TABLE OF CONTENTS

CHAPTER TITLE PAGE NO.

1 INTRODUCTION 2
 INTRODUCTION 3
2 INDUSTRIAL PROFILE&COMPANY 5
PROFILE
 INDUSTRIAL PROFILE 6
8
 COMPANY PROFILE
3 RESERCH METHODOLOGY 9

4 DATA ANALIYSIS 11

5 FINDINGS,SUGGESTIONS&CONCLUSION 17
 FINDINGS 18
 SUGGESTIONS 18
 CONCLUSION 19
BIBLOGRAPHY 21

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 CHAPTER 1
INTRODUCTION

INTRODUCTION

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 Organizations are made up of people and function through people. Without people
organizations cannot exist. The resources of men, money, materials and machinery are
collected, coordinated and utilized through people. These resources by themselves cannot
fulfill the objectives of an organization. They need to be united into a team. It is through the
combined efforts of people that material and monetary resources are effectively utilized for
the attainment of common objectives. Without united human efforts, no organization can
achieve its goals.
Organizations are made up of individuals that exercise greater or lesser degrees of
power. Sometimes, authority stems from a person’s title in the organization, or from
specialized knowledge and expertise. Others may exercise power through interpersonal
relationship or the force of their personality and still others gain influence through an ability
to grant access to important resources. Almost every author who writes about power defines
it differently. The famous pioneering sociologist Max Weber defines power as “The
probability that one actor within a social relationship will be in a position to carry out his own
will despite resistance”. Power is the ability to act or produce a change in the way one
desires; empowerment is the facilitation of this power. Empowerment can simply be defined
as the gaining of power. There are mainly two types of power formal and personal power.
Formal power is based on the individual’s position in an organization and the personal power
is comes from an individual’s unique characteristics. Different types of powers are
Coercive Power
A person able to punish others for not following orders has coercive power. Coercive power
is most effective when it is used sparingly and strategically in certain instances, such as the
threat of termination to an employee sexually harassing a coworker. When coercive power is
utilized on a regular basis, however, fear and dysfunction can result. Because coercive power
relies on the threat of something negative and highlights an employee’s subordinate position
in the organization, consistently coerced employees often grow to resent their managers at the
cost of job satisfaction and motivation. Employees in fear of punishment may refuse to work
on duties not stated in their contract, often resist collaboration or offering their opinion, and
tend to avoid their manager.

Reward Power
Reward power comes from the ability to give rewards to other employees. Rewards are not
always monetary, such as improved work hours and words of praise. When rewards are given

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strategically, they can be strong motivators. When rewards are given too often or
haphazardly, however, they can have a negative impact such that employees may start to
focus on achieving rewards more so than performing the work at hand.
Legitimate Power
Legitimate power comes when employees believe a person can give orders based on his
position within the organization, such as when a manager orders staff members to complete a
task and they comply because the orders came from their superior. Power based on position is
not always effective as it’s based on a title rather than respect. Ultimately, a lack of
collaboration can result.
Expert Power
The greater a person’s knowledge or specialized skill set, the greater her potential for expert
power. People gain power based on the perception of their greater knowledge of the task at
hand than other employees. In several cases, employees with expert power are outranked by
others. Technology experts are typically in this situation. For example, if the CEO’s computer
is not running properly, the CEO will likely listen to what the computer repair person
recommends should be done to fix the problem. As information is shared and more
employees gain the same knowledge or skills, expert power tends to diminish over time.
Referent Power
People who are liked, respected and whom other employees desire to emulate have referent
power. Supervisors who lead by example, treat employees with respect, seek their
collaboration and gain the trust of their employees possess referent power. This power often
takes time to develop and may not be an effective means of power in organizations with
numerous short-term employees or a high turn-over rate.

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 CHAPTER 2
INDUSTRIAL PROFILE & COMPANY
PROFILE

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 INDUSTRIAL PROFILE
The textile industry is primarily concerned with the design, production and
distribution of yarn, cloth and clothing. The raw material may be natural or synthetic using
products of the chemical industry. The textile industry is among the oldest and the largest
manufacturing industries in India. It is more than a couple of centuries old and occupies a
dominant position in India’s industrial structure. The textile industry occupies a unique place
in the economy of the country by virtue of its contribution to the industrial output,
employment generation and foreign exchange earnings. It has been the “mother industry” of
the country and it has been an engine of economic growth. By its unique place of importance,
the textile industry in India is positioned to sub serve important socio-economic goals. The
origin of the textile mill dates back to 1818 when the first cotton mill was established at Fort
Gloster near Calcutta. The industry has come a long way and has grown phenomenally, many
a time against heavy odds. The industry today has grown to become the second biggest in the
world.

The Indian textile industry is one of the largest in the world with a massive raw material and
textiles manufacturing base. Our economy is largely dependent on the textile manufacturing
and trade in addition to other major industries. About 27% of the foreign exchange earnings
are on account of export of textiles and clothing alone. The textiles and clothing sector
contributes about 14% to the industrial production and 3% to the gross domestic product of
the country. Around 8% of the total excise revenue collection is contributed by the textile
industry. So much so, the textile industry accounts for as large as 21% of the total
employment generated in the economy. Around 35 million people are directly employed in
the textile manufacturing activities. Indirect employment including the manpower engaged in
agricultural based raw-material production like cotton and related trade and handling could be
stated to be around another 60 million.

A textile is the largest single industry in India (and amongst the biggest in the world),
accounting for about 20% of the total industrial production. It provides direct employment to
around 20 million people. Textile and clothing exports account for one-third of the total value
of exports from the country. There are 1,227 textile mills with a spinning capacity of about 29
million spindles. While yarn is mostly produced in the mills, fabrics are produced in the
power loom and handloom sectors as well. The Indian textile industry continues to be

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predominantly based on cotton, with about 65% of raw materials consumed being cotton. The
yearly output of cotton cloth was about 12.8 billion m (about 42 billion ft). The manufacture
of jute products (1.1 million metric tons) ranks next in importance to cotton weaving. Textile
is one of India’s oldest industries and has a formidable presence in the national economy in as
much as it contributes to about 14 per cent of manufacturing value-addition, accounts for
around one-third of our gross export earnings and provides gainful employment to millions of
people. They include cotton and jute growers, artisans and weavers who are engaged in the
organized as well as decentralized and household sectors spread across the entire country

The Kerala textile industry ranks second among the traditional

industries of the state in them of providing employment. Spinning is the largest sector in the
textiles industry in Kerala. There are 17500 weavers in Kerala, including the co-operative and
private sector. The handloom industry of Thiruvananthapuram and Kannur and in some parts
of Kozhikode, Palakkad, Trissur, Ernakulum, Kollam, Kasaragod and employees about
100000 people. Kerala has 58400 handlooms and 5500 pow looms. Around 94% of the total
numbers of looms are under the cooperative sector, the rest being under industrial
entrepreneurs. The overall production of handloom cloth by handloom industry of Kerala was
25.55 million meters in 2010-2011, valued at US$ 40. OO million

COMPANY PROFILE

LAMIYA SILKS, KUNNAMKULAM

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Lamiya silk is one of the best textile groups in Kerala. The first textiles showroom of Lamiya
silks was started in 1986 at moonnupeedika, Trissur district, Kerala. They are doing textiles
business for last 25 years. They are dealing with the trading of readymade garments, textiles
and cosmetics items. Their showroom with 1500 to 2000 square feet space each, which are
located at various district of Kerala state. They have achieved this milestone by providing
excellent services and product quality. Their main motto is supplying quality and branded
items with lowest price according to the satisfaction of their customers.They have 14 large
retailer’s textiles showroom in Kerala. Those are situated in palarivattam, monnupeedika
Calicut, thripayar, Thrissur, tirur and Malappuram. 14th showroom of Lamiya silks was
started at kunnamangalam, Calicut. One of the branches of Lamiya silks in kunnamkulam
was established on 9th AUG 2012.there are more than 100 employees working in this shop
and more than 500 in whole Kerala. Most of their customers are from Malappuram, Thrissur,
Ernakulum, Calicut and Palakkad district of Kerala states.

Lamiya silks have earned a phenomenal success in the world of textiles. They further
strive to acquire distinction in the textile industries by attaining the position of a market
leader. They also look forward to establish standards of quality and adopt modern strategies
in order to make their way to the summit

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 CHAPTER 3

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
Research means a search for facts-answers to questions and solutions to problems. I t
is purposive investigation. A research can be defined as a scientific and systematic search for
pertinent information on specified topic. The data collected for analyses is in primary manner
from LAMIYA SILKS, KUNNAMKULAM. This study is done by conducting a survey with
the employees.

SAMPLE SIZE

In this study 10 respondents are used for collecting data.

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OBJECTIVES OF THE STUDY

 The project aims at understanding the influence of power in managing employees in

Lamiya Silk textiles.

SOURCE OF DATA COLLECTION

PRIMARY DATA

For this purpose I met Mr.Jabar manager of Lamiya Silks, Kunnamkulam and also
collect required data from employees through the survey structured questionnaire.

SECONDARY DATA

These are the data that have already been passed through the statistical process.
Secondary data for this study was collected to a small extent going through brochures, files,
etc. Various documents, journals, articles and reports were reviewed.

TOOLS FOR DATA ANALYSES AND INTERPRETATION

A. Statistical tool
 Simple percentage method
B. Presentation tool
 Graph
 Tabulation

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 CHAPTER 4
DATA ANALYSIS & INTERPRETATION

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 DATA ANALYSIS
1. Do you regularly receive constructive performance feedback from manager?
Options Number Percentage
Regularly 0 0
Periodically 7 70
NO Feedback 3 30
Total 10 100

70

60

50

40
70% Percentage
30

20
30%
10

0 0%
Regularly Periodically No Feedback

Interpretation

It is understood that 70% of the employees will get feedback periodically from
manager based on the performance or tasks done by the employees.30% of the employees
does not get any feedback from the manager. There is no regular feedback but manager
periodically evaluate the performances and gave feedback to the employees. This result
shows that the manager does use his expert power in letting the employees know their
work.

2. Is your manager responsive to your ideas, requests and suggestions?

Options Number Percentage

YES 8 80
NO 2 20
Total 10 100

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 20%

YES
NO
80%

Interpretation

Here it is clearly understood that the suggestions and ideas by the employees are considered
by the manager. The manager has legitimate power to take decisions and gave orders but here
he only uses it when it required.

3. Do you feel like manager respect employees here?

Options Number Percentage

YES 9 90
NO 1 10
Total 10 100
100%
90
80
70
60
50
Percentage
40
30
20
0%
10
0
YES NO

Interpretation

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 From the above information it understood that the there is a good relationship is
maintained by the manager and the employees. The manager respect, seek their
collaboration and gain the trust of their employees possess referent power.

4. Does your manager keeps well informed about what is going on in the organization?

Options Number Percentage

YES 8 80
NO 2 20
Total 10 100

80
70
60
50
40 80% Percentage
30
20
10 20%

0
YES NO

Interpretation

From the above information it understood that the manager will well informed about the
things done in the organization before it happening. That is the employees have the power to
knowing what is happening in the organization.

5. Do you have freedom to decide how to do job?

Options Number Percentage

YES 8 80
NO 0 0
Sometimes 2 20
Total 10 100

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 Percentage

Sometimes 20%

Percentage
NO 0%

YES 80%

0 20 40 60 80 100

Interpretation

From the above graph, it is understand that 8% of the employees have the freedom to
decide on their own how get their work done.20% of the employees have not the right to
done their job in their own way.

8. If you made a mistake what is the action against it?

Options Numbers Percentage

Warning 7 170
Suspension 2 20
Dismissal 1 10
No Action 0 0
Total 10 100

70
60
50
40 70% Percentage
30
20
10 20%
10%
0 0%
Warning Suspension Dismissal No action

Interpretation

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From the information give above it is clearly understood that the manager have the power to
punish the employees for their mistakes .The manager use his coercive power begin with a
warning , for repeated mistakes Suspension and end up with dismissal. Hence the manager
does use his coercive power adequately.

6. What kind of reward is provided for your excellent works?

Options Numbers Percentage

Increase in pay 6 60
Promotions 1 10
Other benefits 3 30
Total 10 100

Percentage

30%

Increase in pay
Promotions
Other benefits
60%
10%

Interpretation

The management gave reward to the employees who showing dedication and excellence in
their work. The manager will give medical as well as festival benefits for the good
performance of employees. Growing reward power is shown in the organization.

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 CHAPTER 5
FINDINGS, SUGGESTIONS & CONCLUSION

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 FINDINGS

 The manager periodically gave feedback to the employees in their work but not in full
fledge.
 The employee’s suggestions and ideas are considered by the manager and also he use
fewer legitimate power on them.
 The manager respect, seek their collaboration and gain the trust of their employees
possess high referent power.
 The manager well informs the employees about future things happening in the
company and increase the involvement of them and showing their power to knowing
the things happening in the company.
 Employees are given the freedom to decide on their own how get their work done.
 The manager uses his coercive power correctly for punishing employees for their
mistakes.
 The manager use reward power for the employees for their good performance mainly
by increasing pay and giving other benefits rather than promotions.

SUGGESTIONS

 Fully fledged usage of knowledge of the manager in helping and giving feedback to
the employees increase their performance relationship with the manager and improve
manager’s expert power.
 They consider all the ideas and suggestions from the employees and he only apply
only which are good for the company will increase his legitimate power and by
considering all the ideas from the employees help manager to influence them.
 Maintaining a good relationship between the co-workers and between the manager
and the employees will make good working environment which cause maximum
performance of the employees and yield rewards. The manager increases their referent
power by giving more respect and building trust between the employees.
 The company can work on providing non-monetary benefits like medicines,
insurances, festival benefits, insurance rather than the increase in pay or promotions
.The rewards can influence the employees and feel them secure.

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  By controlling the freedom to decide for them self on how to get their work done will
make a little increase the legitimate power of manager and resulting controlled
working environment.
 The manager can increase their referent power by giving respect to employees,
communicating and interacting with employees and giving regular feedback to
employees and also helping them by instructions.
 Mainly the punishment of the employees is end up with small warning so it causes the
repetition of the mistake again and again. Punishing the employees by decrease in
pay, giving overtime works, reducing their benefits and giving lesser leaves will make
them more serious about their mistakes.

CONCLUSION
The power and bases of leadership is the day to day needs of human beings, and what I found
while doing this project is that leadership isn’t something god gifted. They make them self to
become a good leader. The one who has the desire to become a good leader should work on
it, give effort, gain knowledge, and practically do some research so that he or she could lead
others. The leader should have the quality to motivate others make himself the brand image
so people follow him or her. It is not the easy task to lead a country or a followers the
courage should be build on him/her so that he/she could utilize the power of the leader.
He/she should have decision making abilities and he/she should take the decision which will
give them fame. Influence can be considered as the means which power and authority are
transacted. Power is defined in terms of potential or capacity for action and authority refers to
the situational mediators or organizational of power. These combinations will determine the
perceptions and resources that establish social interaction. Although influence is determined
by power and authority but they are not identical because influence refers to the process
whereby power is exercised and authority is legitimated. Influence translates the potential of
power authority into the realization action of leadership.

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 CHAPTER 6
BIBLIOGRAPHY

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 BIBLIOGRAPHY

BOOKS

 Frend Luthans. Organizational behavior

 Stephan P.Robbins, Timothy A. Judge and Neharika Vohra.
Organizational behavior
 John W.Newstrom and Keith Davis. Organizational behavior human
behavior at work

WEBSITE

 www.google.com
 www.wikipedia.com
 www.managementhelp.org.com
 www.hrworld.com

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