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The focuss on effective management has become increasingly
imoortant because of the fact that It ensures a maximum
utilization of the productive resources and helps in achieving
the expected results, Effective management implies the pooling
of material resources and organisational efforts of many
Individuals which are guided and directed towards the attainment
of business goals. In this process, the management pi w s the
•;or’<, orealises the enterprise, directs and controls the *nen,
o,chine and methods and obtains the desired level of production.
1 ow efficiently management uses the physical resources for
Generating maximum output with minimum cost, determines the
nnanaaerial effectiveness.
Effective management system possesses certain
characteristics and performs various functions for runnina
the business enterprises successfully, Cameron (1986) and
■ a^Obel!, (l9 7 l ) , conclude that internal oroanisation
'•y'-tem, its characteristics and behavioural orocesses have
been accepted as determinants of organisational effectiveness.
ffectiveness not only pertains to the outcome of a clven
minaoement attempt, but also deals with the effectiveness of
the organisational unit over a period of time. Likert (1967)
identifies three variables — causal, intervening and end-result-
which are useful in ascertaining effectiveness overtime.
General business conditions, leadership strateqies, skill
and behaviour, management*s decisions and the policies and
structure of the organisation are examples of causal
variables. Intervening variables are reflected in the
com'Tiitment to objectives, motivation and morale of members
ind their skills in leadership, communications, conflict
resolution, decision makino and problem solving (Likert,
1/361:2). Out-out or end-result variables are the ^eoen^ent
variables that reflect the achievements of the organisation
vi?; oro^uction, sales, eamincs, manaqement-union r?! ’ tions
etc. Fielder (1967) and Reddin (1967) speak of effectiveness
hy emohasizino on simillar outout variables. In evalua+lno
effectiveness, oerhaos more than 90 per cent of m^raner* In
omanisations look at measures of outout alone (Hersev ?nr»
"*1 =>n chard, 1983! 111). They regard end-result the sole
criterion for evaluation of manaoerial effectiveness.
M th a view to examine the auality of management practices
in public enterprises, Nalini (19T7) and Omar (1900) analysed
the perception of their employees pertainino to different
characteristics of management system.
132
While discussing managerial functioning Adlzes (1976)
m d (1930)( conclude that four managerial roles, vlx; product9 ,
imolementing, Innovating and Integrating oust ba performed
if an organisation is to ba tun affactively. Ha eontands
+h at whenever on* of tha four managerial roles is not performed
in m organisation a certain style of mismanagement is bound
to be observed.
In view of the foregoing view points* a systematic
sessment of the characteristics of a manaoement system
•V an enterprise would be revealing its managerial effectiveness.
against this backdrop an attempt has beer, made in this
chaoter to examine the employee's perception of managerial
effectiveness in silk industry of Kashmir, For this puroose
irportant characteristics of effectiva management pertaining
to different areas of management (General, Financial •
’^-sonnel and Marketing) have been culled out for detailed
f'Y aminatlon. Presence of these characteristics* in a nansnement
"""teflj of an enterprise, determines the degree of efficiency
of its management. In this context table 4 .1 presents the
fr^rruency analysis and chi-srruare (x ) values for each item
nro-’oad under the dimensions of 'general management*. values
1 2h ve been calculated between the poor and good responses
of the respondents pertaining to different items describing
the managerial effectiveness.
133
Tabl t
Perception of employees refardiny the General Manayement of the Silk Industry of Kashmir
(n « 159)
It am* Frequencymm, I . Q 0 9 t L . in i O
% Frequency% X
1. Plartniny a* a regular foaturo
98 61.64 61 38.36 3.61*
2. Claar and unambiguous objectives 74 46.54 85 53.46 0.76
3. Lone tazn policies for inportant matters 105 66.04 54 33.96 16.36*
4. '*an agement' s tip top efficiency 108 67.92 51 32.0?? 20.43*
•W • Participation of subordinatas in decision making 92 57.86 67 42.14 3.93
s. Man ayement *s overall control 41 25.79 118 74.21 37.29*
7. Innovativemanayement 127
>
79.87 32 20.13 56.76*
e. Awareness of constraints & corrective measures 11 6.92 148 93.08 119.041
Q ' • Existence of Management information system 48 30.19 111 69.81 24.96'
10 . Costconsciousness 121 76.10 38 23.90 43.33*
p << .CX)1
Source! Fiald Survay
The above table reveals that out of 10 items evaluated#
5 showed significant X2 values .001) but favourino lack
of positive qualities in the management system. These items
were: planning as a regular feature, lono term policies for
important matters# manaoement’ s tip too efficiency# Innovative
man agement, cost consciousness. More than 61,64 per cent of
the respondents reported poor management oertaininc to these
variables. The other 3 items, that showed significant X
values# positively favourino efficiency of management were#
manaeements overall control, awareness of constraints and
corrective measures and existence of management information
system* Wore than 69.31 per cent of the respondents
perceived good management pertaining to these characteristics.
The items which failed to show significant differences
included clear and unambiguous obi actives and participation
of subordinates in decision makino. A close scrutiny of the
findings substantiates the fact that the general managementci
of the industry operates at a low deor*e of effi'ency.
Having discussed general management effiency of the
silk Industry of <ash»ir, an attempt is now made to assess
the effectiveness of management system of the industry under
study across functional areas. In this connection, tabl
A , 2 reports freauencies percentages and X values for ®ach
item grouped under the rubric of financial management.
la h lM - A * 2
ItemsPoor Good
F £* X2
1. Asslqnrnent of finance function to oualified people. 54 33.96 105 66.04 16.36*
?. Formulation of budqet 52 32.70 107 67.30 19.03"
3. Formulation of lono term plan 101 63.52 53 36.49 11.63*
4. Effective utilization of funds 129 81.13 30 18.87 61 .64*
5. Efficiency? in capital ization 99 62.26 60 37.74 9 .57 r
S. Generation of enough cash-flow to fund wotkinq capital requirement 106
>
66.67 53 33.33 17.67*
7 . Planning for workino capitalrequirement 78 49.06 81 50.94 0 .07
•3. Provision for the function of financial control 105 66.04 54 33.96 16.36-'
9. ?lanninq for capital expenditure 71 44.65 88 55.35 1.82
10. Secular proqranrne of maintenance 90 56.60 69 43.40 2.77
* ? <^.001 Sources Field Survey
The table depicts that out of ten items, five items
showed significant X values favourinq the poor management
oractices. This reveals that predominant number of
respondents reported that important variables* vixj
formulation of Ion© term plan, effective utilization of
funds, efficiency in capitalisation, generation of enouch
cash-flow to fund working capital reauirement and provision
for the function of financial control are hardly present
in the industry. The percentage of respondents reportino
inefficiency in these areas of financial management ranee'-*
f rom 62.26 oer cent to 81.13 per cent. The only items;
Tssionment of finance function to oualified people and
oformulation of budqet, showed sionificant X values
positively favourinc the efficiency of manaqement. The
examination of other items *such as, planning for workino
caoital reauirement, planning for capital expenditure,
recul ar prooramme of maintenance reveal that both the
categories are modestly close to each ot^er; ranging fro^
->1.40 per cent to 56.60 oer cent. This leads us to conclude
that financial manaoement of the industry too operates at
a lew degree of efficiency.
In a similar way table 4 .3 depicts fremiency analysis
2and X values for each item grouped under personnel management.
T flbl a, 3
Employee^ Perception regardino the personnel management of the silk industry of Kashmir
(n * 159)
I terns£oor
frequency '- SfifisLFrerfuency Y9
1. Selection and Recruitment 104 65.41 55 34 .59 15.10*
o• Training and development 102 64.15 57 35.=!? 17 .74*
3. Salary 8- Perks 111 69.81 48 30. 19 24.96*
4 . Service conditions 99 62 .26 60 37 .74 0 .57*
'-s e forking environment 99 61.64 61 3^ .36 ' .6 1 <
6 . Welfare amenities 131 82.39 23 17.61 ''■'.72 !
7. ^elationship between management and workers 53 33.33 106 66.67 17.67*
Job analysis and job evaluation * 77 48.43 82 51 .57 0 .16
9. vork motivation 91 57.23 68 4 2.77 3.33
10 .Grievance red res sal 73 45.91 86 5*5.00 l.'VS
' ^ .001
jourcet- Field Survey
It apoears froni the table that a predominant number
of resoondents felt that personTirt management of the industry
was poor. The table clearly reveals that personnel
management pertaininc to selection and recruitment, training
and development, salary and perks, service conditions,
working environment and welfare amenities, showedA
significant X values (? <1 .0 0 1 ) , poorly f avourino the
efficiency of quality of manaqement practices. The
percentage of respondents reporting inefficiency in these
areas of personnel manaaement ranged from 61.64 per cent
to 32.39 per cent, relationship between management and
workers was the only item which showed significant
difference, positively favourino the management efficiency.
The other items such as job analysis and job evaluation,
work motivation and grievance redressal did not manifest
any significant differences. Thus, personnel manaaement
of the industry was ranked as very poor by the sizeable
majority of the respondents.>
Table 4 .4 presents the frequencies, percent aces
< values for items grouped under the dimensions of
marketing management.
The table highliohts that out of the ten items, six
showed significant X values (P ^ .001) favourino the
inefficiency of the management. The data reflects the
poor management pertaining to forecasting of marketino
opportunities, calculation of market share, promotional
Tahle 4 .4
(n * 159)
Poor Good
Items F p f0'•V
1. Qualification of marketino personnel P7 54.72 72 *5 .2 ^ 1.4?
Forecasting of market opportunities 134 34.23 25 15.7? 74 .7?*
3. Calculation of market share 131 92 .39 29 17.61 6^ .72 '
4. 'arketinoinformation system 77 49.43 92 51.57 0 .16
5. Study of consumer behaviour 112 70.44 47 29.56 Of.. 57 *
6. :iroduct planning and development
>
70 44 .03 39 55 .97 ?. ?'7
7 . Distributionsystem 107 67.30 52 32.60 r . ~ y
3. Pricing policies and strategies 101 63.52 59 36.43 11.63*
Promotionalcompainn 117 73.58 42 26.42 35.3^*
1^. Sales management 90 56.60 69 43.40 2.77
Source:- Field Survey
compaion, study of consumer behaviour, distribution system
and pricino, policies and strategies* Wore than 63,52 per
cent of respondents reported poor manaoement pert ainina
to these characteristics of marketing manaoement. The other
items such as qualification of marketing personnel,
marketing information system, product planning and develooment
and sales manaoement failed to show si on if leant differences.
K-ione of the items showed significant values, positively
favourino the efficiency of management. Therefore, it c^n
be concluded that sizeable majority of respondents felt
that marketing management of the industry is very poor.
M th respect to the overall evaluation of management
efficiency table 4 ,5 shows the freouencies, percentages
^nd X* values for different areas of management.
TdfrLfi
Perception of employees reoardino the overall managerial effectiveness /
Poor Goodr " ¥ F x*-
General Manaoement ‘-an cement of Finance
anaceraent of Personnel 'manaoement of Marketing
325«3R5939
1026
51.3955.6659.0664.53
765705651564
4S.1144.3440.9435.47
2.26 70.3*? ' 52 ,17 *13“ . ?4 *
'■* ^ < .001
iorjreei- Pi eld -Survey
The table clearly demonstrates that significantly
hioher number of respondents have perceived that overall
management of the industry is ineffective. Although the
inefficiency of management is reported in all the areas of
management by majority of the respondents, but the intensity
of inefficiency recorded has been very high under the
dimensions of personnel and marketing managements. Persor^el
3nd marketing functions have been reported as poor by
SO.06 per cent and 64.53 ner cent resoondents respective!v.
These areas of management showed the highest significant
values, revealing thereby the inefficiency of manacernpnt
^ .001 ).
Thus, the analysis of the important characteristics of
■he effective management, pert ainino to different areas of
maoement (tables 4 .1 to 4 .4 ) , coupled with overall
pv.iluation (table 4 .5 ) , unfolds a grim story about the
efficiency of management of the silk industry of Kashmir, 's a
result thereof, the performance of the industry under stu'iy hashea*.
- ery poor. The ineffective management of the industry ha , not
ueen in a position to arrest the declining trend of the
industry. The oroduction and oroductivity levels are
ecreasing at an al armino rate and the industry has been
makino heavy losses every year. This leads us to the
conclusion that the inefficiency of manaqement and the
lower productivity levels are positively correlated.
Therefore, the findings lend a positive support to the
hypotheses put forth in the study that, "Inefficiency of
manaqement contributes significantly towards poor
performance of the silk industry of Kashmir",
Despite the poor performance attributed to the
ineffective manaqement, the fact remains that the man accent
of the industry does possess some positive features of
effective manaqement as well. This is quite disceinable
in respect of all functional areas as depicted in the
tables oiven in the foreqoinq paqes. Wore specifically,
in the area of General management, (table 4 .1 ) predominent
number of respondents reported efficiency of manaoement
pertainino to manaqement* s overall control (7 4 .2 1 * ) ,
awareness of constraints and corrective measures ( 9 3 . )
existence of manaqement information system (69.91'*) and
c! ?ar and unambiguous objectives (53 .46^ ). Besides, the
respondents ranqinq from 20.13 per cent to 42 .14 per cent
also arqued that the manaaement of the industry pertainlnc
to other items too was qood (table 4 .1 ) .
In a similar way, in the area of financial man aoement
as observed in table 4 ,2 manaqement pertaininq to, assionment
of finance function to qualified people, formulation of
budget, planning for capital expenditure h a s b e e n reported
good by 66,04 per cent, 67 .30 per cent and 55.35 per cent
respondents respectively. 33.33 per cent to 50 ,94 per cent
of the respondents pleaded that management pertaining to
other characteristics was also efficient. In the area of
nersonnel management efficient management pertaining to
relationship between management and workers, grievance
redressal and job analysis and job evaluation has been
reported by 66.67 per cent, 54.09 per cent and 51.57
cent respondents respectively, (table 4 .3 ) . 17.61 p*r cor-t
lo 42.77 per cent of the respondents argued that there w=>s
efficient management relating to other variable also. In
-the area of marketing management (table 4 *4 ), product
rlannino and development was reported as being efficiently
anaced, by the majority of the ^respondents (55 .97 per c«nt).
esoondents ranging from 17.61 per cent to 4 5 .2% per cent
pi pided that management relating to other items was also
oood.
The summary of the above discussion leads us to the
I Trtant conclusion that the management of the industry
under review possesses some important characteristics of
efficiency manaoement as well. Therefore, the inefficiency
of management reported by the resoondents may be the result
of some crucial inherent constraints making the management
helpless and Ineffective, With this in view an attenrot has
been made in the following section of this chapter to
identify and analyse these curcial and critical factors
which are responsible for rendering the management of the
industry ineffective and as such contributing significantly
towards the perniciously low productivity levels. To
suooort this argument, table 4 ,6 presents the overall
problem-profile of the silk industry as perceived by its
internal members (managers aid workers),
Tahl,fi..4..ȣ
Problem-profile of the Silk Industry; perceived levels of respondents / ,-Q\
’roblem‘Dimensions Ranks Frequency Percentages(W O (F) (v)
1. Shortage of raw material andits inferior quality 1 142 39.^1
oe deputation of people on top
without required experience of managing businessorganisations 4 96 60.39
' • Political interference 2 119 74. Q4
Lack of financial resourcesfor modernization 3 99 61,64
5. rnt erfcrence of unions making ^anaoement helpless in
mairtaining discipline 9 46 28.03
6. Lack of competitive environment 11 21 13.217. Over staffing 5 84 52,9 3
Profit making not perceivedas main objective 7 71 44. v*
ov e Inadequate salary & perks 9 68 47.77
10 ,Poor ouality of people employed 6 79 49.69
1 1 ,, Excessive job security 10 29 lfl.24
Source* Field Survey
The table reflects that shortage of raw material and
its inferior ouality, political interference, lack of
financial resources, deputation of people on top without
required experience of managing business organisations and
over staffing are perceived to be the primary critical
factors making the management ineffective. These factors
are ranked as 1st, 2nd, 3rd, 4th and 5th in order of th<M r
importance. All these factors except over staffing ar«
identified as crucial problems by more than 60 .00 per cent
of the respondents. Over staffino has been seen as a
crucial variable by 52.^3 per cent of the respondents. ;;>oor
ouality of people employed, profit making not perceived
as main objective, inadequate salary and perks and
interference of unions are viewed as moderate factors in
the total problem profile, they are ranked as 6th, 7th,
3tb and 9th in the order of their importance. The percentage
of respondents identifying these variables as crucial
ranoed from 29.93 per cent to 49 .69 per cent. The oth^r
" ctors viz? excessive job security and lack of competl+ive
environnent are not conceived to be critical and vital. The
percentage of respondents reportino these factors as
crucial are IS .24 per cent and 13.21 per cent respectively.
These factors are assigned considerably low importance
by the respondents*
With a view to analyse the perception of employees
in detail* the table 4 .7 given below reports the problem-
orofile of the industry under study perceived by the sample
managers and workers separately.
LflLaJLTE
Problems of Silk Industry perceived levels of ’<*anagers and ‘ orkers separately
Problem Dimensions Manaoe rs(n*31)'?*ork• rs (n == 12?)m ~ r — %— r?— ----
1. Shortaae of rawmaterial & its inferiorauality 3 23 74.19 1 119 92.97
2. Deputation of people on top without required experience of rnanaoinc business organisation 6 19 61.29 3 77 60.16
3. Political interf srence 29 93.55 2 90 70.31
4. Lack of financial resources formodernisation 2 25 80.65 4 73 57.0?
5. Interference ofunions making the management helpless in maintaining discipline 4 22 70.97 10 24 13.75
• Lack of competitive °nvi ronment 9 7 22.58 11 14 10.94
7 . v?r staffing 7 14 45.16 5 70 54.60
a. rofit making not perceived as main objective a 8 25.81 7 63 4Q. 77
9. Inadeouate salary and perks 11 2 6.45 6 66 51.56
10 .Poor nfuality of people employed 5 20 64.52 8 59 46.(39
11 .Excessive job security 10 4 12.90 9 25 19.53
r — between perception of managers & workers * 0 .555 tr t to be significant at ? <,0.Q5 should be« 0 .602
Source:- Field Survey.
The table depicts that tnanaeers have identified
political interference, lack of financial resources,
shortage of raw material and its inferior ouality,
ini erference of unions and poor quality of people employed
as the primary critical factors. These variables are
ranked as 1st, 2nd, 3rd, 4thf and 5th respectively and
i eotified as crucial factors by more than 64.00 per cent
of 'he respondants. *s aoainst this, in case of workers
sVxtsce of raw material and its inferior ouality is
o-T reived to be the most crucial factor and ranked as 1st,
fm lov:ed by political interference (2nd) deputation of
oeoole on too (3rd ), lack of financial resources (4th) ani
ov-r-r staffinq (5th), These factors are reported as crucial
h’/ no re than 54.00 per cent of sample workers. Profit mak ino,
nv: d iceived as main objective, is viewed as moderate
factor by both the qroups of respondents, "anaqers perceived
interference of unions makine the manaaement helpless in
>t=?ininc discipline as a sionificant problem and ranko'
‘ is ^th, vhileas workeis rank it as quite low ( 10th r
rs oave considerable importance to deputation of
oeo:.'l e on top without required exoerience of manaaino business
c c 'anisations and ranked it as 3rd, whileas manaoers rrTV
u s
it as 6th. Managers qave sianiflcant imoortance to ooor
quality of people employed and ranked it as 5th, whileas
workers ranked it as 8th. Inadequate salary and perks is
ranked 6th by workers, whileas manaqers rank it the lowest
(11th).
Further examination of the table 4 .7 Indicates that
both the categories of respondents perceived political
interference, shortane of raw material and its inferior
~tJality and lack of financial resources as crucial factor*.
The problems viz; excessive job security and lack of
conoetitive environment are assiqned considerably low
l-nnortance by both the cateoories of respondents. Findincs
rf the table 4 .7 show that there is a moderate decree of
similarity in the perception of manaaers and workers,
because coefficient of rank, cor rel at ion is 0 .5 5 5 . This
coefficient of rank correlation is not sionifleant at 5
ier cent level (P <£.05).
Vi endeavour have also been made here under to x> •->]v -
oroblem orofile of the industry under study across tho
resr ^ i t s job experience. Job experience has been selected
as an explanatory variable on the assumption that 1 enr+h of
service sionificantly influences the oerception of tho
employees as recards th© problem faced by the industry.
"or th# purpose of the present study, respondents have
been stratified into hich, medium and low orouos accordino
to their lenqth of service. The low group consists of
respondents having below ten years experience, the Tiedi'ri
^rouo includes respondents between 10-20 years servi ce
*nd the hich grouo comprises of respondents with more t'-.an
years of job exoorience. The results are presented in
the table 4 .3 .
The table shows that respondents belonoinq to the.
hiah proup, considers political interference, short ace o*
raw material and its inferior crualitv, lack of financi-)1
resources, poor quality of oeople employed and interference
of unions as the primary problem factors. These factors are
ranked as 1st, 2nd, 3rd, 4?th and 5th respectively. The
medium qroup considers shortage of raw material and inferior
ouality as crucial factor, followed by political
interference, poor ouality of peoole emoloyed, i n =>I
s 1 ^ry and oerks and lack of financial resources for
*-iode r i ? rtion. These factors are ranked as 1st, 2nd, 3r ' ,
4ih and 5th resoectiveiy. Profit makino not perceived a*
•nain objective and excessive job security are att cbec' i oy,-
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imoortance by both the high and medium croups. These factors
are assigned *th and 10th ranks respectively by both the
croups. However, the lower group views deoutatlon of people
on top without required experience of managinq business
oraanisatlons, as the most crucial variable, followed by
shortaqe of raw material and its inferior quality, over
staffino, lack of financial resources and political
interference. Interference of unions making the manaoement
heloless in maintaining discipline and poor quality of
oeoole employed are given considerably low importance by
the lower group.
It may be observed from the table 4 .8 that shortage
of raw materials and it* inferior quality, political
Interference and lack of financial resources are identified
as significant problems by* *11 the categories of respondents,
Profit making not perceived as main objective is assigned
secondary importance by all the categories of resDondeni s.
Interference of unions making the manaoement helpless to
maintain discipline is viewed as crurical factor by high
group, but medium and low groups assigned low importance to
it . Overstaffing is identified as crucial factor by lower
group, while as high and medium groups assigned secondary
importance to it . Poor quality of people employed Is viewed
as crucial factor by high and medium groups whileas lower
group assigned lowest place to it . Inadequate salary and
perks have been reported as crurical problem by medium group.
whileas lower and higher groups attached secondary and the
lowest importance to it respectively. Deoutatlon of oeople
on top without re<juired experience of managing business
oreanisations is considered as a critical oroblem by lower
q roup, whileas it is not assigned a high rank by the high
and medium groups. Other items like lack of competitive
environment, excessive job security are perceived to be of
low importance by all the categories of respondents. The
coefficient of rank correlation (r * 0 .645) between hich and
medium groups turns out to be significant (** <^.05). This
reveals that there is significant similarity in their
perception with regards to the problems of the industry.
However, the coefficient of rank correlation between hich
and low (r * 0 .2 9 ) and between medium and low (r * 0 .355)
groups is recorded to be insigifdeant. This reveals that
there is no significant similarity in their perception as
regards the problems faced by the industry.
The overall analysis of the problem-proflie of the
silk industry of Kashmir brings to light that shortage of
r^w material and its inferior cuality, oolitical interference,
lack of financial resources, deputation of people on top
and over staffing are the primary critical factors maklne the
management ineffective and contributing significantly
towards lower productivity level s. The shortaoe of raw
material and its inferior quality forces the management to
to declare lay offs from time to time. This Is even accented
by the manaoement of Jammu and Kashmir Industries that,
the reduced availability of raw material suffices factory
working for only eight months in a year (Jammu and Kashmir
Industries, 1989:203).
Political interference by the interested oarties h*ve
eroded the power of managerial commontly . Erosion of
managerial power forces the managers to be defensive in their
styles and aporoach, leadlno to playing safe while resoondino
to managerial challenges. Indiscipline is encouraced by
individual cases beinp taken up for redress at the political
forums without first discusslno these matters with the
manaoement. "ven the decisions of the highest authority in
management, the Board of Directors are not considered as the
final arbiters In individual cases* Political interference
by ruling parties at the instance of inefficient and undesirable
emoloyees has caused frustration In management. The situation
has so deteriorated that the autonomy of top executive deoends
mainly on his personal relationship with the ministry leadino
to a lot of sycophancy and insecurity. Therefore, man w w e n t
trios to keep political bosses in oood humour. This has
resulted into overstaffing of employees at all levels and
cadres. Aoainst a lob vacancy of one worker as many as eioht
to ten workers have been employed. Shortage of financial
resources compels the factories to use ape old machinery
installed about ninety years back, resulting into under
utilization of capacity In the factories. Deputation of
peoole on top without reguired experience of managino business
organisations makes the management ineffective. These oeoole
are not In a position to understand the oroblems of the
industry and workers. They believe just In raalntalnino the
status eruo rather than evolvina new approaches. This all
makes the management helpless and Ineffective. In a similar
way the other factors too contributes towards the helplessness
of the manaoement in one way or the other. As a consequence,
the management of the industry is not in a position to
manage effectively.
Conclusion:
Summing uo the discussion of the present chaoter it
may be concluded that the management of the industry un^er
study, as perceived by Its Internal members, operates at a
low degree of efficiency. Although the inefficiency is
reported in all the areas of management, but the degree
of inefficiency is higher in the areas of personnel and
marketing managements. However, It has been observed that
the management of the industry enjoys some oood features of
effective management as well, ftit, a number of factors
lying beyond the control of management have been strono
i^oediments, which are mainly responsible for the ineffective
functioning of the management. There are sound reasons to
believe that the manaoerlal efficiency of the industry can
definitely improve provided the bottlenecks highlighted in
this study are properly analysed and effectively eradicated.
ith this in view the chapter that follows puts forth some
important suqqestion# for making the management of the
industry effective and boosting uo the development of the
silk industry in Kashmir.
Motes and References:
1. A characteristic of effective management has been described as poor by the respondent when in his opinion it is not managed/implemented oroperly inthe silk enterprise. Besides, some questions contained the answers as yes or no. If the respondent answered majority of the questions pertaining to a particular characteristic as no, the characteritic was described as poor.
2. A characteristic of effective management has been described as good by the respondent. *#ien in his ooinion it is managed/implemented properly in the silk enterprise* Besides, some questions contained the answers as yes or no. If the respondent answered majority of questions pertaining to a particular characteristic as yes, the characteristic was described as good.
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