CHAPTER ONE - INTRODUCTION

1.1.1 Industrial Units

1.1.2 Labour Welfare

1.1.3 Industrial Committee

1.2.1 Key Concepts: Administration

1.2.2 Key Concepts: Management

1.2.3 Key Concepts: Administration & Management

1.2.4 Key Concepts: Organisational Working

1.3.1 Labour Welfare Schemes: Place of Canteens

1.3.2 Role of Canteens with reference to industrial canteens

1.3.3 Importance of the Industrial Canteens

1.4.1 Purpose of the study

1.4.2 Objectives of the study

1.4.3 Hypothesis of the study

1.4.4 Relevance of the study

1.5.1 Chapter wise outline of the study

CHAPTER ONE - INTRODUCTION

1.1.1 Industrial Units

The march of human civilization is marked by the three waves. The first wave

was that of the agricultural civilization after the periods of hunting and cattle-raising as

the main professions in which man was engaged before getting settled as a farmer

during the first wave phase of agricultural revolution. The second wave was that of the

revolution of industrial civilization which was characterized by the application of

science and technology to the production of the items required for the needs of human

life. The third wave is the recent revolution which is known as the wave of information

explosion.

India is a country that witnesses the presence of all the three waves of human

civilization at one and at the same time. There are the rural areas of this country that

still continue with the agricultural civilization as the most dominant factor. The other

dominating factor is the presence of industrial civilization in the metropolitan centre

such as Mumbai, Chennai, Kolkata and Delhi and many other places in which industrial

units are concentrated. In addition to these metros, there have sprung up other major

industrial cities such as Ahmedabad, Hyderabad, Bangalore, Coimbatore, Kochi, Surat,

Vadodara and Indore.

On account of the infrastructural facilities the industrial triangle around Mumbai

covers Pune and Nasik regions. Pune has steadily developed after independence into an

industrialized hub. Kirloskars established their oil and diesel engine units. The auto

industry has pushed up growth through the units of Bajaj Auto, Bajaj Tempo and

Kinetics. The presence of Tatas is remarkable in the automobile units like Telco.

Sandvik Asia, Atlas Copco, Alfa Laval, Forbes Marshall, Schenectady Beck, Ruston

Greaves, Thermax, Philips, Finolex, SKF Bearing, KEB Pumps, Mather Platt, BSP,

Siporex, Kalyani Forge and other major units have been established after 1950.

Recently the boom of IT units has made Pune a major IT destination. The industrial

units of the paper and pulp production have sprung up in and around Pune. A public

enterprise in the drug production was set up in the fifties at Hindustan Anti-biotic

Limited, Pimpri. Several Defence Production units such as Ammunition Factory,

Kirkee, Ordnance Factory, Dehu Road and defence research units like DRDO, ARDE,

AIT and others in and around Pune have contributed to the development of the

industrial units in the area. Railways have their workshops in this area. The industrial

zones in Pimpri-Chinchwad, Bhosari, Moshi, Chakan, Shikrapur, Sanaswadi,

Ranjangaon, Shirur, Indapur, Bhigwan, Hadapsar, Kurkumbh, Saswad, Baramati, Jejuri,

Talegaon, Lonavla, Bhor and other places in urban and rural areas around Pune have

developed this region into one of the most productive industrial areas in the country.

The automobile industry cluster and the IT parks at Hinjawadi and Kharadi have made

their mark as the globally relevant units. The concise account of the industrial units in

and around the city of Pune will definitely bring out the fact that the industrial canteens

have flourished in this region as one of the major labour welfare measures.

1.1.2 Labour Welfare

Labour welfare along with safety, health, social security is a part of social

welfare, which is a cherished ideal of all civilized countries like India. Welfare includes

the physical, social, psychological and general well-being. The concept of labour

welfare is dynamic and varies from country to country due to its value system and

social institutions.

The production of commodities on a large scale started with the help of the

newly developed machines led to the industrial revolution in Europe, beginning with

the expansion of the textile and mining industry in England. The first phase of

industrial revolution began in England and spread to France and Germany during the

period from 1750 to 1850. The second phase of industrialisation from 1850-1950

changed the work environment in the European countries, Russia, Japan and to some

extent in India too. It was after 1850 that the railway network and the post and

telegraph system started functioning in India. The textile industry in Mumbai and

Ahmedabad, the jute industry in Kolkata and the mining industry in Bihar and Orissa

mark the growth of industrialization in India. After India became independent in 1947,

the efforts of self-reliance have now made India an emerging superpower with the

highest production of milk, sugar, eggs and a remarkable contributor to the steel

production, a textile producer and an IT destination. The third phase of industrialization

began from 1950 and is still continued in the underdeveloped countries of Asia, Africa

and Latin America. One of the features of the process of industrialization is the

harmonions relationship between the employers and the employees. It was in the early

19th

century that Robert Owens demanded the basic amenities for the workers. The

early phase of industrialization was marked by the utilitarian principle of production at

the cheapest and profit at the highest rate. The portrayal of the “dark hours” and “bleak

houses” in the work places in the novels of Charles Dickens like “Hard Times”

touched the conscience of the factory owners and the welfare schemes were introduced.

The humanitarian approach and the concept of welfare state and the evolution of the

social thought have been the motivation forces of labour welfare measures.

The term labour welfare includes all those voluntary efforts of the employers to

establish living and cultural conditions for the employees beyond that which is

required by law. The term broadly includes all measures which promote the physical,

psychological and general well-being of the workers. The committee on labour welfare

(1969) defined labour welfare to include such services, facilities, and amenities as

adequate canteens, rest and recreational facilities, sanitary and medical facilities,

arrangements for travel to and from work, and for the accommodation of workers

employed at a distance from their homes and such other services, amenities, and

facilities including social security measures as contribute to improve the conditions

under which workers are employed.

[Government of India, The Report of the Committee on Labour Welfare, Vol.1,1969,

P24]

The Study Team appointed by the Government of India to examine labour

welfare activities then existing divided the entire range of these activities into three

groups, such as,

(iv) Welfare within the precincts of an establishment, medical aid, crèches,

canteens, supply of drinking water etc.

(v) Welfare outside the establishment : provision for indoor and outdoor

recreation, housing, adult education, visual instructions, etc, and

(vi) Social Security,

[Government of India: Report of the National Commission on Labour 1969,

p.112]

1.1.3 Industrial Canteens -

Welfare services are not charity to the workers but are necessary for the

organization to achieve its goals. There is a distinct relationship between welfare

measures and the workers productivity. Welfare services relate to physical and social

well-being of the employees both within and outside the organisation. Within the

organisation these include provision of medical benefits, recreational facilities, libraries,

canteens, rest rooms, etc. They may also include meals and refreshments supplied, free

of cost, or at subsidised rates to the employees. Outside the organisation, welfare

arrangements include provision of housing accommodation, education of children of

employees, sports fields, medical facilities, etc. On the whole, these services may be

categorised primarily into three types. (1) Economic (2) Recreational and (3)

Facilitative.

Economic services provide some additional economic security over and above

wages or salaries, such as, pension, life insurance, credit facilities, etc. Recreational

services include facilities for indoor and/or outdoor games, reading rooms, libraries,

radios, TV sets etc. Facilitative services are conveniences which the employees

ordinarily require such as canteens, rest rooms and lunch rooms, housing facilities,

medical facilities, washing facilities, educational facilities and leave travel concession.

One of the facilitative services in the labour welfare measures is the provision

of canteens, rest rooms and lunch rooms. Eating is naturally a very important thing for

an employee to maintain his health and efficiency. Unless proper facilities for food, tea

and rest rooms are available, wealth and consequential efficiency of the workers will go

down. Hence, almost all the factories make it a point to provide for canteens where

food can be obtained either at a fair price or at subsidised rates, similarly, lunch rooms

may be provided where workers may take their food which they bring from their homes.

Workers also need some place or shelter for taking rest during leisure hours. This is

also necessary for proper upkeep of health and efficiency.

Sections 42 to 49 of the Factories Act, 1948 contain specific provisions relating

to labour welfare, sections 42 to 45 apply to all factories irrespective of the number of

workers employed which relate to washing facilities (Sec.42) facilities for storing and

drying clothing (Sec. 43) facilities for sitting (Sec.44) and first aid appliances (Sec.45).

The section 46 is related to canteens and Sec. 47 is about shelters, rest rooms and lunch

rooms. Section 46 states that the state Government may make rules requiring that in

any specified factory wherein more than two hundred and fifty workers are ordinarily

employed, a canteen or canteens shall be provided and maintained by the occupier for

the use of the workers. Such rules may provide for: (a) the date by which such canteen

shall be opened (b) the standards in respect of construction, accommodation, furniture

and other equipments of the canteen (c) the foodstuffs to be served therein and the

charges which may be mark these for (d) the construction of a managing committee for

the canteen and representation of the workers in the managements of canteen. (dd) the

items of expenditure in running of canteens which are not to be taken into account in

fixing the cost of foodstuffs and which shall be borne by the employer. In every

factory wherein more than 150 workers are ordinarily employed, adequate and suitable

shelters of rest rooms and a suitable lunch room shall be provided and maintained. In

every factory wherein more than 30 women workers are ordinarily employed, there

shall be provided and maintained a suitable room or rooms for the use of children under

the age of 6 years of such women. In every factory wherein 500 or more workers are

ordinarily employed the occupier shall employ in the factory such number of welfare

officers as may be prescribed. The above measures which are provided for in the

Factories Act are called statutory welfare measures, over and above these, the

progressive employers may voluntarily provide for the employees additional welfare

facilities. Likewise, an employer may provide, on his own, a canteen for his employees,

even though he employs fewer than 250 employees. Such facilities are known as

voluntary welfare measures.

1.2.1 Key Concepts: Administration

The administration and management of industrial canteens is the topic being

investigated. The terms ‘administration’, ‘management’, ‘financial management’,

‘personnel management’, and ‘organisational working’ are the key concepts which

need to be put in their proper perspectives in the context of the data collected for the

investigation.

The dictionary meaning of ‘to administer’ is to control, to manage, to conduct

the affairs of an organization, to look after an organization or a trust to put something

into operation. Administration has a higher function to perform than management.

Administration is related to the software of management while management is

concerned with the hardware of management. Administration has to involve in the

process of decision making which is the initial and the most important stage in the

operation of the organization. Administration is this related to the governance of a

country and that is why the government is characterised by the iron framework of the

system of public administration such as IAS. In managing an organisation the

administrative machinery has a significant role to play which is concerned with the

decision-making related to policies and strategies. The administrative machinery

decides about the plan of action and the techniques of the implementation of the plan.

The setting up of the policies alongwith the plan of action and the decision making

abilities determine the stages which the operative component of an organisation will

pattern into action for carrying out the planned inputs to bring out the desired outputs.

Administration is in this way the core activity in the organisational set-up of any

operative system.

Administration is a co-operative human effort towards achieving some common

goals. Thus, every group activity involves administration whether it is a family, factory,

hospital, university, a government department or an industrial canteen. Whenever two

co-operative men work together to do things that neither could have done alone, the

rudiments of administration appear. The word administration is derived from the Latin

words ‘ad’ and ‘ministrare’ which means ‘to serve’. Simply speaking it means the

‘management of an affair’ or ‘looking after the people’. Administration is

fundamentally the direction of affairs. It is a purposive action and to an increasing

degree, it is informed rational and deliberate action. It is concerned with the choice of

ends, ways and means for the attainments of desired results. The three main elements of

administration are the formulation of goals, the choice of ways and means and the

direction of people in some group purpose. Administration is the sum total of planning,

organising, co-ordinating, motivating, controlling and operating work. It is thus clear

that administration is the proper organisation of men and materials to achieve desired

ends. It consists of doing the work or getting the work done by others.

1.2.2 Key Concepts-Management

Management can be defined as the art of bringing together available resources

including the abilities of different people and organising them in a scientific and

orderly manner, to achieve the desired goals of the organisation, while promoting

individual aspirations as well. In its simplest form, management is the process by which

people work together to achieve common goals. It is, however, a continuous process of

establishing objectives, putting together all available human and material resources in

the best possible manner, in an atmosphere of cooperation and goodwill.

Management is a process involving activities through which action is initiated

and resources used for achievement of a preset goal; certain basic guidelines can be

formulated by every manager to help him in the successful management of his

establishment. These guidelines are called principles of management. Some principles

which form basic guidelines for catering operations are (a) Division of work (b)

Authority and responsibility, (c) Discipline (d) Unitary command (e) Unitary direction

(f) Individual goals subordinate to establishment goals; (g) Payment of remuneration;

(h) Hierarchy; (i) Orderliness (j) Loyalty and devotion;(k) Work stability; (l) Initiative;

(m) Unity and (n) Control.

The principle of division of work is based on the concept of specialisation, and

since food production activities are each quite distinct in the skills they require, jobs are

generally divided according to abilities of staff. The idea is to make abilities more

efficient by performing each task repeatedly till production speeds up and staff gain

confidence. The principle of authority works in two ways, that which is exercised

because of position in the organisation, through the chain of command formally laid out,

and that which is attributed to a person’s intelligence, experience and the sense of value

he holds. Both types of authority complement each other. The principle of discipline

covers punctuality, courtesy, adherence to rules and regulations, obedience - all of

which are essential for smooth functioning of establishments where group activities are

involved and directed towards common goals. The application of the unitary command

principle goes a long way in establishing loyalty to the senior in command and to the

organization. It removes chances of confusion and improves communications through

better understanding of particular personalities. The principle of unitary direction

relates to the co-ordination of activities to achieve a single goal. The principle of

individual goals subordinate to establishment goals is important for the success of any

establishment, because if every individual starts working to achieve his own goals first

and then those of the establishment, there is no doubt that the organisation will have to

close down. The principle of payment or remuneration ought to be followed

scrupulously because all work must be paid for in order to motivate people to do their

best. The principle of hierarchy refers to the chain formed by staff placed at different

levels in an organisation, and corresponds to the various levels of management: line,

middle and top management. The principle of orderliness is most applicable to catering

establishments, which are constantly handling materials, heavy equipment and working

with steam and other fuels. Material orderliness is of utmost importance because

perishables need to be kept for different periods of time in raw, partly prepared and

prepared forms. Orderliness helps to avoid cross-contamination saves time looking for

materials and equipment when required and ensures safety for all concerned.

Orderliness with regard to manpower is helpful in placing people in positions so that

“the right man is in the right place at the right time” – are reflection of good

organisation. The principle of loyalty and devotion ensures atmosphere at work which

are bound to generate a unified attachment to the organisation and its interests and

goals, through development of harmonious relations at work. The principle of

minimized labour turnover creates a sense of security and confidence in people, leading

to better orientation at work. The principle of initiative is highly motivating because if

staff is allowed to suggest plans which can be followed even partly, it is highly

motivating for them. This principle helps to raise morale, develop new ideas and

increase efficiency. The principle of unity emphasizes the spirit of group work, and

helps to establish smooth communications between people, thus developing healthy

team spirit. The principle of control suggests that limiting the area of control of a

supervisor to cover the work of only five-six people having related jobs, bring about

greater efficiency. This is often referred to as the span of control. The functions of

management for any catering operation are basically the activities, which a manager

performs to get people to work harmonionsly towards organisational works. There are

basically six functions which every manager performs which are (i) planning (ii)

organising (iii) directing (iv) co-ordinating (v) controlling and (vi) evaluating. All the

functions of management are closely interlinked and no function operates in isolation,

or in a particular order or sequence. They would be performed according to the needs of

various situations, and to various extents as required. Certain functions, however, need

to be performed before others as shown in the figure below:-

Planning Organising Coordinating

Controlling

Directing

Goals

Method

Controlling

Coordinating

Men

Material

GOAL

Evaluating

However, while the basic principles and functions can be learnt or taught, the

art of managing situations comes only with experience. Besides, it is acquired to

different extents by each individual, depending on his or her ability to imbibe

confidence, develop presence of mind and trust in others. Also, developing the art of

making decisions on behalf of other people and communicating effectively with them,

using initiative and creativity as one goes along, require social and creative skills,

which come more easily to some than to others.

1.2.3 Key Concepts: Administration and Management

In the initial stage of the development of management thought, there was no

fundamental difference between administration and management. Both the terms were

used interchangeably. In 1923, the terminological conflict between the two was raised

by Oliver Sheldon when he emphasized administration as a decision making function

and management as an executive function. There are three different viewpoints about

the difference between administration and management. The first view of the American

Management thought holds that administration and management are two different terms

involving different functions. The second view of the British Management Thought

considers management is a generic term including administration and regards

administration as a narrow function. The third view finds no difference between the two

terms.

The first view considers administration as the process of thinking and the

management as the process and agency of actual operation. Administration involves the

thinking function, while management involves the doing function. Oliver Sheldon is the

exponent of this view that considers that administration is the function in organisation

concerned with the determination of policy, co-ordination of finance, production,

distribution and settlement of a complex organisation structure, whereas management

function is concerned with the execution of policy within the limit set by the

administration and the employment of organisation with particular objects before it.

The exponent of the second view is E.F.L. Brech, who considers that the

management is the generic term for the total process of executive control whereas

administration is the part of management which is connected with the installation and

carrying out of the procedures by which the progress of activities is regulated and

checked against plans. The three levels of management are the top level management

which is concerned with formulation of policy, the middle level management which is

concerned with coordination, motivation, planning and control of activities and the

lower level management which is mostly concerned with supervision and expert

decisions on technologies of operations and day-to-day activities.

The exponent of the third view is Henri Fayol who makes no distinction

between the two terms. All undertakings require planning, organisation, command, co-

ordination and control, and in order to function properly, all must observe the same

general principles.

In order to avoid controversy, management can be classified into (a)

Administrave management and (b) Operative Management, Administrative

management is concerned with the laying down of policies and preparing of plans, and

Operative management is concerned with the actual execution of the plans through the

various policies. Every manager spends a part of his time in performing administrative

management functions and the remaining time on operative management functions.

However, managers at the top level devote more time to administrative functions and

managers at the lower level are concerned more with directions, coordinating and

controlling functions of management for the accomplishment of objectives. In short,

administration is the function in the organisation concerned with the determination of

the corporate policy, but, management is the function in the organisation concerned

with the execution of policy within the limits set up by the administration. The same

can be presented in the following figure.

ADMINISTRATION

TOP LEVEL

FUNCTION

(THINKING)

MANAGAEMENT

LOWER LEVEL FUNCTION

(DOING)

The six parameters that offer some help to distinguish between Administration

and Management and their functions and features are presented in graphic format below.

S.No. Administration Management

1 It is concerned with the formation of

objectives, plans and policies

It means getting things done

through and with people

2 It is a ‘thinking’ function It is a ‘doing’ function

3 It is a top level management function It is a lower level management

function

4 Its decisions are influenced by

external factors such as social,

political, legal etc.

Its decisions are influenced by

internal factors such as values,

beliefs and opinions.

5 The term ‘administration’ is often

associated with government policies

The term ‘management’ is widely

used in the business world

6 The following are designated as

Administrators, Collectors,

Commissioners, Vice Chancellors,

Registrars, Police Officers, Income

Tax Officers, etc.

The following are usually

designated as managers, general

Manager, Managing directors,

Head of the department, Canteen

Manager etc.

1.2.4 Key Concepts : Organisational Working

The organisational working of each unit varies according to the level of

management and therefore each level uses different tools of management. The basic

tool for any establishment is the organisation chart, which shows the structure of an

organisation in terms of how the various units or departments are linked together.

The organisation chart presents the organisation structure which is the outcome

of putting people and jobs together and therefore represents the entire team involved in

the running of the establishment at both operational and management levels. The chart,

indicates activity, authority relationships which exist in the establishment. An

organisation chart can be charted out by using three types of analysis (a) activity

analysis (b) decision analysis and (c) relations analysis. Activity analysis includes

determining activities; listing according to importance and grouping inter related

unitary ones together. Decision analysis involves determining how far in the future, a

decision will show its effect, impact of decision on other activities or functions,

dependence on ethics and frequency of decisions taken. Relations analysis includes

defining manager’s role in relation to his contribution to goals and interaction with

other people.

An organisational chart tells us about the subordinate superior relationship and

the lines of decision-making authority that exists in an establishment in other words,

‘who’ reports to ‘whom’. It also establishes the existence of unitary or dual command

as the case may be, helping to correct any inconsistencies. Any organisation that has a

detailed organisation chart can be associated with a well set structure, having functions

logically arranged to achieve maximum efficiency. These formal arrangements are

based on formal leadership and methods of communication with the hope of achieving

proper co-ordination because people tend to accept their positions in the organisation as

charted out.

Organisation structures can grow in two directions, vertically and horizontally.

In vertical structured organisations the person above assigns the work to his immediate

subordinates down the line, when the length of the structure increases, for co-ordinating

the activities of the establishment, the duties get divided separately for each unit,

which results in a horizontally spread structure. An Organisation chart thus indicates

whether authority is centralised or decentralised. Structures may also be flat or tall

which indicate the span of control at each level of the establishment. Tall structures

have a shorter span of control, that is each supervisor or manager has fewer number of

people under his authority than in a flat structure.

The typical organisation structure of a canteen is presented in the figure below.

Organisation Structure of a Canteen

Within the structures of the different catering establishment, other tools required

by a food service manager for efficient management are job description, job

specification, work and time schedule, job analysis, production and service analysis

statements and budgets. Job description refers to the definition of a job in a precise

manner indicating exactly what is to be done by people who are occupying or would be

occupying a job position in an establishment. A job specification is a statement

indicating standards to be achieved for a particular job. A job specification is generally

used as a tool for selection of the right employee for a particular job. Work schedule

represents an outline of the work to be done by an employee. It is a time and activity

plan. The term job analysis clearly means analyzing jobs to know precisely what they

involve. Job analysis is sometimes referred to as, ‘task analysis’ and is a way of looking

at jobs and situations in which a number of variables are involved. Task analysis for

sandwich preparation can be as follows:

STEP ACTIVITY

1 Collecting ingredients together

2 Buttering the slices

CANTEEN MANAGER

Supervisor Cashier

Cook

Asst. Cook

Steward

Waiters

Utility Workers

Helpers

(Cleaning)

3 Preparing the filling

4 Spreading filling between slices and pressing them together

5 Wrapping in damp cloth and keeping refrigerated till required for service

6 Removing from refrigerator and trimming slices

7 Cutting and shaping the sandwiches

8 Arranging on service plate or packing in portions as required and sending for

service.

Statements indicating the quantities or positions of food produced, served and

left over each day act as tools for forecasting customer demand patterns over a

particular period of time. The type of records are production records, sales charts,

records of stocks and leftovers over a specified period, menu records and standard

costing sheets.

A budget is a projected plan for the operation of a business. Budgets are of

different kinds and are classified according to the use for which they are intended and

designed in various establishments such as Capital Budgets and Operating Budgets like

Sales Budget, Labour Cost Budget, Overhead Cost Budget, Office and administration

Budget, Maintenance Budget and Food and materials Budget.

In addition to these concrete tools of management, there are some indispensable

subtle tools for managing people and making them bring out their best for the

organisation. These tools are leadership style, training, decision-making,

communication, and management of resources such as money, space, materials-food

materials, cleaning materials, table ware-equipment, staff, time, energy and procedures

or methods of performing tasks. It is clear therefore that effective utilization of

resources is simply a matter of good planning organisation and control-in short that is

effective management.

1.3.1 Labour Welfare Schemes: Place of Canteens

The labour welfare schemes constitute the schemes of social welfare. Though

the utilitarian approach of cheapest rates of production and highest rates of marketing

was prevalent during the early stages of industrialization, the humanitarian approach

was introduced in due course. This approach treated the workers in the industrial sector

as human beings and therefore continuously the attitude of welfare of the workers was

being adapted in the industries. The humanitarian approach first of all concentrated on

the safety of the workers in the area of the industrial processing. It is evident that the

feature of safety is the most important as for as the welfare schemes are concerned. One

of the first safety measures in the early phase of industrial evolution was the invention

of Davy’s Lamp. There have been many changes in the safety measures in the

industrial premises since then but even in the present times, the safety measures do

occupy a significant place in welfare schemes. To maintain safety in the industrial

premises has become obligatory these days. Even the pollution control measures are

being enforced these days in all the industrial units.

The social security measures have become quite significant in the labour

welfare schemes. There are many industrial units which have started implementing the

triple benefit schemes such as pension, provident fund and gratuity. Every permanent

worker in the industrial unit is entitled to get the benefit of provident fund deductions

and there are contributory provident fund schemes. The notion of deferred payment in

the form of bonus is almost universally accepted in the industrial sector. There are

provisions of payments of different types of allowances such as Housing Allowance,

Conveyance Allowance, Local Area Allowance, and other fringe benefits. The supply

of uniforms, shoes, gloves, gumboots, raincoats, umbrellas, caps and other commodities

is also made as a labour welfare measure. The safety and social security measures are

the obligatory labour welfare measures in industries.

In addition to the safety and social security measures, the facilities which are

provided by the industrial units are the facilitative measures in the labour welfare

schemes. The provision of canteens, rest rooms, lunch rooms, crèches and recreational

facilities is made in accordance with the policy of industrial units. It is obligatory for

the industrial units that have 250 or more employees to make a provision of the

industrial canteen. The canteen is maintained and subsidised food is made available in

some industrial units. The place of industrial canteens is thus an integral part of the

labour welfare schemes being implemented in the industrial belt in and around the city

of Pune.

1.3.2 Role of Canteens with reference to industrial canteens

Religion, tradition and culture bring people together in large numbers to

celebrate festivals, and enjoy special occasions like marriages, births which involve

eating together. The traditional mass distribution of food in temples and gurudwaras,

the breaking of fast together during Ramazan and feasting in Christmas are occasions

of large scale food preparation and service. Tradition and culture dictate that every

occasion, should be marked by festivity. Even in bereavement it is traditional to feed

the sympathisers. The development of catering establishments has closely followed the

changes in living, working and eating habits of people, the significant developments in

various spheres such as education, transportation, industrialisation, health care, welfare,

trade and commerce.

In the sphere of education more and more students are living away from home

in hostels which cater to large groups. This has given rise to contract catering and a

growth of canteens and fast food outlets in the vicinity of educational institutions. The

literacy for all campaign has generated a need for facilities providing mid-day meals or

snacks in schools.

The development of highways and improvements in the mode of transportation

has established a variety of roadside eating and living places. These range from the

vending on wheels, coffee shops, snacks bars, dhabas, and hotels to motels. An increase

in air and rail travel has enhanced flight and railway catering services. The gradual

shrinking of the size of homes and the increase in the employment opportunities to men

and women made demands for facilities to entertain outside the home. The catering

establishments extended their services to provide package deals to people in the form of

arrangements for parties, celebrations and festivities.

Health, medical care and welfare schemes have increased. These gave rise to

more and more hospitals, clinics, old age homes and children and family welfare

centres. It became necessary to operate in these places catering facilities for patients,

staff and visitors. National and international co-operation in the fields of trade,

commerce, education and sports have led to a spurt in conference catering and group

living and feeding facilities.

Industrialisation brought in its wake the need to feed the labour force in

factories. This led to the development of industrial canteens. Office goers too needed

lunch room facilities and so office canteens appeared on the scene. These facilities have

taken different forms, extending from soft drinks, snacks and platter lunch services, to

provisions of hot and cold complete meals in tiffin boxes, and trays delivered to

customers on order.

The various categories of food service establishment such as snack and drink

bars, speciality restaurants, take home canters, mobile and leisure eating and formal

dining establishment grew as a matter of convenience at the places of work or residence.

These were generally meant to be low or no profit making in their approach. The types

of catering facilities are varied and their number is constantly increasing. Even then, the

need to focus on relatively small establishment, in terms of providing planned

operations is great. Establishments feeding from 50 to 250 people and more per day

need to be looked into, in order to ensure a fair deal to the customers in terms of health

satisfaction and enjoyment of food. It is with this view that the present study seeks to

emphasize the importance of organising, supervising and controlling the quality of food

and service in industrial canteens and lunchrooms.

1.3.3 Importance of the Industrial Canteens

Industrial canteens serve the labour force employed in the industrial units.

Though it is obligatory to provide the canteen facility in only those industrial units in

which 250 or more employees are ordinarily working, it is observed that the industrial

units having the labour force of less than 250 employees have also provided voluntarily

the canteen facility. An industrial canteen is a place where the employees come for the

refreshing of their mood. The satisfaction of the employees in the canteen motivates

them to put in their best in their work place. It is often said that the work environment

of an industrial unit and also the peace in that unit is completely dependent on the

atmosphere maintained and the food served in the canteen of that particular industrial

unit. It is the place where the workers are psychologically relaxed, physically well-fed

and energetically charged. The lunch hour is anxiously awaited during the pre-lunch

session and the lunch hour is pleasantly remembered and relished during the post-lunch

session at the work place. The food in the canteen nourishes the body and the friendly

chatting, the jokes and the laughter in the dining room strengthens the mind. It was said

in the past that the armies move on the well-fed bellies, in the present times, the same

can be said in respect of the industries that the factories work well if the bellies of their

workers are well-fed. The physical satiation with quality food service directly

influences the work culture of an industrial unit. The quality of production or the

service in the production or service industries is proportionately linked with the quality

and service of food in the canteen of the industrial unit.

It was believed in the past that any industry prospers if the land use, equipment,

capital, manpower and process of production are suitably organised with due control,

but in addition to the management of site, resources, capital, workforce, production and

sales, the management of welfare activities has become equally vital for the smooth

running and the prosperous growth of an industrial unit. In the management of welfare

activities, the safety and social security aspects are as significant as the facilitative

welfare measures. In the facilitative measures, there are certain facilities that are related

to the recreational facilities and there are certain physical facilities such as lunch rooms,

rest rooms, crèches for children of employees and canteens. The provision of canteen

facility is thus that facility which is concerned with the entire labour force in the

industrial unit. ‘Better Working conditions lead to better productivity’ is the principle

that has been universally acknowledged by all those who are concerned with the setting

up and running an industrial unit. It is not just the best working conditions that are

sufficient now but the best working facilities like steaming hot food which is

hygienically prepared and which is promptly served to the heart’s satisfaction to the

workers. Considering the significance of the physical satisfaction, psychological

relaxation and mental refreshment that is given to the employees in the industrial unit to

maintain its work culture, work environment and industrial peace through the industrial

canteens, it is proposed to undertake a sample survey of the industrial canteens in and

around the city of Pune.

1.4.1 Purpose of the Study

The work culture, the work environment and the peaceful atmosphere of an

industrial unit depends on the quality, quantity and service of food in the industrial

canteen of that unit. An industrial canteen is an integral part of the industrial unit. It is

an cobligatory provision to be made in an industrial unit in which 250 or more workers

are ordinarily employed. In units in which less that 250 employees are working, the

facility of industrial canteen is made available on voluntary basis by many industrial

units. There are canteens which are run in three shifts during the span of 24 hours. Most

of the industrial canteens give food in the format of standardised meals, with or without

snacks and beverages. The working hours of many canteens necessarily cover the

period of 14 hours from six in the morning to eight in the night. There are industrial

units in which a single unit industrial canteen is run but in large industrial units in

which 250 or more employees work multiple unit canteens are run. Each industrial

canteen varies according to the size of its industrial unit. There is a lot of variety in the

nature and functioning of industrial canteens as the size, number of workers, number of

canteen staff, the items to be prepared, the timings, the management patterns, and the

infrastructural facilities differ from canteen to canteen. The broad classification of the

industrial canteens under investigation is attempted on grounds of location and the

number of shifts and units and the manner of management of canteens. The single unit

urban canteens, the multiple unit urban canteens, the departmental canteens and the

rural canteens are the four major groups of the industrial canteens under investigation.

The purpose of the present investigatory survey project is to attempt a study of

the industrial canteens which have responded by giving answers to the 50-Question

Questionnaire specially designed for the investigatory survey. The study is attempted

with an intention to find out the set up of administration and the procedures of

management in the industrial canteens which have responded to the Questionnaire. The

main purpose of the study can be stated as given below.

7) To attempt a study of the administrative set-up of the industrial

canteens under investigation,

8) To attempt a study of the financial management & of the industrial

canteens surveyed,

9) To attempt a study of the personnel management of the industrial

canteens surveyed,

10) To attempt a study of organisational working of the industrial

canteens investigated,

11) To attempt a comparative analysis of the area-wise and category-wise

types of the industrial canteens under study and

12) To attempt to find out the problems facing the industrial canteens

under study and to recommend the possible solutions.

1.4.2 Objectives of the Study

The smooth functioning of an industrial unit depends on the smooth running of

its industrial canteen. The industrial canteen of a unit is the centre of the physical

nourishment, mental refreshment and psychological development of its workforce. It

gives physical energy and psychological strength to the labour force to enhance

productivity and to improve the quality of work. An efficiently administered and

properly managed industrial canteen affects the strength, stability and stamina of the

employees to concentrate on their work in their work place. The higher function of

framing of the policies and delivering the guidelines is carried out by the administrators

of the industrial canteen. The nature of administration of the industrial canteens needs

to be studied carefully to understand the proper functioning of the industrial canteens.

The executive and operative functions of running an industrial canteen are performed

by the managerial staff engaged for the purpose. The space management, the equipment

management, the food management, the financial management, the personnel

management and the disposal and safety management are the major activities that the

canteen management is required to perform appropriately. The main features of these

major activities of management of canteens are required to be investigated to

understand how to manage and maintain industrial canteens successfully to the

satisfaction of all concerned. The area-wise and category-wise types of industrial

canteens are being surveyed and their broad features need to be studied in the present

investigatory survey. The detailed objectives of the present investigatory study can be

listed as given below:

9) to study the administrative set-up of the industrial canteens being surveyed with

reference to the responses given to the 50 Question Questionnaire,

10) to study the procedures of management of the industrial canteens being surveyed,

11) to study the financial management of the industrial canteens under survey,

12) to study the personnel management of the industrial canteens under study,

13) to study the food management of the industrial canteens under study,

14) to study the main heads of expenditure incurred in the industrial canteens under

investigation,

15) to study the scope of career opportunities in the industrial canteens on the basis of

the responses from the industrial canteens under study, and,

16) to study the problems faced by the industrial canteens surveyed and to make

suitable recommendations.

These objectives of this study will have to be attained within the context of the

responses given to the Questionnaire, designed to collect the necessary data from the

units of the industrial canteens. These objectives will give due direction to the study

being conducted.

1.4.3 Hypotheses of the Study

The present research study attempts to investigate the nature of the

administrative set up and the procedures of management which are reflected in the

responses given by the industrial canteens to the 50-Question Questionnaire specially

designed for the analytical and interpretative investigation of the industrial canteens in

and around the city of Pune. These responses have been the basis of the compilation of

data related to the industrial canteens that responded and answered the questions. The

data compiled can be grouped into the four major areas of the present investigation.

The administrative machinery is engaged in the framing of policies, strategies and

guidelines for the smooth functioning of industrial canteens. The study of the

administration of the industrial canteens is the focus of the present investigatory survey.

The present research study has another focus to attend and that is concerned with the

industrial canteen management. The industrial canteen management is further

categorised as the financial management of the industrial canteens and the personnel

management of the industrial canteens. Another area is the system of the organisational

structure of the industrial canteens chosen for investigation. The smooth and

satisfactory functioning of the industrial canteens thus depends on the administrative

set-up, efficient financial management, effective personnel management and systematic

organisational working.

The same can be stated in the five hypotheses of the present research study

based on the responses given to the 50-Question Questionnaire which is specially

designed to attempt a sample survey of the industrial canteens in and around the city of

Pune. The validation of the five hypotheses will be attempted through the interpretation

and analysis of the data compiled. The five hypotheses are stated below.

1. The smooth and satisfactory functioning of the industrial canteens

DEPENDS/DOES NOT DEPEND

on the efficient administrative set-up of these canteens.

2. The smooth and satisfactory functioning of the industrial canteens

DEPENDS/DOES NOT DEPEND

on the effective financial management of these canteens.

3. The smooth and satisfactory functioning of the industrial canteens

DEPENDS/DOES NOT DEPEND

on the disciplined personnel management of these canteens.

4. The smooth and satisfactory functioning of the industrial canteens

DEPENDS/DOES NOT DEPEND

on the systematic organisational working of these canteens.

5. The smooth and satisfactory functioning of the industrial canteens

AFFECTS/DOES NOT AFFECT

the smooth and satisfactory and efficient functioning of the industrial units of

these canteens.

1.4.4 Relevance of the Study

The present research study is an attempt to investigate, interpret and analyse the

working of industrial canteens in the industrial belt in and around the city of Pune. The

data is collected through the responses to the 50-Question Questionnaire the researcher

has specially designed for the analytical survey of the industrial canteens. The data is

collected through the answers given to the 50 questions which were put to collect

information about the administration and management of industrial canteens. The

administration of canteens in the industrial units is a network of policy, planning and

execution of plans of the functioning of these catering establishments. The financial

management is concerned with the purchasing, producing, serving, storing and

marketing of the items prepared in the industrial canteens under study. The canteen

staff of cooks, stewards, waiters, utility workers, helpers and others run the industrial

canteens and the personnel management of these industrial canteens is an area that is

being investigated in the present study. The organisational structure of the industrial

canteens is being studied in the present investigatory survey. The study of industrial

canteens and the study of their administrative set-up, their financial and personnel

managements, and their organisational structures is relevant in the context of the labour

welfare schemes in the industrial units in and around Pune city.

The relevance of the present study is in its attempt to undertake an investigatory

survey of a topic related with industrialisation in India. A specific industrialised area is

chosen and one of the aspects of an industrial unit such as the industrial canteen is

being investigated. Such a research investigation has not been attempted before and this

is the first-ever research study of this kind. The study will be relevant as it will pinpoint

the problems or the difficulties faced in the smooth functioning of the industrial

canteens. The problems of satisfying the tastes of all customers, time management, staff

management and capital utilization are pinpointed. On the basis of the information

collected from the responses to the questions, the problems have been identified and an

attempt is made to find out the possible solutions to the problems and difficulties. The

study is relevant in the sense that the findings at the micro level are applicable at the

macro level too. The universal applicability of the findings will transform the study of a

small industrial area into a study of industrial canteens in general in any area. The

relevance of the study lies in the fact that it is a topic concerned with the contemporary

period. The contemporaneity, the universality, and the uniqueness of the topic chosen

for the research investigatory survey is what has made it a relevant research study of

industrial canteens in and around Pune city.

1.5.1 Chapter-wise Outline of the Study

The data collected for the present research study is the compilation of

information based on the responses given to answer the questions contained in the 50-

Question Questionnaire by the representatives of the industrial canteens in the

industrial units of the rural and urban areas in and around the city of Pune. The

presentation of this data and its analysis is followed by the concluding remarks in the

last chapter. The structural pattern of the present research study leads to the data

presentation and the conclusions of the study after the initial portions of this research

work. The study is divided into seven chapters. The methodology of a systematic

research project is followed in the preparation and the presentation of this dissertation.

The first chapter begins with Introduction which is sub-divided in five sections in

which the first is the introductory section; the second is the explanation of the key

concepts of the research work. The topic of research is concerned with industrial

canteens which are introduced in the third sub-section. The topic of research is

introduced outlining its purpose, objectives, hypotheses and relevance in the next sub-

section and the last sub-section which is the present sub-section that offers the chapter-

wise outline of the study. The second chapter offers the features of research

methodology adopted for the present study including the method of data collection and

the review of past literature. The third chapter presents the topic of research that is the

industrial canteens. The fourth chapter gives information about the rules and

regulations regarding industrial canteens. The fifth chapter deals with the departmental

canteens and their broad features. The sixth chapter is of analysis and interpretation of

data. It takes up the aspects of administration, personnel management, financial

management and organisational working of the industrial canteens. It then offers

comparative and interpretative analysis of the data presented. The seventh chapter

presents concluding remarks which record the findings of the study with the validation

of the hypotheses, the summary of conclusions, the recommendations and the

suggestions for improvement. The last sub-section of the last chapter offers a brief list

of areas for further research. The chapter-wise outline of the present research study is

given below:

Chapter 1: INTRODUCTION

Chapter 2: RESEARCH METHODOLOGY

Chapter 3: INDUSTRIAL CANTEENS

Chapter 4: RULES AND REGULATIONS

Chapter 5: DEPARTMENTAL CANTEENS

Chapter 6: ANALYSIS AND INTERPRETATION OF DATA

Chapter 7: CONCLUDING REMARKS

The outline of the chapters brings out the fact that the first two chapters present

the background of the research topic and the middle three chapters give information

about the industrial canteens and the last two chapters are devoted to the presentation of

data and concluding remarks. The study contains Annexure I of specimen

Questionnaire and Annexure II which lists the Industrial Units selected for survey in

the present study. The study is concluded with the Bibliography.

CHAPTER TWO: RESEARCH METHODOLOGY

2.1.1 Introduction of Methodology

2.2.1 Nomenclature

2.3.1 Method of Data Collection

2.3.2 Coverage of the study

2.3.3 Period of the study

2.3.4 Limitations of the study