every
activity in a social agency that is necessary to the giving of service to the clients and
communities .Social welfare administration is a process of organisation and
direction of a social institution. Social welfare administration in order to become
successful must set up some realistic and attainable objectives before the agency
.These objectives are to be shared by the agency personnel .In order to achieve
these goals plans are formulated ,programmes developed and resource mobilised .
Like Business and Public Administration, Social Work administration also used
principles and techniques of Administration .The following chapters are vividly
discuss the relevance of Organisational need and its accessories for a successful
Welfare Organisational Function.
 Voluntary Organisation A voluntary organisation, properly speaking, is an
organisation which whether its workers are paid or unpaid is initiated and governed
by its own members without external control. The independence of voluntary action
does not however mean a lack of co-operation between it and public action. But the
term voluntary action means that the agency undertaking it has a will and a life of
its own. As defined by the National Council of Social Service, a voluntary social
service is interpreted generally as the organisation and activities of a self-governing
body of people who have joined together voluntarily to study or act for betterment
of the community.

Examples of organizations in the voluntary sector include: Charities: World

Vision, American Red Cross, YWCA. Foundations: David Suzuki Foundation, Bill
and Melinda Gates Foundation. Social Welfare Organizations: Human Rights
Watch, Environmental Protection Agency (EPA).

The Voluntary Sector is usually comprised of organizations whose purpose is to

benefit and enrich society, often without profit as a motive and with little or no
government intervention.

Examples of organizations in the voluntary sector include:

● Charities: World Vision, American Red Cross, YWCA

● Foundations: David Suzuki Foundation, Bill and Melinda Gates Foundation
● Social Welfare Organizations: Human Rights Watch, Environmental Protection
Agency (EPA)
● Advocacy Groups: Privacy International, World Wildlife Fund
● Faith-Based Organizations: Churches, Mosques, Temples
● Community Groups: Neighbourhood Watch, Knitting
● Recreational Sports: Ultimate Frisbee, Running Clubs
● The structure of typical voluntary organisations
● The voluntary sector has much in common with other sectors in terms of the
legal requirements for business and employment, the nature of many of the
tasks that need to be done and the organisational structures that support these
activities. There are ways though in which the voluntary sector is unique and
one of these relates to the ownership of the organisation.

● The CEO/coordinator/director will be the main point of contact between the

board and the staff/volunteers.

● Volunteers are a key element of voluntary organisations.

● Beneficiaries are often the people being helped by the organisation.

● The target audience might be members or beneficiaries, but could be different if

the organisation seeks to influence government for example.

● The regulators include the Charity Commission/OSCR/ CCNI, Companies

House, HMRC.

● The funders may include the people that you’re trying to influence (for example
the government).
 ● Some charities also have members, for example The National Trust.

Board of Directors

The board of directors operates the organization and is responsible for keeping it on
track to fulfill its mission. While some jurisdictions allow non-profits to have as
few as one director, volunteer organizations are usually more successful with large
boards whose members can take on the functions required to run the organization.
Large boards can include a financial professional who can volunteer to keep the
books, a lawyer who handles legal matters for free, marketing professionals who
can contribute to the organization's fund-raising strategies and executives who can
take on leadership roles. The board of directors is elected by the members of the
organization and it elects its officers, such as president, vice president, secretary and
treasurer.

Members

While a non-profit organization does not have to have members or can limit
membership to the members of the board of directors, volunteer organizations with
large memberships have an automatic pool from which to draw volunteers. The
members usually meet once a year for an annual general meeting to elect the
directors and review the financial reports and reports on activities. Depending on
the nature of the non-profit and its mission, the organization can open its
membership to anyone or restrict it to people with certain qualifications or qualities.
The organization's bylaws determine the rights and privileges of the members and
their role in the organization.

Committees

Committees are an instrument for carrying out the work of the non-profit. Some
may be created by bylaws while the board of directors can create others for specific
tasks. Some are permanent such as a fundraising committee or one responsible for
membership. Others may be assembled for specific fundraising projects such as a
dinner or a concert. A committee usually has a member of the board of directors
leading it and members of the organization as well as other volunteers serving on it
and carrying out the work. The committee members may be assigned specific tasks
and they report back to the committee and board member who reports back to the
board of directors.

Volunteers

The working level of a volunteer organization is made up of unpaid people who are
interested in the mission of the non-profit and volunteer to carry out its work. The
non-profit usually organizes volunteers into teams under the leadership of
non-profit members or directors who know what work is required. Regular
volunteers may also be assigned positions of authority if they have proved reliable
and know what work the volunteers have to complete. The person in charge of a
team reports back to the responsible non-profit member or director regarding the
status of the work. They organize the teams and make sure the overall goals are
reached before reporting back to the board of directors on progress.

Some of these objectives and functions of Voluntary Organizations may be

discussed as follows:

(i) Man is by nature gregarious. The urge to act in groups is fundamental in him.
People therefore form groups and associations voluntary for their benefit as also of
others with a view to lead a full and richer life as is reflected in voluntary
associations formed for promotion of recreational and cultural activities, social
services, professional interests etc.

(ii) A pluralistic society with a democratic system requires multitude of

independent, voluntary non-government associations as buffer between the
individual and the state preventing the government from developing monopoly in
various fields. Voluntary organisations involve citizens in noble affairs and avoid
concentration of powers in the hands of government and thus serve as power
breakers. Sharing of power by voluntary group restrain government from
developing monopolistic approach to organisation of services.

(iii) They enable the individuals to learn the fundamentals of groups and political
action through participation in the governing of their private organisations.

(iv) Organised voluntary action helps groups and individuals with diverse political
and other interests, contributes to strengthening of feeling of national solidarity and
promotes participative character of democracy.

(v) The state does not have the requisite financial resources and manpower to meet
all the needs of its citizens. It can therefore have the responsibility of providing
them minimum needs. The voluntary organisations by raising additional resources
locally ca meet uncovered needs and enrich local life.

(vi) Voluntary organisations also help the state in the area which are its exclusive
responsibility but for which it has limited sources and perform such functions in
much better way as compared to the state organisations.

Education for example is the responsibility of the state but the educational
institutions being run and managed by voluntary organisations far outnumber the
government institutions and excel the latter in quality of service also in view of the
flexibility, ability at experimentation, pioneering spirit and other virtues.

Same is the case in respect of the provision of health services which is again the
responsibility of the state. But the hospitals sponsored by philanthropic and
charitable institutions are well known for better care and concern comparison to
government owned hospitals.

(vii) Voluntary organisations thus have not only a role to play ii the field of
accepted state responsibilities but they can also venture into new needs, work in
new areas, unveil social evils and give attention to hitherto unattended and unmet
needs. They can act as sappers and miners of unfolding development revolution.
They can function as reconnaissance squads. They can be fore-runners of change
and anticipate and take action to make it less painful. They can work for progress
development and consequently in course of time they can help the state in extending
its activities over wider areas, thus raising the national minimum.

(viii) They provide avenues for activities to those persons why do not relish
participation in the activities of the state through politics and government, but
organise into voluntary groups thus making their talent, experience and spirit of
service available t society in bringing about changes in it with a view to meeting the
needs and aspirations of the people concerned and enriching the lives.

(ix) They act as a stabilising force by welding together people with such groups as
are not politically motivated and are no concerned about the fortunes of one or the
other political party i capturing government power but are above party politics and
are interested in other areas of nation building and thus contribute t national
integration and concentration on non- political issues.

(x) They also perform the functions of educating the members and the public at
large about the policies an programmes of the government about their welfare, their
right and obligations and also are in a position to offer constructive criticism in
respect of wrong policies and activities of governor without any fear and with
courage of conviction obliging the government to make necessary adjustments to
accommodate the viewpoints of the public likely to be affected by such policies and
actions as has been the experience in the case of programme concerning scheduled
tribes and environment conservation and preservation.

(xi) The endeavour to meet the special requirements of specialised interests and
special groups such as the aged, the handicapped, women, children, etc. which
cannot be adequately met by the state for reasons of financial scarcity. Age-India
and Help age are voluntary organisations engaged in the welfare programmes of the
aged.

Indian Council of Child Welfare is engaged in the promotion of child welfare. The
Indian Curricle for Women Welfare is working in the field of women welfare. All
India Ex-servicemen Welfare Association is concerned with the welfare of the
ex-servicemen. Similarly thousands of voluntary associations exist to look after the
interests of the groups they represent.

(xii) They are in a better position to function to their own satisfaction as also at that
of their clientele for the reason that they can identify the needs of individuals,
groups and community being close to them and formulate appropriate programmes
to meet them, make necessary changes and modification in the light of the
experiences gained in their implementation processes, involve people’s
participation, raise necessary funds and win public confidence and cooperation by
human touch, human warmth and sympathy which the bureaucrats in governmental
organisation are not capable of.

Types of Voluntary Organisation

● An Unincorporated Association. This approach may have been the initial

structure for campaigning to protect a facility or a space in the first instance.
● A Trust.
● A Limited Company.
● Community Interest Company (CIC)
● Industrial and Provident Society (IPS)

Similarly, what are the characteristics of association? Some of the important

characteristics of association are as follows:

● (1) A group of People:

● (2) Organization:
● (3) Common Aims and Objectives:
● (4) Some rules and regulations:
● (5) Co-operative Spirit :
● (6) Voluntary Membership :
 ● (7) Degree of Permanency:
● (8) Legal Status :

● In sum, voluntary organizations main functions comprise giving concrete

expression to the fundamental right of freedom of association, identifying the
needs of individuals, groups and communities and initiating projects and
programmers to meet them on their own or with the grant-in-aid of the
government, sharing the responsibility of the state in providing minimum
needs of the citizens, covering the areas of uncovered and unmet needs,
preventing the monopolistic tendencies of the government, providing
opportunities to people imbued with the spirit of service and dedication to
organize themselves to promote public welfare, educating citizens about their
rights and obligations and informing them about the policies and programmers
of the government contemplated and initiated for their welfare, mobilizing
public support through publicity campaigns, raising functional resources
through contributions and donations and finally organizing activities of
non-partisan and non-political nature for wellbeing of the society, enriching
the lives of citizens and progress of the nation.

Objectives of Voluntary Organisations The following are the main objectives for
which various organisations are working:

● Protection and development of children

● Welfare of women in the rural areas.

● Services for youth. Community welfare.

● Promotion of educational facilities.

● Pron~otion of public conscience on social problems.

● Promotion of moral standards and [Link].

 ● Prevention of disease, health care, etc.

● Protection and welfare of the handicapped.

● Eradication of social handicaps for certain groups.

● Spiritual upliftment Prorogation of international brotherhood.

● Promotion of natural interests through voluntary effort.

● Training of workers for fieldwork.

● Protection of nature, animals, etc.

Role of Voluntary Organisations in Social Welfare The development of voluntary

organisations in India, in its historical perspective, has been dealt with earlier in this
chapter. We will now focus on the role of voluntary organisations in social welfare
and planned development. In fact, the social and economic development
programme, enunciated in the fourteen point constructive programme of Gandhiji,
was used as a spring-board to accelerate the process of political struggle for
independence and a way to activate the underprivileged and down-trodden masses
to develop themselves economically and socially, on a "self-help through mutual
help" basis. Khadi, Nai Talim, Leprosy Work, Harijan Seva, etc. with the help of
thousands of selfless and dedicated workers. This was the basis of social welfare
programmes by the voluntary organisaticms in the post-independence period.

A network of voluntary agencies was created to promote different constructive

programmes like village industries, The main objective of planned development is
to mobilise the known as well as the hidden, material and human resources in such
a way as to improve the socioeconomic living conditions of the people to the
maximum at a given time. In general, voluntary organisations have a [Link] play in
the economic and industrial development of the country and also to motivate people
to eliminate the evil influences'of the industrialisation. Though the voluntary
organisation do not have much of a role to play in transport and communication,
they did play ai important role in the construction and maintenance or fielded and
village roads.

Impact of Voluntary Sewices in Social welfare Voluntary organisations play an

important role in social welfare through the development of education, health,
housing and providing welfare services for the weak, underprivileged and
handicapped sections of the population and through efforts aimed at the social
development of people, in terms of a change in their physical, intellectual,
emotional, social and moral composition. Social development increases peoples
capacity to provide and contribute in greater degrees for the own well being as well
as for the good of society. It is here that voluntary organisations have played and
will have to still play an even more effective role in pushing the programmes of
social development forward. While voluntary organisation have traditionally
worked in the field of social welfare certain state welfare organisations have also
supplemented voluntary efforts, particularly in the field of beggary, prostitution,
juvenile delinquency, etc. However, in all the fields, voluntary organisations
emphasize the welfare aspect, particularly because state policy focuses primarily on
giving financial and legislative assistance to the state welfare organisations.
Generally, the voluntary organisations render their services in all fields of social
welfare. Their complexion and orientation also undergo changes with the change in
time and situations. A major and s~ccesshl voluntary action started by Acharya
Vinoba Bhave in the form of Bhudan, Gramdan, Shramdan, Jeevandan, (gift of
land, village, labour and life), so successfully to bring about a sort of revolution in
the thinking process of people to share their assets with the less fortunate people,
has lost its vigor. Voluntary organisations have taken on new roles to meet the
challenges emerging in a complex society with the advance of science and
technology. The examples are the 100% literacy, which was achieved by voluntary
efforts in Kerala, the services for the welfare of drug addicts, prostitutes, migrants,
victims of terrorist activities, etc. In India, there are about 1000 voluntary agencies
working for environmental protection apart from those working to safeguard human
rights
In short, voluntary organisations have played a magnificent role in providing
welfare services in the past, and recognized and appreciated as it is by the public
and government. They will be encouraged to assume a still more glorious role for
themselves in future. It is rightly said that there is no paradise except where people
work together for the welfare of all mankind and hell is where no one even thinks of
service to humanity. Voluntarisms in India subscribes to and opts for the first half of
this statement and proves it by undertaking various programmes for the welfare of
the destitute, the down-tiodden, the disadvantaged and the under-privileged and
complementing the state in its effort to achieve the ideals of a welfare state .

What are the big challenges facing

Challenge 1: Growing income

Challenge 2: Small charities struggle to keep up

Challenge 3: Demonstrating impact

Challenge 4: The public know very little about how modern charities work

Challenge 5: Where can charities do the best job in delivering public services?

Challenge 6: How and when do infrastructure investments make a difference?

[Link]
anisations.

Enhancing institutional capacity building of nongovernmental organizations

(NGOs) and community based organizations (CBOs): Impact of an innovative
initiative

Capacity-building is the process by which an organisation obtains, retains and

improves the skills and knowledge crucial to accomplishing a set of strategic
objectives - which are most often to build a scalable and sustainable NGO
Community-based organizations (CBO)

Community-based organizations are non-profit, non-governmental, or charitable

organizations that represent community needs and work to help them. CBOs may be
associated with a particular area of concern or segment of the community.

Community-based organizations are non-profit, non-governmental, or charitable

organizations that represent community needs and work to help them. CBOs may
be associated with a particular area of concern or segment of the community.
CBO Types

o Community development associations: negotiating access to urban

services
o Hometown associations: supporting new rural migrants and maintaining

linkages with places of origin

o Religious associations

o Women’s groups: responding to specific challenges that women face

o National federations of urban poor such as Shack/Slum Dwellers’

International (SDI)
● What Are Community-Based Organizations?
●

● Community-based organizations, or CBOs, are local non-profit groups that

works to generate improvements within a community on the local level.1 They
are basically the community development process in the form of a formal
organization. They are usually locally formed, locally staffed, and their
actions are specific to the location they operate in. Most CBOs are mainly
volunteer organizations, with few paid positions as most of their funding is
delegated towards completing the group's objectives. Their local status also
means that they may be limited in what resources they have access to,
depending on the geographical location of the CBO and the community it
serves.
● Since they are so localized, a CBO is only going to tackle issues within the
community they operate in. This does not mean that CBOs only focus on
minor things; large scale issues like crime and poverty are common areas of
interest for CBOs. These groups are free to look at issues that exist outside of
their community that are affecting the community itself, but they will just look
at how those issues impact things within that particular space. In some
instances, a CBO may collaborate on an issue outside of its community with
another CBO. This usually happens when there is some overlap in regards to
their areas of interest, such as shared geographic boundaries between the two
 communities. They may also look at how a larger issue is being handled in
other communities and by other CBOs in order to find guidance or alternative
solutions. Otherwise, it will remain within a specific community and not
venture outside of it.
● It should be noted that will most CBOs are considered to be a type of
non-profit and may operate similarly, they are not the same thing. Non-profits
are usually large operations that have a particular area of focus and
methodology that they are addressing through multiple projects and actions. A
CBO is far more limited, usually handling a single project pertaining to an
area of focus purely within the community they are present in. Aside from the
collaboration exception mentioned previously, a CBO will not exist outside of
the community they act in. They can be a part of or connected to a larger
organization like a regular non-profit, but they will not act as a branch of that
organization outside of their geographic focus.2 This does not mean that
communities going through the community development process are limited
to working with either a CBO or a larger non-profit; they can work with both
if they so choose.
● What Role Do CBOS Play In Community Development?

● Within community development, CBOs tend to serve primarily as the

middleman for resources and actions. Many larger groups, like non-profits,
and intersecting communities use CBOs as a way of interacting with those
who are already at work on issues within the community.3 A CBO is often how
volunteers find public service projects that they can participate in, as CBOs
tend to be in the thick of things within the community. In a way, an established
CBO can attract and filter resources necessary for the community
development process.
● CBOs also have a role in community development as the public voice of the
community. One of the best features of a CBO, due to their localized focus, is
that it is a wealth of information regarding the issues it is focused on within
the community. They highlight issues that need to be addressed and then
include every relevant piece of data regarding those issues for those that will
be working on them. This includes details about what is wrong in the
 community, what should be done to remedy the situation, what needs to be
done, the resources available, and the effects the issue is having on the
community. For anyone who is attempting to instigate the community
development process in their community, including a CBO in the process can
help make things go smoothly.
● Types Of CBOS
● Typically community organizations fall into the following categories:
community-service and action, health, educational, personal growth and
improvement, social welfare and self-help for the disadvantaged.

● Just as with any organization, not all CBOs are alike. The localized nature of a
CBO means that each one is going to be unique to the community it serves
and to the interests it has within that community. However, there are certain
categorical types that these varied CBOs tend to fall under. Each type usually
dictates the structural and legal features of the CBO and impacts its
operations. The most common include4:
●  Common Interest Groups-Also referred to as CIGs, these are
usually organizations that involve community members who have shared
goal(s) and interest(s). These can be rather simple and are flexible enough to
be modified while still retaining its core structure. As a result, CIGs are a
fairly common CBO type present in communities and community
development.
●  Micro-Finance Institutions-These are CBOs that are focused on
financial elements in the community, like lending and savings. MFIs are not
banks, per se, but they do offer similar services for poor communities.5
●  Village Development Committees-VDCs tend to be CBOs that act
as a collective governance in villages. They have a set of rules that govern not
only the VDC's actions, but the community as a whole. A VDC can also be set
up in addition to a village's current government, and the two can work in
tandem.
● Interested in learning more? Why not take an online class in Community
Development?
●  User Associations-Technically a type of CIG, user associations are
similar to clubs where the resources they provide to the community are
applicable primarily to the association's members. They can operate, maintain,
and fund facilities using resources and money obtained publically and/or
privately.
●  Faith-Based Organizations-FBOs are CBOs and non-profits with a
religious twist to them. They can have similarities to other types of CBOs,
depending on how they are initially set up. There is quite a bit of controversy
and criticism regarding FBOs, which does mean that some of the
disadvantages listed later in this article many be more of an issue for this type
than others.6

● There are far more variations when it comes to CBOs than what is listed here.
CBOs can be formal or informal, public or private.7 Their features can range
along an entire spectrum and back, so a CBO can take on any form that it
needs to in order to accomplish its goals for the community.
● Advantages

● A CBO offers a lot of advantages in the community development process

when one is included. Since a CBO is a type of non-profit organization, and
the two will often be associated with one another, several of the following are
advantages that are also applicable to the inclusion of a non-profit.
●  Tax-Exempt Status-CBOs are legally defined as a nonprofit
organization, and thus have a similar legal standing.8 Not having to pay taxes
for the actions taken by the group can actually help if there is limited funding
in the first place. Any money that the CBO earns on its own-e.g. through
fundraising-can be used to fund its efforts in full. Tax-exemption status also as
additional financial advantages, such as access to public service
announcements (a.k.a. PSAs), advertising discounts, and reduced mail rates.
●  Direct Benefits-A CBO is designed specifically for the community
it operates in, thus ensuring that any benefits the organization offers goes to
those it is intended for. Because the CBO's efforts are not going to those that
don't necessarily need it or are being divided in any way, the community is
getting help in full. It makes it easier to make sure that the issues in the
 community are getting as much attention as they need in order to find and
administer a solution.
●  Perpetuity-Since a CBO is an established organization, it is
separate from any one individual and is eligible for organizational perpetuity.
Even if the person who initially began and operates the CBO leaves for
whatever reason-quits, retires, dies, etc.-the organization isn't going to
necessarily end because they are gone. It's a kind of immortality that allows it
to continue so long as it has a purpose.9
●  Liability Protection-The separation that CBOs have from
individuals as organizations means that they have some built-in liability
protection in place. If a member's personal actions lead to consequences like
fines or lawsuits, the CBO isn't going to be impacted on a legal standpoint.
Should a CBO be sued directly or have any kind of legal consequences for its
actions, they it is able to have its own liability insurance coverage to protect it
as it is considered a type of non-profit.10
● Disadvantages

● Just as there are advantages, there are also disadvantages for CBOs. Again,
these are similar to what would be applicable for a standard non-profit due to
the connection between the two formats. Some of these disadvantages may be
more applicable for certain CBOs due to their type and other details.
●  Financial Restrictions-Money is often going to be an issue for any
CBO, as their actions are going to be dependent on the funding they have.
Progression towards the group's goals and their movement through the
community development process can be delayed if there are any financial
issues at hand, like a lack of money. Fundraising and donations are often the
only source of money for a CBO, and that can restrict their abilities if there
isn't enough.
●  Workforce-CBOs are dependent on people being involved in the
organization, and their workforce is primarily made up of volunteers.11 While
this can be a good thing-volunteers tend to have a genuine passion for their
cause(s)-it can backfire if there isn't enough volunteers to get things done.
People are busy, they have other responsibilities, and that may mean that they
 don't have enough spare time to offer. They are a necessary resource for CBOs
and community development, and one person can only do so much.
●  Social Pressures-Even when there is support within the community
for CBOs and community development, there can also be resistance.12 The
goals and/or methods of a CBO may not have widespread acceptance in the
community. It is incredibly important in this regard for a CBO to pay attention
to the atmosphere of the community and the attitudes of its residents when it
takes action. This is often the case with FBOs, as the religious tenants of these
organizations are not necessarily going to mesh with the beliefs of everyone in
the community.
● How to Create a Community-Based Organization?

● Depending on what it is you want to accomplish with a CBO in the

community development process, setting one up is actually a rather
straight-forward process. The simple way to create a CBO includes the
following13:
●  Identify Needs and Goals-Why are you creating a CBO in the first
place? What is it that you hope to accomplish? What needs are there in the
community that need to be met? This is the purpose of the CBO, so you need
to establish that before you can do anything else. You may want to put
together a mission statement detailing the CBO's purpose and goals.
●  Choose Type, Structure-Consider how the CBO is going to be set
up. You can have an informal or formal group, which can impact things like
the CBO's legal status and operational reach in the community. It's best to
choose the structure that fits the needs and objectives you wish to fulfill. Take
into account how you wish to accomplish those things, not just what you
want/need to accomplish.
●  Paperwork-If you are creating a CBO with a formal structure and
are seeking legal status as a non-profit, then you need to fill out and submit
the proper paperwork. Check with your local and state laws to determine what
is needed to do so
 ●  Management-A CBO needs some kind of leadership in order for it
to work, so the details of its management need to be determined. Even a
simple setup of a single leader plus volunteers needs to be decided upon first.
●  Resources-Before the CBO can really do anything, resources need to
be identified and acquired. This means funding, volunteers/staff, and other
materials necessary for the CBO's operations.

Principles are expressions of value judgments. It is the generalized guiding rules for
a sound practice. Arthur Dunham in 1958 formulated a statement of 28 principles of
community organisation and grouped those under seven headings. They are:

1. Democracy and social welfare;

2. Community roots for community programs;
3. Citizen understanding, support, and participation and professional service;
4. Co-operation;
5. Social Welfare Programs;
6. Adequacy, distribution, and organisation of social welfare services; and
7. Prevention.
In India, Siddiqui in 1997 worked out a set of principles based on the existing
evidence based indigenous community organization practices.

1. Objective movement
2. Specific planning
3. Active peoples participation
4. Inter-group approach
5. Democratic functioning
6. Flexible organisation
7. Utilisation of available resources
8. Cultural orientation
 SOCIETIES REGISTRATION ACT, 1860

An Act for the registration of literary, scientific and charitable societies

Whereas it is expedient the provision should be made for improving the legal
condition or societies established for the promotion of literature, science, or the fine
arts, or for the diffusion of useful knowledge, l[the diffusion of political education],
or for charitable purposes;

1. Societies formed by memorandum of association and registration

Any seven or more persons associated for any literary, scientific, or charitable
purpose, or for any such purpose as is described in section 20 of this Act, may, by
subscribing their names to a memorandum of association, and filing the same with
Registrar of Joint-stock Companies 2[***] form themselves into a society under this
Act.

The Indian Societies Registration Act of 1860 was enacted under the British
Raj in India, but is largely still in force in India today. It provides for the registration
of literary, scientific and charitable societies.

A society is legally registered under the Societies Registration Act, 1860. The
Indian Societies Registration Act of 1860 was enacted under the British Raj in
India, but is largely still in force in India today. It provides for the registration of
literary, scientific and charitable societies. Under the Act societies may be formed,
by way of a memorandum of association, by any seven or more people associated
for any literary, scientific or charitable purpose. The memorandum of association
has to be filed with the Registrar of Societies. The memorandum has to contain the
name of the society, its objects, and the names, addresses, and occupations of the
members of the governing body, by whatever name it may be called, duly signed for
consent by all the members forming the society.

Dissolution of Society by Court

As per the provisions of this act, on the application of the Registrar under section
13A or under section 24 or on an application made by not less than one- tenth of
the members of a society registered under this Act, the Court of competent
jurisdiction referred to in section 13 may make an order for the dissolution of the
society on any of the following grounds, viz.
(a) That the society has contravened any provision of this Act or of any other law
for the time being in force and it is just and equitable that the society should be
dissolved
(b) That the number of the members of the society is reduced below seven;
(c) That the society has ceased to function for more than three years preceding the
date of such application;
(d) That the society is unable to pay its debts or meet its liabilities; or
(e) That the registration of the society has been cancelled under section 12D on the
ground that its activities or proposed activities have been or are or will be opposed
to public policy.
It has to be noted that when an order for the dissolution of a society is made under
sub-section (1) or sub-section (2), all necessary steps for the disposal and the
settlement of the property of the society, its claims and liabilities and any other
adjustment of its affairs take place in manner as the Court may direct.
Indian Trusts Act, 1882

Indian Trusts Act, 1882 is a law in India relating to private trusts and trustees. The
Act defines what would lawfully be called as a trust and who can legally be its
trustees and provides a definition for them. The Indian Trusts Amendment Bill of
2015 amended the Act and removed some restrictions on investment of the
monetary assets by the trust in certain investments. But at the same time, it enabled
the government to scrutinise the trusts' investments at will[

The Act defines how the author of the trust could create a trust and assign trustees
and assign his monetary assets to be controlled by the trust. This trust should have a
clear definition of the following:[3][1]

● Intention by the author to create the trust

● Purpose of the trust
● The beneficiary of the monetary assets controlled by the trust
● The monetary assets assigned to the trust for the purpose defined above
● Grants control of the monetary assets to the trustee which can include the author
of the trust
In addition the act also explains trustees [1]

● have to be impartial
● can not convert property and monetary assets to profitable property outside the
limits of the purpose for which the trust was created
● have to understand completely the statutes of the trust
● can benefit from being the trustee by claiming expenses and salary from the trust
for his work
● can sometimes act singly if required
● cannot breach the trust of the author or the purpose of the trust
In addition investments of a trust if found to be against the law of the land can be
the cause of dissolution of the trust and action can be taken against the trust[
Module 2

Social welfare programs of the state and center government

structure and functions of women and child development

As a nodal Ministry for the advancement of women and children, the Ministry
formulates plans, policies and programmes; enacts/ amends legislation, guides and
coordinates the efforts of both governmental and non-governmental organisations
working in the field of Women and Child Development.

Introduction
The Department of Women and Child Development, Government of India, came
into existence as a separate Ministry with effect from 30th January, 2006, earlier
since 1985 it was a Department under the Ministry of Human Resources
Development.
The Ministry was constituted with the prime intention of addressing gaps in State
action for women and children for promoting inter-Ministerial and inter-sectoral
convergence to create gender equitable and child-centred legislation, policies and
programmes.
Vision and Mission
Vision
Empowered women living with dignity and contributing as equal partners in
development in an environment free from violence and discrimination. And,
wellnurtured children with full opportunities for growth and development in a safe
and protective environment.
Mission
Promoting social and economic empowerment of women through cross-cuting
policies and programmes, mainstreaming gender concerns, creating awareness
about their rights and facilitating institutional and legislative support for enabling
them realize their human rights and develop to their full potential.2. Ensuring
development, care and protection of children through cross-cutting policies and
programmes,spreading awareness about their rights and facilitating access to
learning,nutrition,institutional and legislative support for enabling them to grow and
develop to their full potential.
Mandate:
The broad mandate of the Ministry is to have holistic development of Women and
Children. As a nodal Ministry for the advancement of women and children,
the Ministry formulates plans, policies and programmes; enacts/ amends
legislation, guides and coordinates the efforts of both governmental and
non-governmental organisations working in the field of Women and Child
Development. Besides, playing its nodal role, the Ministry implements certain
innovative programmes for women and children. These programmes cover welfare
and support services, training for employment and income generation, awareness
generation and gender sensitization. These programmes play a supplementary and
complementary role to the other general developmental programmes in the sectors
of health, education, rural development etc. All these efforts are directed to ensure
that women are empowered both economically and socially and thus become equal
partners in national development along with men.
Policy Initiatives:
For the holistic development of the child, the Ministry has been implementing the
world's largest and most unique and outreach programme of Integrated Child
Development Services (ICDS) providing a package of services comprising
supplementary nutrition, immunization, health check up and referral services,
pre-school non-formal education. There is effective coordination and monitoring of
various sectoral programmes. Most of the programmes of the Ministry are run
through non-governmental organisations. Efforts are made to have more effective
involvement of NGOs. The major policy initiatives undertaken by the Ministry in
the recent past include universalisation of ICDS and Kishori Shakti Yojana,
launching a nutrition programme for adolescent girls, establishment of the
Commission for protection of Child Rights and enactment of Protection of Women
from Domestic Violence Act.
Organisation:
The Ministry of Women and Child Development is headed by Hon'ble Minister
Smt. Smriti Zubin Irani, Minister of State Sushri Debasree Chaudhuri and
Shri Ram Mohan Mishra is the Secretary of the Ministry of Women and Child
[Link] activities of the Ministry are undertaken through seven bureaux.
The Ministry has 6 autonomous organisations viz.

● National Institute of Public Cooperation and Child Development (NIPCCD)

● National Commission for women (NCW)

● National Commission for Protection of Child Rights (NCPCR)

● Central Adoption Resource Agency (CARA)

● Central Social Welfare Board (CSWB)

● Rashtriya Mahila Kosh (RMK)

working under its aegis. NIPCCD and RMK are societies registered under the
Societies Registration Act, 1860. CSWB is a charitable company registered under
section 25 of the Indian Companies Act, 1956. These organisations are fully funded
by the Govt. of India and they assist the Department in its functions including
implementation of some programmes/schemes. The National Commission for
Women was constituted as a national apex statutory body in 1992 for protecting and
safeguarding the rights of women. The National Commission for Protection of
Child Rights which is a national level apex statutory body constituted in the March
2007 for protecting and safe guarding the rights of children.
Subjects Allocated to the Ministry

● Welfare of the family.

● Women and Child Welfare and Coordination of activities of other Ministries and
Organisation in connection with this subject.
● References from the United Nations Organizations relating to traffic in Women
and Children
● National Nutrition Policy, national Plan of Action for Nutrition and National
Nutrition Mission.
● Charitable and religious endowments pertaining to subjects allocated to this
Department
● Promotion and development of voluntary effort on the subjects allocated to this
Department
● Implementation of -
o Immoral Traffic in Women and Girl Act. 1956 (as amended upto 1986).
 o The Indecent Representation of Women (Prevention) Act, 1986 (60 of
1986).
o The Dowry Prohibition Act. 1961 (28 of 1961)

o The Commission of Sati (Prevention) Act, 1987 (3 of 1988), excluding the

administration of criminal justice in regard to offences under these Acts.

● Implementation of the Infant Milk Substitutes, Feeding Bottles and Infant

Food (Regulation of Production, Supply and Distribution) Act, 1992 (41 of

1992).
● Coordination of activities of Cooperative for Assistance and Relief Everywhere

(CARE)
● Planning, Research, Evaluation, Monitoring, Project Formulations, Statistics and

Training relating to the welfare and development of women and children,

including development of gender sensitive data base.
● United Nations Children's Fund (UNICEF)

● Central Social Welfare Board (CSWB)

● National Institute of Public Cooperation and Child Development (NIPCCD)

● Food and Nutrition Board

● Food and Nutrition Board (FNB)

● Development and popularization of subsidiary and protective foods.

● Nutrition extension.

Women's Empowerment and Gender Equity.

● National Commission for Women.

● Rashtriya Mahila Kosh (RMK)

● The Juvenile Justice (Care and Protection of Children) Act, 2000 (56 of

2000).
● Probation of Juvenile offenders.

● Issues relating to adoption, Central Adoption Resource Agency and Child

Help Line (Childline)

● The Children Act, 1960 (60 of 1960)

● The Child Marriage - Restraint Act, 1929 (19 of 1929)

Women Functions

Women and Child Development Department, Government of Maharashtra puts in

concentrated efforts in the area of women development to ensure survival,
protection, development and participation of Women in a holistic manner. Some of
the key objectives of the department in terms of Women Development are (but not
limited to):

● Support to victimized, destitute and deprived women for their rehabilitation

● Protection to women who are victims of family and social violence
● Eradicate harmful social practices against women
● Provide skills and competencies to women that shall give them employability
● Develop a women workforce that is more likely to be healthier, have higher
earnings and exercise greater decision-making power within the household
Skill Development of women to Capacity building of women, encouraging
their participation in decision-making
● Implement schemes and policies to increase the Child Sex Ratio
STRUCTURE AND FUNCTIONS OF MINISTRY OF RURAL
DEVELOPMENT

Ministry of Rural Development has two departments namely

Department of Rural Development and Department of Land Resource.
Being the nodal Ministry for most of the development and welfare activities in the
rural areas, the Ministry of Rural Development plays a pivotal role in the overall
development strategy of the country. The vision and mission of the Ministry is
sustainable and inclusive growth of rural India through a multipronged strategy for
eradication of poverty by increasing livelihoods opportunities, providing social
safety net and developing infrastructure for growth. This is expected to improve
quality of life in rural India and to correct the developmental imbalances, aiming in
the process, to reach out to most disadvantaged sections of the society.
 The Ministry of Rural Development consists of two Departments, viz.,
i. Department of Rural Development,
ii. Department of Land Resources.
Broadly, the aims of the Ministry of Rural Development are:
● Providing livelihood opportunities to those in need including women and
other vulnerable sections with focus on Below Poverty Line (BPL)
households.

● Providing for the enhancement of livelihood security of households in

rural areas by providing at least 100 days of guaranteed wage employment
in every financial year to every household demanding it.

● Provision of all weather rural connectivity to unconnected rural habitations

and upgradation of existing roads to provide market access.

● Providing basic housing and homestead to BPL household in rural areas.

● Providing social assistance to the elderly, widow and disabled persons.

● Providing urban amenities in rural areas for improvement of quality of

rural life.

● Capacity development and training of rural development functionaries.

● Promoting involvement of voluntary agencies and individuals for rural

development.

● Restoring lost or depleted productivity of the land. This is done through

watershed development programmes and initiating effective land reform
measures for providing land to the landless rural poor.

Schemes
The following major programmes are being operated by the Ministry of Rural
Development in rural areas,
 i. Mahatma Gandhi National Rural Employment Guarantee Act
(MGNREGA) for providing wage employment,
ii. National Rural Livelihoods Mission (NRLM) for self employment and
skill development,
iii. Housing for All : Pradhan Mantri Awaas Yojana - Grameen (PMAY-G) for
providing housing to BPL households,
iv. Pradhan Mantri Gram Sadak Yojana (PMGSY) for construction of quality
roads,
v. National Social Assistance Programme (NSAP) for social pension,
vi. Shyama Prasad Mukherjee RURBAN Mission,
vii. Integrated Watershed Management Programme (IWMP) for improving the
productivity of the land.
In addition, the Ministry also has schemes for capacity development of rural
functionaries; Information, Education and Communication; and Monitoring and
Evaluation.

Who We Are and What We Do

The Ministry of Rural Development and Local Government functions as the
coordinating agency which guides Municipal Corporations and Special Purpose
Enterprises in assisting communities by pooling resources in targeted areas which
include among others Infrastructure Development, Disaster Management, Public
Health and Sanitation. The Ministry is also responsible for organizing, promoting
and implementing rural development policies and strategies. We have a more direct
and constant connection to citizens than many other arms of the Central
Government through the Municipal Corporations. This makes our Ministry critical
to the democratic process and a major catalyst in the execution of any
citizen-centered national initiative.
The Local Government System encompasses a number of interconnected actors
which include:

The role and responsibilities of the Ministry of Rural Development and Local
Government are mainly to:

● Convey the policy perspectives and guidelines of Central Government

● Monitor the finances and expenditure
● Render expert advice
● Issue guidelines on administrative and statutory regulations
● Supervise the execution of projects and programmes
● Coordinate the activities of Municipal Corporations in order to ensure the
efficient and effective delivery of services in a timely manner and also
balanced growth development.
● Act as an adjudicator in cases of disputes between Municipal Corporations
STRUCTURE AND FUNCTIONS OF MINISTRY OF URBAN
DEVELOPMENT

The Ministry of Urban Development has the responsibility of broad policy

formulation and monitoring of programmes in the areas of urban development,
urban water supply and sanitation. These are essentially State subjects but the
Government of India plays a coordinating and monitoring role and also supports
these programmes through Central and Centrally Sponsored Schemes. The Ministry
addresses various issues of urban sector through policy guidelines, legislative
guidance and sectoral programmes.

Urbanization in India has become an important and irreversible process, and an

important determinant of national economic growth and poverty reduction. The
process of urbanization is characterized by a most dramatic increase in the number
of large cities, although India may be said to be in the midst of transition from a
predominantly rural to a quasi urban society.
.
STRUCTURE AND FUNCTIONS OF PANCHAYATI RAJ SYSTEM
panchayati raj system in social "welfare" administration and development
CENTRAL SOCIAL WELFARE BOARD
Its statutory functions are:
(1) To survey the need and requirements of social welfare organisations.

(2) To promote the setting up of social welfare institutions in remote areas.

(3) To promote programmes of training and organize pilot projects in social work.

(4) To subsidies hostels for working women and the blind.

(5) To give grants-in-aid to voluntary institutions and NGOs providing welfare

service to vulnerable sections of society.

(6) To coordinate assistance extended to welfare agencies by Union and state

governments.

The board coordinates between the programmes of the CSWB and other
departments and also, between voluntary organisations and the governments. It is
funded by the Government of India and the funds for the programmes as well as
non-plan expenditure of the board are a part of the budget of the department of
social welfare. There has been a significant increase in the total expenditure in the
programmes of the board during last few decades.

Some of these welfare activities of the target groups are:

(1) Running of rehabilitation centres and cooperative societies for destitute,
widows, orphans and deserted women and children.

(6) Supplying nutritional supplementary diet and tonics to malnourished mothers

and children below 5 years through balwadis and day care centres.
State Social Welfare Board
The Social Justice Department was formed on 9 September 1975 for the
implementation of social welfare programmes and services in Kerala. The
Department initiates and implements welfare programmes and services for women
in need and distress, differently abled and mentally challenged persons, women and
children, destitute orphans and neglected street children and provides social security
for the aged and destitute through a network of organizations, residential institutions
and non-institutional schemes.

The Social Justice Department also ensures proper implementation of

important welfare legislations such as:

1. The Juvenile Justice (Care and Protection of Children) Act 2000,

2. The Dowry Prohibition Act 1958,
3. The Probation of Offender's Act,
4. The Domestic Violence Act 2005,
5. The Immoral Traffic (Prevention) Act 1986,
6. Maintenance and Welfare of Parents and Senior Citizen Act 2000.
The Directorate also provides financial assistance to the differently abled for aids
and appliances, scholarships and pensions to the needy in the [Link] addition, it
promotes flagship programmes for women and creates general awareness among
the public about its welfare measures.

Mission & Vision

Major Objectives are:

▪ Welfare of Women and Children

▪ Welfare of Handicapped

▪ Protection and care of orphans, destitute and aged

▪ Social Defense including Probation and after care

▪ Adoption services

▪ JJ Services

▪ Promotion of Voluntary sector in Welfare Programme

▪ Kerala State Women's Development Corporation

▪ The Kerala State Women's Development Corporation was incorporated in
1988 with the main objectives of implementation programmes for the
economic development of women in the State and to formulate, promote and
implement any scheme aimed at the welfare of women in Kerala to enable
them to earn a better living. The Corporation has been implementing
self-employment loan schemes and thousands of women under the poverty
line have been benefitted under this scheme.
▪

▪ Kerala State Handicapped Persons' Welfare Corporation

▪ The Kerala State Handicapped Persons' Welfare Corporation was established
in 1979. Its main aims and objectives are to formulate, promote and
implement schemes aimed at the rehabilitation or improvement of the living
conditions of the disabled. This includes the visually impaired, and the
physically and mentally challenged. The Kerala State Handicapped Persons'
 Welfare Corporation is presently running two units for helping the differently
abled.
▪

▪ Kerala State Women's Commission

▪ The Kerala State Women's Commission, a statutory organization under the
State Government was constituted under Section 5 of Kerala Women's
Commission Act 1990 on 14th March 1996. With a chairperson and six
members, its mandate is to improve the status of women in Kerala and to
inquire into unfair practices affecting them.
▪

▪ Kerala State Social Welfare Board

▪ The Kerala State Social Welfare Board, which is assisted by the Central Social
Welfare Board, provides support to voluntary organizations, aimed at
strengthening their role in the fields of children's welfare and women's
empowerment. Incentives for the process are provided by pointing them
towards income-generating activities and supporting their efforts.
▪

▪ Commissionerate of Persons with Disabilities

▪ Kerala State Council for Child Welfare
▪ The Kerala State Council for Child Welfare, constituted in 1940, and affiliated
to Indian Council for Child Welfare has the State Government as Patron, the
State Chief Minister as President and the State Minister for Social Welfare as
First Vice President.
▪

▪ National Institute of Speech and Hearing (NISH)

▪ National Institute of Speech and Hearing (NiSH) is a comprehensive
multi-purpose institute focusing on the identification, intervention,
rehabilitation and education of individuals with disabilities. Since its inception
in 1997, NISH has made significant contributions for improving the quality of
life of individuals with communication disorders and has taken pioneering
effort in implementing various programs for the disabled population across the
state. NISH hosts a unique inclusive campus which has students and staff with
diverse abilities.
 The major schemes implemented by the Social Justice Department are

1. Central Government Schemes

▪ Ujjawala
▪ Family Counseling Centres
▪ National Awards for Child Welfare
▪ Rajiv Gandhi Manv Seva Award
▪ Swadhar
▪ Scheme for prevention of alcoholism and drug abuse
▪ Grant-in-aid under the Deendayal disabled scheme
▪ Grant-in-aid programmes for older persons
▪ Assistance to disabled persons for purchase or/fitting aids and appliances
▪ Schemes for substance (drug) abuse and prevention
▪ Integrated programme for the older persons
▪ Vayoshreshta Samman Award for the Aged
▪ National Award for the best disabled employees and institutions employing them
▪ Awards for individuals and organizations in the service of women
▪ Udisha Training Programme
▪ Nutrition Programme for Adolescent Girls (NPAG)
▪ An Integrated Scheme for street children
▪ Scheme for welfare of children in need of care and protection
▪ Child line services
▪ National Child Award for Exceptional Achievement
▪ Kishori Sakthi Yojana
▪ Integrated Child Development Services
▪ Anganwadi Karyakarti Bima Yojana
▪ Sisu Greh Scheme

2. State Government Schemes

▪ Assistance to local self-governments to start old-age homes and day care centres.
▪ Grant-in-aid to orphanages
▪ Grant-in-aid for the payment of boarding fees of children from Children's Homes
▪ Flagship Programme on finishing school for women
▪ Flagship Programme for gender awareness
▪ Anganwadi workers and helpers awards
▪ Institutions for the welfare of the disabled
▪ State award to best employees, employers and institutions for differently abled
▪ World disabled day celebrations
▪ Marriage Assistance to differently abled women and daughters of differently abled
parents
▪ Community based rehabilitation programme for the differently abled
▪ Senior citizens act 2007
▪ Distress relief fund for the disabled
▪ Grant-in-aid to voluntary organizations running homes for the differently abled
▪ Financial assistance to blind and orthopedically handicapped advocates
▪ Vocational Training Centres for the Disabled
▪ Scholarships for disabled students
▪ Scholarships for mentally challenged students
▪ Implementation of the Domestic Violence Act
▪ Programme Development and Monitoring Cell for Juvenile Justice Administration
▪ Implementation of Probation of Offender's Act
▪ Implementation of Juvenile Justice (Care and Protection of Children) Act 2000 and
amended Act 2006
▪ Implementation of Prohibition of Child Marriage Act
▪ Implementation of Maintenance and Welfare of Parents
▪ Benefits to Anganwadi Workers and Helpers through welfare fund.
▪ Adoption
▪ Assistance to widow remarriage
▪ Assistance to women prisoners
▪ Nutrition Supplement to HIV affected women and children
▪ Grant-in-aid to ex-convicts and ex-pupils, probationers and ex-inmates
▪ Victim Rehabilitation Scheme
Kudumbashree
MODULE 3
Qualities of HR Manager

Qualities of HR Manager are Sympathetic Attitude, Quick Decisions, Integrity,

Patience, Formal Authority, Leadership, Social Responsibility, Good
Communication Skills. HR Manager’s role is to interview and hire candidates based
on their skills and talents.

i. Physical-health, vigor, address;

ii. Mental-ability to understand and learn; judgment, mental vigor, and also
adaptability;

iii. Moral-energy, firmness, willingness to accept, responsibility, initiative,

loyalty, tact, dignity;
iv. Educational-general acquaintance with matters not belonging exclusively to
the function performed;

v. Technical-peculiar to the function; and

vi. Experience-arising from the work.

8 Key Qualities of an HR Manager

● Sympathetic Attitude

● Quick Decisions

● Integrity

● Patience

● Formal Authority

● Leadership

● Social Responsibility

● Good Communication Skills

● International HRM
●

International Human Resource Management (IHRM) is the term used for

organisations that manage their human resources activities at an international level.
IHRM includes ‘typical’ HR functions such as recruitment, selection, performance
management, training and development, and remuneration, however these are
analysed and/or managed at an international level (e.g. companies may advertise
positions globally or update their policies following a review of international best
practice).
Essentially, IHRM concerns the global understanding or management of HR
activities within an organisation. More specifically there are three broad approaches
that relate to IHRM:

● Strategic or cross-cultural IHRM: managing HR practices within any

organisation from an international perspective (e.g. consideration of global
trends, talent etc)
● Comparative IHRM: any organisation seeking, describing, comparing and
analysing HRM systems and practices in various countries (e.g. review of
industrial relations or HRM theories to assist in HR policy development)
● Multinational enterprises (MNE) focus: management of HR activities for
organisations that have offices, and employees or representatives spread
across two or more countries.

human resources development

Human resource development includes training an individual after he/she is first

hired, providing opportunities to learn new skills, distributing resources that are
beneficial for the employee’s tasks, and any other developmental activities.
This set of processes within the HR department is critical to employee on-boarding
and retention. Without proper training, employees can not succeed. Without
learning and development of personal and professional skills, employees grow stale
and stagnant.
Human resource development is the integrated use of training, organization, and
career development efforts to improve individual, group, and organizational
effectiveness. HRD develops the key competencies that enable individuals in
organizations to perform current and future jobs through planned learning activities.
Groups within organizations use HRD to initiate and manage change. Also, HRD
ensures a match between individual and organizational needs.
Difference between HRD and HRM (via [Link])

Both are very important concepts of management specifically related with human
resources of organization. Human resource management and human resource
development can be differentiated on the following grounds:

▪ Human resource management is mainly maintenance oriented (admin tasks,

employee files, payroll, etc.) whereas human resource development is learning
oriented.
▪ Organization structure in the case of human resource management is
independent, whereas human resource development creates a structure that is
inter-dependent and inter-related.
▪ Human resource management aims to improve the efficiency of the employees,
whereas HRD aims at the development of the employees as well as organization
as a whole.
▪ Responsibility of human resource development is given to the personnel/human
resource management department and specifically to personnel manager,
whereas responsibility of HRD is given to all managers at various levels of the
organization.
▪ HRM motivates employees by giving them monetary incentives or rewards
whereas human resource development stresses on motivating people by
satisfying higher-order needs.
Benefits of Human Resource Development (via [Link])

Human resource development s considered as the key to higher productivity, better

relations and greater profitability for any organization. Appropriate HRD provides
unlimited benefits. Some of the most important are:
▪ HRD (Human Resource Development) makes people more competent. HRD
develops new skills, knowledge and attitudes of the workforce.
▪ With an appropriate HRD program, people become more committed to their jobs.
People are assessed on the basis of their performance by having a acceptable
performance appraisal system.
▪ An environment of trust and respect can be created with the help of human
resource development.
▪ Acceptability toward change can be created with the help of HRD. Employees
found themselves better equipped with problem-solving capabilities.
▪ It improves the all around growth of the employees. HRD also improves team
spirit in the organization.
▪ It also helps to create an “efficiency culture” in the organization. It leads to
greater organizational effectiveness. Resources are properly utilized and goals
are achieved in a better way.
▪ It improves employee participation. Workers feel a sense of pride and
achievement while performing their jobs.
▪ It also helps to collect useful and objective data on employee programs and
policies which further facilitate better human resource planning.

HRM process

Manpower Planning
Process of Manpower Planning:
The planning process is one of the most crucial, complex and continuing managerial
functions which, according to the Tata Electrical Locomotive Company, “embraces
organisation development, managerial development, career planning and succession
planning.” The process has gained importance in India with the increase in the size
of business enterprises, complex production technology, and the adoption of
professional management technique.

It may be rightly regarded as a multi-step process, including various issues,

such as:
(A) Deciding goals or objectives

▪ (B) Auditing of the internal resources

▪ (C) Formulation of the recruitment plan

▪ (D) Estimating future organisational structure and manpower requirements

▪ (E) Developing a human resource plan

Factors Affecting Manpower Planning:

Manpower planning exercise is not an easy tube because it is imposed by
various factors such as
▪ 1. It suffers from inaccuracy because it is very difficult to forecast long-range

requirements of personnel.

▪ 2. Manpower planning depends basically on organisation planning. Overall

planning is itself is a difficult task because of changes in economic conditions,
which make long term manpower planning difficult.

▪ 3. It is difficult to forecast about the personnel with the organisation at a future

date. While vacancies caused by retirements can be predicted accurately other
factors like resignation, deaths are difficult to forecast.

▪ 4. Lack of top management support also frustrates those in charge of

manpower planning because in the absence of top management support, the
system does not work properly.
 ▪ 5. The problem of forecast becomes more occur in the context of key
personnel because their replacement cannot be arranged in short period of
time

What is recruitment?

Recruitment refers to the process of identifying, attracting, interviewing, selecting,

hiring and onboarding employees. In other words, it involves everything from the
identification of a staffing need to filling it.

Depending on the size of an organization, recruitment is the responsibility of a

range of workers. Larger organizations may have entire teams of recruiters, while
others only a single recruiter. In small outfits, the hiring manager may be
responsible for recruiting. In addition, many organizations outsource recruiting to
outside firms. Companies almost always recruit candidates for new positions via
advertisements, job boards, social media sites, and others. Many companies utilize
recruiting software to more effectively and efficiently source top candidates.
Regardless, recruitment typically works in conjunction with, or as a part of Human
Resources.

What is recruiting in HRM?

Human Resource Management, otherwise known as HRM or HR for short, is the

function of people management within an organization. HR is responsible for
facilitating the overall goals of the organization through effective administration of
human capital — focusing on employees as the company's most important asset.

Recruitment is the first step in building an organization's human capital. At a high

level, the goals are to locate and hire the best candidates, on time, and on budget.
What does recruitment involve?

While the recruitment process is unique to each organization, there are 15 essential
steps of the hiring process. We’ve listed them here, but for a detailed exploration of
these steps, check out our page on Hiring Process Steps:

● Identify the hiring need

● Devise a recruitment plan
● Write a job description
● Advertise the position
● Recruit the position
● Review applications
● Phone Interview/Initial Screening
● Interviews
● Applicant Assessment
● Background Check
● Decision
● Reference Check
● Job offer
● Hiring
● Onboarding

Selection Requirements

The requirements for a selection system are knowledge, skills, abilities, and other
characteristics, collectively known as KSAOs. Personnel-selection systems employ
evidence-based practices to determine the most qualified candidates, which can
include both new candidates and individuals within the organization.

Common selection tools include ability tests (cognitive, physical, or psychomotor),

knowledge tests, personality tests, structured interviews, the systematic collection
of biographical data, and work samples. Development and implementation of such
screening methods is sometimes done by human resources departments. Some
organizations may hire consultants or firms that specialize in developing
personnel-selection systems rather than developing them internally.

Training in HRM

Training is the process through which skills, knowledge and aptitudes of the
employees are increased to perform the specific job prescribed to them.

Training means imparting the knowledge, skills and aptitudes necessary to

undertake the required jobs efficiently with a view to developing the worker to his
fullest potential. As an organised activity, training is designed to create a change in
the thinking and behaviour of people. Training is a two-way and continuous process
because there is no end to learning and secondly, a person gets to learn new
technology, new patterns etc., continuously.

The training acquaints the employee with the requisite skill, real life situations at
the work place and helps him in the faultless accomplishment of the work. Training,
thus, involves the development of the manual and mental skills that are necessary
for performing a specific work, through instruction, drill and discipline.

The various important characteristics of training are:

a. Training must be help to create an attitudinal change by creating awareness of the

overall process.

b. Training helps to perform the role of different sections of employees, the

managerial responsibility and the importance of communication and participation

c. It must enhance skills in organizational and managerial areas

d. It must make orient new entrants in the organization to the discipline and culture
requirement of the organization

e. Proper orientation and training should be given to the new entrants.

f. An effective training programme should process the following characteristics.

g. Training programmes should be chalked out after identifying needs or goals.

h. It should have relevance to the job requirements.

i. An effective training programme should be flexible.

j. It should make due allowance for the differences among the individuals in regard
to ability, aptitude, learning capacity, emotional make-up, etc.

k. A good training performance should prepare the trainee mentally before they are
imparted any job knowledge or skills.

l. Training programmes should be conducted by well qualified and experienced

trainers.

m. An effective training programme should have the support from top management.

Induction

Induction is the process for welcoming newly recruited employees and supporting
them to adjust to their new roles and working environments. Starting a new job can
be a stressful experience and new employees need help to settle in. The University’s
induction programme will provide new employees with all of the necessary
information, including local welcome events and activities.

The induction you will receive in your local department/institution will enable you
to:

▪ Meet your key colleagues;

▪ Find your way around your workplace;
▪ Understand your terms and conditions of employment;
▪ Understand your role, key responsibilities and how you fit into your
department/institution;
▪ Know what is expected of you and the way in which your work will be
monitored;
▪ Know how you will be managed and supported to carry out your duties;
▪ Access University and local policies and procedures; and
▪ Identify any training and development needs that have to be met to enable you to
undertake your role effectively

COMPENSATION

compensation is the results or rewards that the employees receive in return for
their work.
Compensation includes payments like bonuses, profit sharing, overtime pay,
recognition rewards and sales commission, etc.
Compensation can also include non-monetary perks like a company-paid car,
company-paid housing and stock opportunities. Compensation is a vital part of
human resource management, which helps in encouraging the employees and
improving organizational effectiveness.
rom a manager's point of view, the compensation package offered to a company's
employees is essential not only because it costs money, but because it is likely to
be the primary reason the employees work for the firm.
Compensation packages with good pay and advantages can help attract and retain
the best employees. A quick survey of employees about compensation is likely to
expose an expectation that wages are fair and cover basic living expenses, keep up
with inflation, leave some money for savings (perhaps for retirement) and leisure,
increment over time.
A company's compensation scheme also informs a great deal about the firm's
values and cultures. Employees often look at what a company pays rather than
what it says. In many aspects, people behave as they are rewarded.
A compensation scheme projects what the company expects of its employees. For
example, if quality is an essential value, then it should be implemented through
some element of the total compensation system.

Objectives of Compensation Policy

The objectives of compensation policy are as follows −
 ● Allure suitable staff.
● Keep qualified personnel.
● Develop reward structures that are equitable with logical and fair pay
relationships between differently valued jobs.
● Manage pay structures to mirror inflationary effects.
● Assure that rewards and salary costs handle changes in market rates or
organizational change.
● Appraise performance, duty, and loyalty, and provide for progression.
● Abide with legal requirements.
● Maintain compensation levels and differentials under review and control
salary or wage costs.

Performance management

The performance management process is a collaborative, communication-based

process where employees and management work together to plan, monitor and
review the employee’s objectives, long-term goals, job trajectory and
comprehensive contribution to the company.

Performance management process steps

The steps in the performance management process can be broken down into four
broad categories: Planning, coaching, reviewing and rewarding. Each step is equally
important, and together form the backbone of a company’s performance
management process.

Promotion | Human Resource Management (HRM) -

Promotion is vertical movement of an employee within the organization. In other
words, promotion refers to the upward movement of an employee from one job to
another higher one, with increase in salary, status and responsibilities. Promotion
may be temporary or permanent, depending upon the needs of the organization.

1. To promote employees’ self development and make them await their turn of
promotions. It reduces labour turnover
2. .• To develop competent internal source of employees ready to take up jobs at
higher levels in the changing environment.
3. • To develop competitive spirit and inculcate the zeal in the employees to
acquire the skill, knowledge etc. required by higher level jobs.
4. • To utilize the employee’s skill knowledge at the appropriate level in the
organizational hierarchy •
5. 5. Promotion places the employees in a position where an employee’s skills
and knowledge can be better utilized.
6. • To get rid of the problems created by the leaders of workers’ unions by
promoting them to the officers’ levels where they are less effective in creating
problems.
7. • To reward committed and loyal employees
8. • To build loyalty and to boost morale.
9. • To promote interest in training, development programmes and in team
development areas.
10. • To promote a feeling of contentment with the existing conditions of the
company and a sense of belongingness. •
11. Ultimately it improves organizational health.
12. • It improves morale and job satisfaction
13. • It increases interest in acquiring h9gher qualifications, in training and in
self development with a view to meet the requirements of promotion.
14. • It creates among employees a feeling of content with the existing
conditions of work and employment.
15. •It creates and increases the interest of other employees in the company as
they believe that they will also get their turn.
Transfer in HRM – Definition
Transfer is a process of placing employees in positions where they are likely to be
more effective or where they are to get more job satisfaction. In transfers, there is
no change in the responsibility, designation, status or salary. It is a process of
employee’s adjustment with the work, time and place. Transfer may also be made as
a disciplinary action. In Government service, employees are transferred due to
administrative reasons. Transfer is a movement of the employee from one job to
another job or some other place without change in status, responsibilities and salary.
Transfer in HRM – 8 Main Objectives
Transfer may be made to achieve the following objectives:
1. To meet or fulfill organizational needs – To fulfill organisational needs arising
out of change in technology, volume of production, production schedule, quality of
product etc., an employee may have to be transferred.
2. To satisfy employee needs – Sometimes employees themselves demand transfer
due to their personal problems like ill health, family problem native attractiveness
or non-co-operation from boss or fellow workers. To satisfy their needs employees
may have to be transferred.
3. To adjust the workforce – Employees for excess or surplus in one department
may have to be transferred to other department or section where there is shortage of
workforce.
4. To reduce monotony and to make the employees versatile – If the employees
have stayed on a job continuously for a longer duration, to reduce their monotony
and to widen their knowledge and skill, employees are transferred.
5. For effective use of employees – If the management feels that the service of the
able employee is to be used in different branches of the same organisation, then
such employees will have to be transferred.
6. To punish Employees – If employees are found indulged in undesirable activities
like fraud, bribery, duping etc., such employees are transferred to remote places as a
disciplinary action.
7. To give the relief to the employees – Employees who are overburdened and doing
complicated or risky work for long period are relieved from such work by
transferring such employees to a place of their choice.
8. To improve employees background by placing them in different jobs of various
departments and units.
The following are some of the objectives of transfer of employees in a
company:
1. To meet the exigencies of the company’s business.
2. To meet the request of an employee.
3. To correct incompatibilities of employee relations.
4. To suit the age and health of an employee.
5. To provide creative opportunities to deserving employees.
6. To train the employee for later advancement and promotion. This involves
actually job rotation.
Performance Appraisal in HRM
After placed and trained as an employee on the job, the next important and
essential step in the management of human resources of an organisation is to
evaluate the performance of an employee on the job. The management must
be able to recognize the level of an employee’s job performance and then they
can be rewarded on the basis of their contributions to organizational goals. It
is the process of deciding how employees do their jobs and if any problems
are identified, then immediately steps are taken to remedy them.

Employee Separation Process

Employee Separation is the process of ensuring that an employee who quits the
company is exited in a structured and orderly manner. The process of employee
separation is taken quite seriously by many firms and there is a dedicated
department to handle employee exits from the company. In this article we discuss
the process of employee separation and the differences between voluntary and
involuntary exits.

Voluntary and Involuntary Separation

Employee separation can be voluntary as well as involuntary. The former is when

the employee quits the company on his or her own accord. This is the most common
form of employee separation though in these recessionary times, involuntary
separation or the act of asking the employee to leave by management is quite
common. This form of employee separation where an employee is asked to quit is
called involuntary separation. The difference in these two forms of separation is that
for voluntary exits, the employee stands to get most of the benefits and perks due to
him or her whereas when an employee is asked to leave, he or she might get a
separation package or in instances where disciplinary or performance related exits
take place, the employee might not get anything at all.

Participants in the Employee Separation Process

Typically, the employee separation process proceeds along two parallel tracks. One
involves the employee and the manager and is concerned with the handover of work
and other tasks. The other track is by the separations team and deals with the
employee benefits accruing as a result of separation as well as other benefits like PF
(Provident Fund), Gratuity (If applicable) etc. The HR manager is needed at all
steps of this process and in the final exit interview that is conducted to assess the
reasons for the employee leaving the company and taking the employee’s views on
work and the company in general as well as any “de-motivating” factors that might
have caused the employee to resign.

Conclusion

In recent years, with the high levels of attrition in the service sector, it has become
imperative for firms to have a structured separation plan for orderly exits of
employees. Of course, the concept of “pink slips” or involuntary exits are another
matter altogether and involve some bitterness that results because of the employee
losing his or her job. In conclusion, it is our view that employee separations must be
handled in a professional and mature manner and though attrition is a fact that
concerns everyone in the industry, once an employee decides to leave, the
separation must be as smooth as possible.

Retrenchment
Terminating employees is common in the private sector where corporates
relieve employees who fail to fulfill the performance standards of the company, do
not follow the company’s moral and ethical code of conduct or fail to work with
their team. Terminations are often carried out hastily by the HR department of a
company attributing to pressure from stockholders, or as a tactic to cut down
expenses.
Retrenchment is one of the ways companies use to terminate employment when the
company is forced to downsize its number of employees. Subsidiary companies of
Multinational Corporations often resort to retrenchment to deal with their
expenditure on human resources. However, companies often fail to consider the
legal requirements to be carried out before retrenching their employees.
Retrenchment means terminating an employee due to the surplus of labor or
incapacity of employees to match the performance standards of the company. The
Industrial Dispute Act, 1947 deals with employment-related disputes in India and
Section 2(oo) of the Act states that ‘retrenchment means termination of service of a
workman by an employer for any reason whatsoever, otherwise than as a
punishment inflicted by way of disciplinary action. However, the following are not
covered within the meaning of retrenchment:

● Voluntary retirement of a workman

● Retirement of workmen on reaching the age of superannuation if the
employment agreement contains a provision regarding superannuation
● Termination of service of a workman due to the nonrenewal of employment
agreement
● Termination on grounds of continued ill-health

The Industrial Disputes Act states that an employer can retrench an employee for
any reason. The Supreme Court has held that the mere act of striking off an
employee’s name from the employee roll for being absent from office without leave
is also retrenchment. As per the apex court’s decision, there are no economic or
other requirements to be there for retrenching an employee. A labour lawyer in
Delhi can give you the most accurate advice about retrenchment in India.
Retirement
Retirement is when a person stops or retires working after the service of a certain
period of time. Retirement is officially stopping your professional career. It could be
because of the age set by the government or companies, the voluntary retirement
due to some health issues, work conditions or some other issues or the benefits
which a person can avail later.
Retirement could be complete when a person stops working completely or partial
when a person reduces working hour in consent with the company. In case of
semi-retirement, the compensation is different from full employment as well as full
retirement.
Importance of Retirement
The age of retirement set by the government varies from country to country. It
generally varies from 50 to 70 years. The first country to start this concept was
Germany, in 1889. Before that the life expectancy rate was low and people used to
work till death also. The age of retirement was different for male and female
employees in the early times when this concept was brought in by the countries.
However later, due to the reduction in manual efforts and mechanization, the parity
in the age limit has been removed in most of the countries as the productivity of
both males and females is similar.
The benefits after retirement also varies from countries to countries. Amount
of pension and other benefits depends upon government as well as companies.
The companies generally take out a part of salary of employees every month
and that is saved under retirement benefits funds. In India, the pension and
retirement fund is more common in Public sector than Private sector. It is also
seen a celebration of farewell from the company.

Employee Counseling
Counselling, basically, is to help the employee grow and develop in the
organization. An effective counsellor is one who helps employees to make them
aware of their strengths and weaknesses and to improve upon them. Through
mutuality, he/she helps the employee to develop providing them the proper
emotional climate.
Mutuality involves working together with the employees and developing future
plans of action for their growth in the organization. Counselling requires certain
interpersonal skills which can be acquired easily if a person is genuinely interested
in developing his/her subordinates. Such skills are important at the time of potential
appraisal and performance review.

1) Rapport building

(2) Exploration, and

(3) Action planning.

Corporate social responsibility and human resource management

Corporate Social Responsibility is a management concept whereby companies

integrate social and environmental concerns in their business operations and
interactions with their stakeholders. CSR is generally understood as being the way
through which a company achieves a balance of economic, environmental and
social imperatives (“Triple-Bottom-Line- Approach”), while at the same time
addressing the expectations of shareholders and stakeholders. In this sense it is
important to draw a distinction between CSR, which can be a strategic business
management concept, and charity, sponsorships or philanthropy. Even though the
latter can also make a valuable contribution to poverty reduction, will directly
enhance the reputation of a company and strengthen its brand, the concept of CSR
clearly goes beyond that.

Corporate Social Responsibility (CSR): A way of doing business which is based

on ethical principles and structured management controls, and which takes into
account social and environmental considerations alongside economic considerations
when making business decisions, and attempts to create positive impacts on all .

CSR is not the sole responsibility of HR – ultimately everyone in the organisation

needs to uphold your beliefs and values – but HR is the department that has most
 impact on recruitment, people management, and learning and development. It's
these activities that can ensure CSR permeates the entire business.2

Some of the most common examples of CSR include:

● Reducing carbon footprints.

● Improving labor policies.
● Participating in fairtrade.
● Charitable giving.
● Volunteering in the community.
● Corporate policies that benefit the environment.
● Socially and environmentally conscious investments.

Module 4

Organizational behavior

Concepts of OB

“The understanding, prediction and management of human behaviour in

organization.”

-Fred Luthans

The study of organizational behaviour gives insight on how employees behave

and perform in the workplace. It helps us develop an understanding of the aspects
that can motivate employees, increase their performance, and help organizations
establish a strong and trusting relationship with their employees.
Organizational behavior is a field of study that investigates the impact that
individuals, groups, and structures have on behavior within the organization. This
impact works towards improving the organization’s effectiveness.

Of all the resources, human resources are precious and the behaviour of human
being is unpredictable, thus unique in nature. As such an understanding of their
interaction in Organisations is necessary, for the purpose of integrating human effort
towards realisation of goals.

In order to understand human behaviour, a specified field of faculty of knowledge is

being developed. It is called organizational Behaviour (OB).

Focuses on three levels of analysis

Individuals, Groups, and Organisations

It normative and value centred science

The study of people at work

It is concerned with the understanding, prediction and control of human behaviour

Study of how people act in organisation

Help suggest ways of improving organisational problems in general

Related to work related behaviour and job satisfaction. Primarily related to people.

The action that communicates and exhibits the character of individual is behaviour.

The reaction of something under specified circumstances can be defined as

behaviour.

organizational culture
Organizational culture is the collection of values, expectations, and practices that
guide and inform the actions of all team members. Think of it as the collection of
traits that make your company what it is. A great culture exemplifies positive
traits that lead to improved performance, while a dysfunctional company culture
brings out qualities that can hinder even the most successful organizations.

Don’t confuse culture with organizational goals or a mission statement, although

both can help define it. Culture is created through consistent and authentic
behaviors, not press releases or policy documents. You can watch company culture
in action when you see how a CEO responds to a crisis, how a team adapts to new
customer demands, or how a manager corrects an employee who makes a mistake

The importance of culture to your company

Organizational culture affects all aspects of your business, from punctuality and
tone to contract terms and employee benefits. When workplace culture aligns with
your employees, they’re more likely to feel more comfortable, supported, and
valued. Companies that prioritize culture can also weather difficult times and
changes in the business environment and come out stronger.

Culture is a key advantage when it comes to attracting talent and outperforming the
competition. 77 percent of workers consider a company’s culture before applying,
and almost half of employees would leave their current job for a lower-paying
opportunity at an organization with a better culture. The culture of an organization
is also one of the top indicators of employee satisfaction and one of the main
reasons that almost two-thirds (65%) of employees stay in their job.

Qualities of a great organizational culture

Every organization’s culture is different, and it’s important to retain what makes
your company unique. However, the cultures of high-performing organizations
consistently reflect certain qualities that you should seek to cultivate:

● Alignment comes when the company’s objectives and its employees’

motivations are all pulling in the same direction. Exceptional organizations work
to build continuous alignment to their vision, purpose, and goals.
● Appreciation can take many forms: a public kudos, a note of thanks, or a
promotion. A culture of appreciation is one in which all team members
frequently provide recognition and thanks for the contributions of others.
● Trust is vital to an organization. With a culture of trust, team members can
express themselves and rely on others to have their back when they try
something new.
● Performance is key, as great companies create a culture that means business.

In these companies, talented employees motivate each other to excel, and, as

shown above, greater profitability and productivity are the results.
● Resilience is a key quality in highly dynamic environments where change is

continuous. A resilient culture will teach leaders to watch for and respond to
change with ease.
● Teamwork encompasses collaboration, communication, and respect between

team members. When everyone on the team supports each other, employees
will get more done and feel happier while doing it.
● Integrity, like trust, is vital to all teams when they rely on each other to make

decisions, interpret results, and form partnerships. Honesty and transparency

are critical components of this aspect of culture.
● Innovation leads organizations to get the most out of available technologies,
resources, and markets. A culture of innovation means that you apply creative
thinking to all aspects of your business, even your own cultural initiatives.
● Psychological safety provides the support employees need to take risks and
provide honest feedback. Remember that psychological safety starts at the
team level, not the individual level, so managers need to take the lead in
creating a safe environment where everyone feels comfortable contributing.
Leadership

Leadership is the ability of an individual or a group of individuals to influence and

guide followers or other members of an organization.

Leadership involves making sound -- and sometimes difficult -- decisions, creating

and articulating a clear vision, establishing achievable goals and providing
followers with the knowledge and tools necessary to achieve those goals.

Leaders are found and required in most aspects of society, from business to politics
to region to community-based organizations.

What are Leadership Theories?

Leadership theories are schools of thought brought forward to explain how and why
certain individuals become leaders. The theories emphasize the traits and behaviors
that individuals can adopt to boost their own leadership abilities.
2. Trait Theory

The Trait Theory is very similar to the Great Man Theory. It is founded on the
characteristics of different leaders – both the successful and unsuccessful ones. The
theory is used to predict effective leadership. Usually, the identified characteristics
are compared to those of potential leaders to determine their likelihood of leading
effectively.

Scholars researching the trait theory try to identify leadership characteristics from
different perspectives. They focus on the physiological attributes such as
appearance, weight, and height; demographics such as age, education, and familial
background; and intelligence, which encompasses decisiveness, judgment, and
knowledge.

3. Contingency Theory

The Contingency Theory emphasizes different variables in a specific setting that

determine the style of leadership best suited for the said situation. It is founded on
the principle that no one leadership style is applicable to all situations.

Renowned leadership researchers Hodgson and White believe that the best form of
leadership is one that finds the perfect balance between behaviors, needs, and
context. Good leaders not only possess the right qualities but they’re also able to
evaluate the needs of their followers and the situation at hand. In summary, the
contingency theory suggests that great leadership is a combination of many key
variables.
5. Behavioral Theory

In Behavioral Theory, the focus is on the specific behaviors and actions of leaders
rather than their traits or characteristics. The theory suggests that effective
leadership is the result of many learned skills.

Individuals need three primary skills to lead their followers – technical, human, and
conceptual skills. Technical skills refer to a leader’s knowledge of the process or
technique; human skills means that one is able to interact with other individuals;
while conceptual skills enable the leader to come up with ideas for running the
organization or society smoothly.

Morale
Morale, also known as esprit de corps (French pronunciation: [​ ɛspʀi də kɔʀ]), is
the capacity of a group's members to maintain belief in an institution or goal,
particularly in the face of opposition or hardship. Morale is often referenced by
authority figures as a generic value judgment of the willpower, obedience,
and self-discipline of a group tasked with performing duties assigned by a superior.
According to Alexander H. Leighton, "morale is the capacity of a group of people
to pull together persistently and consistently in pursuit of a common
purpose".[1] Morale is important in the military, because it improves unit cohesion.
Without good morale, a force will be more likely to give up or surrender. Morale is
usually assessed at a collective, rather than an individual level. In wartime, civilian
morale is also important. Esprit de corps is considered to be an important part of a
fighting unit.

emotional or mental condition with respect to cheerfulness, confidence, zeal, etc.,

especially in the face of opposition, hardship, etc.:

What is job satisfaction?

Job satisfaction displays the amount the gratification that employees have when
they’re in the workplace and plays a crucial role in employee productivity. An
emphasis on employee job satisfaction can lead to their talent maximizing their
potential, creative abilities and the strengths that give your business a competitive
advantage.

During an annual performance review, an employee may be asked how they feel
about the working they’re doing and evaluate their environment. This question
gives the employee a chance to answer the question directly about whether the job
is fitting in with their career goals.

Here are strategies for improving your workforce’s morale and job satisfaction.

Create a cordial work environment

The success of your organization can be determined based on how your workforce
communicates with one another. Therefore, fostering positive behavior within your
workplace is crucial to ensure your workplace can manage projects they’re working
on and interact with clients in a friendly way.

Create employee events that are focused on engagement such has Happy Hours or
gatherings that generate communication from your employees. This will increase
the likelihood of earning potential for your business if you see positive feedback
from clients and from employees during their performance reviews with their
manager.

Evaluate managerial support and behavior

Employees who work with clients on a day-to-day basis are brand ambassadors for
your organization. Whether if it’s sales, marketing or another department,
employees may not receive direct feedback from clients about their performance. If
you receive feedback from the client about an employee, present feedback in an
honest manner, but ensure that you’re making them feel like they’re doing well and
are taking the necessary steps to better their performance when necessary.

Check in with managers monthly to see if they’re proceeding in enacting the steps
to render employee feedback and what responses they’re receiving.
Involve employees in decision-making

Another method of fostering an all-inclusive workplace is to elicit feedback from

team members as to areas of growth on a specific strategy or tactic. Giving
employees more autonomy when it comes to resource allocation, setting priorities
and alignment or organizational and client goals is conducive to the success of your
strategy. Also, it empowers employees to execute their tactics with clarity as they
were in the same room as their team members who are working towards a common
goal.

Note opportunities for training and advancement

It’s your responsibility to ensure that your workers are receiving the training
necessary to perform their tasks. Communicate with your team members
individually to see if these tasks are aligned with their career goals and express
interest in advancing up the ranks of the organization. Their response should be an
indicator of their project status on various tasks besides finding out where they see
themselves.

Job satisfaction

Here are strategies for improving your workforce’s job satisfaction:

Measure satisfaction

Hold individual meetings with your employees periodically to gauge the motivation
they have to work their current position. When you get a response from the
employee, you have a better idea what their motivations are and how to build on
them. Performance reviews also can give the employee an avenue to express their
opinions in writing about additional comments they may have about their current
role.

Related: Ultimate Guide to Strategic Planning

Receive feedback from employees regularly

Have a direct communication line with your employees that extends beyond one
manager. It’s important to have the manager’s evaluation of the employees, but
establishing an open-door policy allows for free flowing conversation and opens up
the silo between upper and lower-level employees.

Give personal recognition

Create an Employee of the Month initiative at your business to spotlight an

employees’s performance. Once the employee of the month is announced, have a
meeting with your staff to congratulate them and their contributions to the team.

Another method is you can implement is to create a cash- or event-based incentive

for employees that celebrates their performance from the past week. The more
creative an approach is, their higher likelihood an employee will be engaged. For
example, give your employees an opportunity to drive your company’s CEO car for
a week or the chance to leave work early. The more actionable an incentive is, the
higher ceiling of fulfillment it has for the employee.

Develop workers skills and potential

Align training and education methods to your employee’s career goals to help them
be more productive and inventive in the workplace. Introduce personalized training
initiatives for your team and gear it towards a particular skill.

Have a sales team listen to a trainee’s first cold call allows the trainee to earn
hands-on experience right away while their peers cheer them on. After, the trainee
can receive tips from management as to work with the scenario the employee had to
encounter with the customer. This way, the sales team can take notes about they can
improve their situational analysis with customers.
What is Conflict Management?

Conflict management, also known as conflict resolution, involves having a

workplace that precludes conflict and a management team that successfully handles
and resolves workplace issues

What is conflict management?

Conflict management is the process by which disputes are resolved, where negative
results are minimized and positive results are prioritized.

This key management skill involves using different tactics depending on the
situation, negotiation, and creative thinking. With properly managed conflict, an
organization is able to minimize interpersonal issues, enhance client satisfaction,
and produce better business outcomes.

Workplace conflict does not automatically mean that there are specific employees at
fault, although in some cases that will be the issue. If you have employees who
question the status quo and are pushing to make changes that they feel would be
positive for the organization, that can indicate that your organization has a high
level of employee engagement.

Conflict can also mean that employees are comfortable enough to challenge each
other and that they feel as though their conflicts will be fairly resolved by the
organization.

Conflict management, when done properly, can even increase the organizational
learning of an organization through the questions asked during the process.
The 5 conflict management styles

When it comes to conflict, there is no one solution that will work in all situations.
Each situation will be different, from the trigger of the conflict to the parties
involved.

A manager skilled in conflict resolution should be able to take a birds-eye view of

the conflict and apply the conflict management style that is called for in that
specific situation.

1. Accommodating

This style is about simply putting the other parties needs before one's own. You
allow them to ‘win’ and get their way.

Accommodation is for situations where you don’t care as strongly about the issue as
the other person, if prolonging the conflict is not worth your time, or if you think
you might be wrong. This option is about keeping the peace, not putting in more
effort than the issue is worth, and knowing when to pick battles.

While it might seem somewhat weak, accommodation can be the absolute best
choice to resolve a small conflict and move on with more important issues. This
style is highly cooperative on the part of the resolver but can lead to resentment.

2. Avoiding

This style aims to reduce conflict by ignoring it, removing the conflicted parties, or
evading it in some manner. Team members in conflict can be removed from the
project they are in conflict over, deadlines are pushed, or people are even reassigned
to other departments.

This can be an effective conflict resolution style if there is a chance that a

cool-down period would be helpful or if you need more time to consider your
stance on the conflict itself.

Avoidance should not be a substitute for proper resolution, however; pushing back
conflict indefinitely can and will lead to more (and bigger) conflicts down the line.

3. Compromising

This style seeks to find the middle ground by asking both parties to concede some
aspects of their desires so that a solution can be agreed upon.

This style is sometimes known as lose-lose, in that both parties will have to give up
a few things in order to agree on the larger issue. This is used when there is a time
crunch, or when a solution simply needs to happen, rather than be perfect.

Compromise can lead to resentment, especially if overused as a conflict resolution

tactic, so use sparingly.

4. Competing

This style rejects compromise and involves not giving in to others viewpoints or
wants.
One party stands firm in what they think is the correct handling of a situation, and
does not back down until they get their way.

This can be in situations where morals dictate that a specific course of action is
taken, when there is no time to try and find a different solution or when there is an
unpopular decision to be made. It can resolve disputes quickly, but there is a high
chance of morale and productivity being lessened.

5. Collaboration

This style produces the best long-term results, at the same time it is often the most
difficult and time-consuming to reach.

Each party’s needs and wants are considered, and a win-win solution is found so
that everyone leaves satisfied. This often involves all parties sitting down together,
talking through the conflict and negotiating a solution together.

This is used when it is vital to preserve the relationship between all parties or when
the solution itself will have a significant impact.

Occupational Stress

A term commonly used in the professional business industry, occupational stress

refers to the ongoing or progressing stress an employee experiences due to the
responsibilities, conditions, environment, or other pressures of the workplace. There
are several types of occupational stress, depending on the individual employee, their
job role, the company culture, and more.

Major causes of occupational stress

While the sources of occupational stress can vary from person to person, it’s
important to know that employees of all organizations—regardless of how big or
how small they may be—can be affected by occupational stress. Some major
examples of occupational stressors include:

● Strict policies and protocols implemented by the organization

● Restricted possibilities for professional and personal self-growth
● Conflicts among individuals in a department or between organizational groups
● Workforce micromanagement and mismanagement
● Lack of support from human resource departments
● Personal, situational, or professional issues
● Bullying, belittling, and discriminating
● Poor time management
● Little to no occupational guidance or direction
● Being overworked
● Performance expectations that far surpass an employee’s training and abilities
● Regular threats of termination
● Loss of wages, pay cuts, and benefits

No matter what the cause may be, the effects of occupational stress can be
monumentally damaging to the overall well-being and productivity of the
employee. Not only can occupational stress cause accelerated aging and other
 personal issues, but it can also greatly hamper an employee’s motivation,
inspiration, and dedication to their work.

WHAT IS TOTAL QUALITY MANAGEMENT (TQM)?

Quality Glossary Definition: Total quality management

A core definition of total quality management (TQM) describes a management

approach to long-term success through customer satisfaction. In a TQM effort, all
members of an organization participate in improving processes, products, services,
and the culture in which they work.

● Primary elements of TQM

● Benefits of TQM
● Implementing TQM
● History and evolution of TQM
● Deming’s 14 Points for TQM
● TQM resources
PRIMARY ELEMENTS OF TQM

TQM can be summarized as a management system for a customer-focused

organization that involves all employees in continual improvement. It uses strategy,
data, and effective communications to integrate the quality discipline into the
culture and activities of the organization. Many of these concepts are present in
modern quality management systems, the successor to TQM. Here are the 8
principles of total quality management:

1. Customer-focused: The customer ultimately determines the level of quality. No

matter what an organization does to foster
quality improvement—training employees, integrating quality into the design
process, or upgrading computers or software—the customer determines whether
the efforts were worthwhile.
2. Total employee involvement: All employees participate in working toward
common goals. Total employee commitment can only be obtained after fear has
been driven from the workplace, when empowerment has occurred, and when
management has provided the proper environment. High-performance work
systems integrate continuous improvement efforts with normal business
operations. Self-managed work teams are one form of empowerment.
3. Process-centered: A fundamental part of TQM is a focus on process thinking. A
process is a series of steps that take inputs from suppliers (internal or external)
and transforms them into outputs that are delivered to customers (internal or
external). The steps required to carry out the process are defined, and
performance measures are continuously monitored in order to detect unexpected
variation.
4. Integrated system: Although an organization may consist of many different
functional specialties often organized into vertically structured departments, it is
the horizontal processes interconnecting these functions that are the focus of
TQM.
▪ Micro-processes add up to larger processes, and all processes aggregate into the

business processes required for defining and implementing strategy. Everyone

must understand the vision, mission, and guiding principles as well as the quality
 policies, objectives, and critical processes of the organization. Business
performance must be monitored and communicated continuously.
▪ An integrated business system may be modeled after the Baldrige Award criteria
and/or incorporate the ISO 9000 standards. Every organization has a unique
work culture, and it is virtually impossible to achieve excellence in its products
and services unless a good quality culture has been fostered. Thus, an integrated
system connects business improvement elements in an attempt to continually
improve and exceed the expectations of customers, employees, and other
stakeholders.
5. Strategic and systematic approach: A critical part of the management of
quality is the strategic and systematic approach to achieving an organization’s
vision, mission, and goals. This process, called strategic planning or strategic
management, includes the formulation of a strategic plan that integrates quality
as a core component.
6. Continual improvement: A large aspect of TQM is continual process
improvement. Continual improvement drives an organization to be both
analytical and creative in finding ways to become more competitive and more
effective at meeting stakeholder expectations.
7. Fact-based decision making: In order to know how well an organization is
performing, data on performance measures are necessary. TQM requires that an
organization continually collect and analyze data in order to improve decision
making accuracy, achieve consensus, and allow prediction based on past history.
8. Communications: During times of organizational change, as well as part of
day-to-day operation, effective communications plays a large part in maintaining
morale and in motivating employees at all levels. Communications involve
strategies, method, and timeliness.

Key Principles of TQM

Total quality management has a number of key principles which—when
implemented together—can move any organization towards business excellence.
Customer focus
Central to all successful TQM systems is an understanding that quality is
determined by the customer. No matter what measures you introduce to improve the
quality of your products and services, the only way of knowing if they have been
successful is customer feedback, whether in the form of reviews, return rates, or
satisfaction surveys.

Employee involvement
Every person in an organization—from entry-level workers to management—has a
responsibility for the quality of products and services. However, employees can
only be invested if they feel empowered to make their own decisions, something
that depends on management creating the right workplace environment.

Centred on process
A TQM system will fail without a clear focus on processes and process-led
thinking. A process fault is ultimately the cause of most problems, which is why
effective monitoring of every single step is an essential part of assessing,
maintaining and improving quality.

Integrated system
An organization should have an integrated system that allows for effective total
quality management. This may be a bespoke system, or one based on a quality
standard such as ISO 9001, but it should be understood and applied across all
functions and departments.

Strategic & systematic approach

Critical to quality management is the existence of a strategic plan that outlines how
an organization intends to achieve its mission and business goals. It goes without
saying that quality should be a core component of such a plan.
Decision-making based on facts
Business performance can only be assessed using the available facts, such as sales
data, revenue figures, and customer retention rates. The opinions of customers,
employers and suppliers should never be used to inform decisions.

Communication
Effective communication is essential when an organization is implementing
significant changes for the sake of business improvement. Every member of staff
should be made aware of the strategy, the timescales involved, and the reasons for
implementing it.

Continuous improvement
Applying the principles of DMAIC and Lean Six Sigma will instill an organization
with a culture of continuous improvement, driving all employees to constantly
seek new ways to be more competitive and deliver high-quality products for all
stakeholders.

Why Follow TQM Principles?

The quality department in many companies is only responsible for the quality of
products, with its focus typically limited to the supply chain. It has no role in
driving quality throughout the organization, yet organizations have many
opportunities to drive customer experience beyond products, with customer service
being a prime example.

In recent years—as competitive pressures have forced a theme going far beyond
traditional quality control, inspection, quality engineering, and reliability
engineering—the role of the quality department and function is carried out by all
departments in a TQM system.

Managing quality in a TQM system ensures your organization moves from its
current “little q” or product focus to “big Q, enterprise-focus” thinking. The greatest
benefit is reducing the total cost of quality by improving all products, services and
processes, not just the ones in production.

Other benefits of TQM include:

● Reduce risk and mitigate risk when designing new products and processes
● Resolve problems before they occur
● Resolve problems that occur during operations
● Improve supplier performance
● Control processes to avoid risk even when scaling up
● Increase productivity or all employees
● Reduce the total cost of quality not just the costs of poor quality of products.

Quality Circles
Meaning of Quality Circles:
Conceptually Quality Circles can be described as a small group of employees of the
same work area, doing similar work that meets voluntarily and regularly to identify,
analyse and resolve work related problems.

This small group with every member of the circle participating to the full carries on
the activities, utilising problem solving techniques to achieve control or
improvement in the work area and also help self and mutual development in the
process.

The concept of the Quality Circle is based on “respect for the human individual” as
against the traditional assumption based on suspicion and mistrust between
management and its employees.

Quality circles built mutual trust and create greater understanding between the
management and the workers. Cooperation and not confrontation is the key element
in its operation. Quality Circles aims at building people, developing them, arousing
genuine interest and dedication to their work to improve quality, productivity, cost
reduction etc.

Thus we can say that a quality circle is a group of 5 to 8 employees performing

similar work, who volunteer themselves to meet regularly, to identify the cause of
their on-the-job problems, employ advanced problem-solving techniques to reach
solutions and implement them.

The concept is based on the premise that the people who do a job everyday know
more about it than anyone else and hence their voluntary involvement is the best
way to solve their work related problems.

The Quality Circle concept provides an opportunity to the circle members to use
their wisdom, creativity and experience in bringing about improvements in the work
they are engaged in by converting the challenging problems into opportunities and
it contributes to the development of the employees and in turn benefits the
organisation as well. The concept encourages the sense of belongingness in circle
members and they feel that they have an important role to play in the organisation.

Characteristics of Effective Quality Circles:

1. The atmosphere should be informal, comfortable and relaxed. The members
should feel involved and interested.

2. Everyone should participate.

3. The objectives should be clear to the members.

4. The members should listen to each other.

5. The group should feel comfortable even when there are disagreements.

6. The decisions should generally be taken by a kind of consensus and voting

should be minimum.
7. When an action is required to be taken, clear assignments should be made and
accepted by all the members.

8. The leader should not dominate the group. The main idea should not be as to who
controls but how to get the job done.

9. Until a final solution is found and results are attained feedback is necessary.

Objectives of Quality Circles:

Some of the broad objectives of the Quality Circle are:
(i) To improve quality, productivity, safety and cost reduction.

Line and Staff Organization

Line and staff organization is a modification of line organization and it is more
complex than line organization. According to this administrative organization,
specialized and supportive activities are attached to the line of command by
appointing staff supervisors and staff specialists who are attached to the line
authority. The power of command always remains with the line executives and staff
supervisors guide, advice and council the line executives. Personal Secretary to the
Managing Director is a staff official.

Features of Line and Staff Organization

1. There are two types of staff :
a. Staff Assistants- P.A. to Managing Director, Secretary to Marketing
Manager.
b. Staff Supervisor- Operation Control Manager, Quality Controller, PRO
2. Line and Staff Organization is a compromise of line organization. It is more
complex than line concern.
3. Division of work and specialization takes place in line and staff organization.
4. The whole organization is divided into different functional areas to which
staff specialists are attached.
5. Efficiency can be achieved through the features of specialization.
6. There are two lines of authority which flow at one time in a concern :
a. Line Authority
 b. Staff Authority
7. Power of command remains with the line executive and staff serves only as
counselors.

Merits of Line and Staff Organization

1. Relief to line of executives- In a line and staff organization, the advice and
counseling which is provided to the line executives divides the work between
the two. The line executive can concentrate on the execution of plans and they
get relieved of dividing their attention to many areas.
2. Expert advice- The line and staff organization facilitates expert advice to the
line executive at the time of need. The planning and investigation which is
related to different matters can be done by the staff specialist and line officers
can concentrate on execution of plans.
3. Benefit of Specialization- Line and staff through division of whole concern
into two types of authority divides the enterprise into parts and functional
areas. This way every officer or official can concentrate in its own area.
4. Better co-ordination- Line and staff organization through specialization is
able to provide better decision making and concentration remains in few
hands. This feature helps in bringing co-ordination in work as every official is
concentrating in their own area.
5. Benefits of Research and Development- Through the advice of specialized
staff, the line executives, the line executives get time to execute plans by
taking productive decisions which are helpful for a concern. This gives a wide
scope to the line executive to bring innovations and go for research work in
those areas. This is possible due to the presence of staff specialists.
6. Training- Due to the presence of staff specialists and their expert advice
serves as ground for training to line officials. Line executives can give due
concentration to their decision making. This in itself is a training ground for
them.
7. Balanced decisions- The factor of specialization which is achieved by line
staff helps in bringing co-ordination. This relationship automatically ends up
the line official to take better and balanced decision.
 8. Unity of action- Unity of action is a result of unified control. Control and its
effectivity take place when co-ordination is present in the concern. In the line
and staff authority all the officials have got independence to make decisions.
This serves as effective control in the whole enterprise.

Demerits of Line and Staff Organization

1. Lack of understanding- In a line and staff organization, there are two

authority flowing at one time. This results in the confusion between the two.
As a result, the workers are not able to understand as to who is their
commanding authority. Hence the problem of understanding can be a hurdle in
effective running.
2. Lack of sound advice- The line official get used to the expertise advice of the
staff. At times the staff specialist also provide wrong decisions which the line
executive have to consider. This can affect the efficient running of the
enterprise.
3. Line and staff conflicts- Line and staff are two authorities which are flowing
at the same time. The factors of designations, status influence sentiments
which are related to their relation, can pose a distress on the minds of the
employees. This leads to minimizing of co-ordination which hampers a
concern’s working.
4. Costly- In line and staff concern, the concerns have to maintain the high
remuneration of staff specialist. This proves to be costly for a concern with
limited finance.
5. Assumption of authority- The power of concern is with the line official but
the staff dislikes it as they are the one more in mental work.
6. Staff steals the show- In a line and staff concern, the higher returns are
considered to be a product of staff advice and counseling. The line officials
feel dissatisfied and a feeling of distress enters a concern. The satisfaction of
line officials is very important for effective results.
What Is an Organizational Structure?
An organizational structure is a system that outlines how certain activities are
directed in order to achieve the goals of an organization. These activities can
include rules, roles, and responsibilities.

The organizational structure also determines how information flows between levels
within the company. For example, in a centralized structure, decisions flow from the
top down, while in a decentralized structure, decision-making power is distributed
among various levels of the organization.

Having an organizational structure in place allows companies to remain efficient

and focused.

Module 5

Employee relation and grievance redressel

Employee Relations
An organization can’t perform only with the help of chairs, tables, fans or other non
living entities. It needs human beings who work together and perform to achieve the
goals and objectives of the organization.

The human beings working together towards a common goal at a common place
(organization) are called employees. Infact the employees are the major assets of an
organization.

What is Employee Relations ?

Employment relation can be defining as employer and employees relationship in a
formal and informal nature that arises between management and employee
interactions in all working situation.

According to Armstrong (2003), employee relations consist of all those areas of

human resource management that deals with employees directly and through
collective agreements where trade unions are recognised. The union practices for
the welfare and good working condition of the employees. Employee relations are
concerned with generally managing the relationship between employer and
employees at the workplace that can be formal e.g. contract of employment or
procedural agreement.

The Institute of Personnel and Development (IPD) defines employee relation as

“ that part of personnel; management that enable competent managers though the
development of institutions, procedures and policies to reconcile within acceptable
limits to the organization, the interest of employers as the buyers of labour service
and those of employees as the suppliers of labour services.”

Farnham (1993), suggests that Employee relation are:

“ Concerned with the interaction between primary parties who pay for work and
those who provide it in the labour market ( employers and employees), those acting
as secondary parties on their behalf (management or management organization and
trade unions) and those providing a third party role on employment matters (state
agencies and EU institutions)”

Every individual shares a certain relationship with his colleagues at the workplace.
The relationship is either warm, so-so or bad. The relationship can be between any
one in the organization - between co workers, between an employee and his
superior, between two members in the management and so on. It is important that
the employees share a healthy relationship with each other to deliver their best
performances.

An individual spends his maximum time at the workplace and his fellow workers
are the ones with whom he spends the maximum hours in a day. No way can he
afford to fight with his colleagues. Conflicts and misunderstandings only add to
tensions and in turn decrease the productivity of the individual. One needs to
discuss so many things at work and needs the advice and suggestions of all to reach
to a solution which would benefit the individual as well as the organization.

No individual can work alone. He needs the support and guidance of his fellow
workers to come out with a brilliant idea and deliver his level best.

The Importance of Employee Relation

Encourage good organizational climate, mutual understanding and cooperation.

There is a clear and fair policy in solving the problems of the organization.

Employee relation treats people as valuable assets.

There is a equitable, fair and transparent treatment of employees.

There is an effective communication throughout the organization.

Your typical activities

Here are some of the activities you can expect to be involved in as an employee
relations specialist.

● Creating people policies

● Dealing with complex cases, such as disciplinary grievances and appeals
● Supporting the organisation through restructures
● Ensuring engagement is maintained and managers act in a way that
involves their staff
● Managing the relationship between the organisation and unions or
employee bodies
● Dealing with disputes appropriately (for example, mediation or tribunal
cases)
● Ensuring managers are upskilled to deal with people in a fair and
effective manner
 ● Overseeing all people practices to ensure they are legally compliant.

types of roles in employee relations

Here is a shortlist of the types of job titles you might find in employee relations.
As you can see, employee relations specialists are at all levels of experience and
seniority:

● Employee Relations Officer

● Employee Relations Advisor
● Employee Relations Manager
● Head of Employee Relations
● Director of Employee Relations

Grievance

Grievance refers to the employee's dissatisfaction with company's work policy and
conditions because of an alleged violation of law. They may or may not be justified
and usually represent the gap between what the employee expects and gets from the
company.

Grievence has to be properly addressed because it lowers the motivation and

performance of the employee and affects the work environment.

Grievances are inevitable in an organisation. And important too. They are a part and
parcel of any organisation’s administrative machinery. Employees can have
grievances with each other, with their managers or even clients. A grievance
redressal mechanism is important for tracking the number and frequency of
grievances which signify the efficiency of an organisation. The better it is run, the
lesser will be that number. Redressing a grievance effectively and swiftly ensures a
high level of trust towards the company and employees feel heard.
three types of grievances?

According to the Communication Workers America, there are three types of

grievances, that are largely applicable to organisations across the globe. They are:

Individual Grievances

When an individual employee grieves against a management action like demotion

based on bias, non payment of salary, workplace harassment etc.

Group Grievances

This type of grievance is when a team or a group collectively grieves against the
management for example when none of the team members receive the promised
overtime bonus as mentioned in the policy.

Union Grievances

This is rare, especially in a corporate setup where unions don't often exist. But in
this type of a grievance, the entire union complains against the management
generally over contract misinterpretation.

One of the most common examples of workplace grievance is sanitation and

cleanliness. Employees often complain of eating areas and bathrooms not being
cleaned properly after use. This is an example of a grievance. Or another example is
where an employee has claimed cab reimbursement but hasn't been reimbursed
accurately or timely.

main causes of grievances?

There could be various causes for employees to register grievances. They are:

● Economic: This usually concerns employee wages when they feel like they
are being paid less than others in the same band or grade, or when they receive
 inaccurate salary. Other examples could be delayed payment of bonuses,
arrears, hikes etc.
● Work Environment: Sometimes, physical work conditions like too much
heat or cold, cramped or limited work space, low lighting, bad quality
equipment, faulty appliances etc all constitute work environment related
grievances and are valid causes of it.
● Supervisory: More often than not, supervisors, managers and other top
management professionals can also cause grievance to employees. Biased
performance rating, berating, subtle insulting, harassment of any sort, all
constitute supervision related grievances.
● Employee Relations: When colleagues who work together don’t gel well,
have issues working together on a project, get into too many conflicts etc. they
can be a big cause of grievance.
● Organisational Change: Sometimes, when there are policy changes or actual
shifting of workplaces, employees may find themselves unaligned to the
changes and that can be a cause of grievance too.

An individual grievance is a complaint that an action by management has violated

the rights of an individual as set out in the collective agreement or law, or by some
unfair practice. Examples of this type of grievance include: discipline, demotion,
classification disputes, denial of benefits, etc.

What are disciplinary and grievance procedures?

Disciplinary procedures are put in place to govern the steps an employer should
follow where an employee is performing unsatisfactorily or their behaviour is
unprofessional. Grievance procedures, on the other hand, set out the process for
dealing with employees’ concerns, problems and complaints.
Your disciplinary and grievance procedures should be made available to all staff in
writing. They can be included in a company handbook or attached to the contract of
employment. You should follow the Acas Code on Disciplinary and Grievance
Procedures when producing your internal procedures. If you do not follow the code,
this could negatively affect your position if the issue ends up before an employment
tribunal.
By instructing Scott-Moncrieff & Associates Ltd, you will receive trusted
professional advice and guidance on all areas of disciplinary and grievance
procedures, from formation to implementation.

problems in organization

Absenteeism in the Workplace

Absenteeism is the term given when an employee is habitually and frequently

absent from work. This excludes paid leave and occasions where an employer has
granted an employee time off.

If you’re a manager, supervisor, or team leader, you’ll have likely experienced cases
of absenteeism. You should know that staff will be absent from time to time, such as
for illness, jury duty, or bereavement. However, when absenteeism is frequent and
excessive it begins to become a problem.

This article offers a detailed understanding of absenteeism in the workplace. It

explains what causes employee absenteeism and looks at ways to reduce it in your
workplace.

The Effects of Absenteeism

Absenteeism in the workplace affects both employers and employees alike.

Some consequences for employers include:

● Reduced productivity levels.

● High administration costs.
● Increased labour costs if you hire replacement temporary workers.
● Understaffing which could lead to poor customer service.
 ● Poor morale among colleagues. This will be particularly prevalent if
employees constantly have to fill in for absent staff and if they don’t see any
retributions for absence.

On the other hand, the consequences for the absent member of staff include:

● Loss of pay for their time off.

● Reduced productivity on their return to work due to a need to ‘catch up’.
● If absenteeism is frequent and unexplained, the member of staff could even
face dismissal.

What Causes Employee Absenteeism?

You need to understand what causes absenteeism so that you can work to reduce it.
Some common reasons for absenteeism are:

● Bullying and harassment – If an employee is being bullied or harassed by

someone at work, they may stay at home so they can avoid the unpleasant
situation.
● Stress and burnout – An employee may be stressed because of work or due
to personal reasons. Whatever the reason, they may believe that being at work
will only add to their stress. Furthermore, if an employee feels burnt out,
they’ll feel disengaged from their work.
● Care – If your employee is a carer, such as for an elderly relative, they may
take time out of work if the dependent is ill, has appointments, or if their care
arrangements fall through. This may also be the case if an employee has a
dependent child.
● Mental health problems – This is of course a problem in its own right, and
you must strive to make your workplace an environment in which mental
health issues are discussed and supported.
● Low morale – An employee may have low morale and lack motivation if they
feel undervalued and underappreciated at work. If they feel that their work
isn’t appreciated, they may feel like nobody would notice if they were absent.
 ● Bereavement – Dealing with bereavement isn’t easy, and work will be the last
thing on the mind of the affected. Absence from work may be particularly
longer if the death was sudden. The employee will need to grieve and may
have a lot of legal matters to sort out.
● Illness – This is the most common cause of absenteeism. It can spike at
certain times, especially in winter when viruses, such as cold and flu, are
widespread.

Alcoholism in the Workplace

Alcoholism in the workplace is a huge financial burden for companies. In fact,
companies across the nation spend anywhere between $33 billion and $68 billion
annually due to employee alcohol abuse. This figure includes absenteeism, health
complications, on-the-job injuries and other losses in productivity. When an
employee is struggling with alcohol use, it not only affects the individual, but also
those around them – supervisors, coworkers and project team members.

Long-Term Health Risks. Over time, excessive alcohol use can lead to the
development of chronic diseases and other serious problems including: High blood
pressure, heart disease, stroke, liver disease, and digestive problems. Cancer of the
breast, mouth, throat, esophagus, voice box, liver, colon, and rectum.

Alcoholism and Substances Abuse:

Alcoholism and substances abuse are serious and widespread problems at work.
While the percentage of full-time US workers engaging in illegal drug use has
reportedly dropped in the last 15 years or so, about 15% of workers still report
having used illicit drugs in the past year. Studies suggest that 70% of illicit drug
users aged 18 to 49 work full-time and that drug-using employees are over three
and a half times more likely to be involved in workplace accidents.
Workplace health hazards

Most workplace health hazards aren’t obvious ones like unguarded equipment
or slippery floors. Many are unseen hazards (like mold) that the company
inadvertently produces as part of its production processes. Other problems, like
drug abuse, the employees may create for themselves. In either case, these health
hazards are often as much or more dangerous to workers’ health and safety than
are obvious hazards like slippery floors. The manager must therefore address them.
Typical workplace exposure hazards may include:

1. Chemicals and other hazardous materials.

2. Excessive noise and vibrations.
3. Temperature extremes.
4. Biohazards including those that are normally occurring (such as mold) and
manmade (such as anthrax).
5. Ergonomics hazards such as poorly designed equipment that forces workers to do
their jobs while contorted in unnatural positions.
6. And, the more familiar safety-related hazards such as slippery floors and blocked
passageways.

Sexual Harassment in the Workplace

Over the last decade, the pervasiveness and the cost of sexual harassment, a
manifestation of sex-based discrimination, has become a growing concern at the
national and international level. The ILO defines sexual harassment as a sex-based
behaviour that is unwelcome and offensive to its recipient. For sexual harassment to
exist these two conditions must be present. Sexual harassment may take two forms:

1) Quid Pro Quo, when a job benefit - such as a pay rise, a promotion, or even
continued employment - is made conditional on the victim acceding to demands to
engage in some form of sexual behaviour; or;
2) hostile working environment in which the conduct creates conditions that are
intimidating or humiliating for the victim.

Behaviour that qualifies as sexual harassment:

PHYSICAL Physical violence, touching, unnecessary close proximity

VERBAL Comments and questions about appearance, life-style, sexual orientation,

offensive phone calls

NON -VERBAL Whistling, sexually-suggestive gestures, display of sexual

materials