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AEREN
FOUNDATION’S Maharashtra Govt. Reg.
No.: F-11724
Case Study Project
Total
Marks: 80
SUBJECT: INDUSTRIAL MANAGEMENT
N. B.: 1)Attempt any Four Questions
2)All questions carries equal marks.
Case Study 1
-- Trade Unions in the TNC
Supply Chain and their relationship with the CSRMovement
Questions :
Q. 1. What is the experience of China about Trade Union in the above
mentioned case?
Answer:Chinese enterprises
are essentially passive players at the sharp end of CSR in China. They are in a
position of having to juggle between the different factors governing the
development of industrial relations in China, including trade union reform. In
this often tense dynamic, CSR is seen as an external factor and trade unions an
internal factor. These two factors have an impact on each other. As part of the
research for this case study, the research team (RT) ‘shadowed’ a CSR audit.
The factory had come under very heavy CSR
Q. 2. How Trade Union resolved the dispute? By confrontation or by
negotiations?
Answer:RT shadowed and at
times provided translation for a social audit team. Despite the professionalism
of the audit team, their task to report actual conditions at the factory was
essentially a failure. The audit team asked that the factory management bring
o/t levels down to legal levels, although they also expressed an understanding
of local conditions and stated that workers were able to take adequate rest
time despite high levels of overtime. No workers expressed dissatisfaction with
pay and conditions directly to audit team.
The audit team also had an extensive meeting
Q. 3. What is the general impression about the Trade Union movement
with reference to this case?
Answer:Enterprise Y was
established in 1997 and now has 1,200 workers. It was ‘Re-registered’ in 2002
to take advantage of tax breaks etc. It manufactures electronic goods for
export chiefly to three retailers and over 50% of goods go to a single US
company.
Employment breakdown: 80 managers, 300 skilled workers; remainder are
ordinary workers. Managers and skilled workers have contracts and social
insurance based on minimum legal standards. The extent of contracts among
unskilled
Q. 4. Give your comments and opinion
Answer: The 1927 Trade
Union Act hit the Trades and Labour Councils very hard. First it forced the
party and the unions apart by means of the “contracting-in” clause in place of
the “contracting out” clause. This meant the separation of the Labour Party
from the Trades Councils. Secondly, the act hit at the sympathetic strike and
especially the general strike. It thus struck a heavy blow at the industrial
activities of the Trades Councils which by virtue of their general class
character tend to encourage working class unity as against the sectional
interests.
Case Study 2
-- Acas and Essex
Ambulance Service NHS Trust: Improving
consultation and working
patterns.
Questions:-
Q. 1. Give the brief history of
the above mentioned case study
Answer:Essex Ambulance
Service (EAS) is an organisation dealing with unscheduled care, predominantly
accessed via 999 calls. It was established as an NHS Trust in 1990 and employs
around 1,300 people who are primarily members of two unions, Unison and the
GMB.
A range of positive outcomes flowed from Acas’ involvement at the Trust,
with management and trade union representatives emphasising their significance
in light of the relationship difficulties and low levels of trust at the Trust
during the 1990s. Firstly, the JNCC has
become a central feature of employment relations at the Trust. It now functions
Q. 2. What was the problem? How
it was resolved?
Answer:The Trust had two
inter-related problems. Firstly, relations between management and unions had
deteriorated after a national ambulance dispute in 1989. Trade unions did not
have recognition at the Trust, and a trade union representative described the
management-union relationship throughout the 1990s as “arms-length” and “fairly
tense”. During this time, trade union involvement was restricted to
representatives attending health and safety committees and representing union
members during individual disputes. Consultation between management and the
workforce was non-existent, and this was due in
Q. 3. What was the effect of
solution on the unit’s mechanism?
Answer:In October 2002 the
Acas adviser met with management and trade unions to develop two sets of
workshop programmes, each addressing the issues identified as problems. Two
initial workshop sessions were held to discuss rostering issues. The Acas
adviser led these workshops, using techniques to break down barriers between
participants, including splitting them into mixed (management-trade union)
groups to work on problems and design solutions. Throughout the workshops, the
adviser also profiled examples of how problems were resolved in other
organisations she had worked with.
Q. 4. What is the message?
Answer:A trade union is an
organised group of workers. Its main goal is to protect and advance the
interests of its members. A union often negotiates agreements with employers on
pay and conditions. It may also provide legal and financial advice, sickness
benefits and education facilities to its members.
For example, When Mrs Thatcher came to power in 1979, her stated aim was
to reduce the power of unions. She felt that unions were a major contributor to
the declining competitiveness of the UK economy. To a large extent Mrs Thatcher
was successful in reducing the power of unions. However, it is worth
considering whether unions are
Case Study 3
-- Changing role of trade unions
Q. 1. What do you know about
changing role of Trade Union activities?
Answer:Historically, union
representation and collective bargaining have been the keys to the growth of a
stable working population in developed economies, and have made it possible for
workers to gain a more equitable share of the wealth that they create; they are
also able to improve working conditions and help workers gain job security.
Changes in the political, social and
educational environments
regarding awareness of rights – such as the right to organise, the right
to bargain, and the right to settle
terms and conditions of employment –
have caused worker unions to spring up
to protect and further workers' interests. Thus, with the establishment of
minimum wages, norms for mandatory work hours, provisions for health and
safety, and overall improvements in working conditions, unionisation has become
Q. 2. What is the role of
responsible Trade Unionism?
Answer:Although trade
unions look after the interests of their members, they also recognise the
advantages of working in partnership with employers. This is because a
successful, profitable business is good for workers and therefore good for the
union and its members.
•
An
employer and a recognised trade union interact with the workplace in a number
of ways, as set out below.
•
Negotiating
collective agreements
If you recognise a trade union in your workplace
Q. 3. Is Privatisation a
challenge for Union activities?
Answer:THE liberalisation,
privatisation and globalisation model has generated an anti-labour economic
environment in the post-reform period as against the pro-labour environment in
the pre-reform period. The manifestation of new ideology can be observed in a
number of ways: Firstly, the collective bargaining power of the unions has been
weakened. As against it, employer militancy has increased in the form of
lockouts, retrench-ments and closures which lead to shrinkage of employment in
the the organised sector. As things stand today, the share of the organised
sector has declined to seven per cent and that of the unorganised/informal
sector has gone up to 93 per cent. The Eleventh Plan Approach Paper states:
“The
Q. 4. What is the lesson learnt
from the IT sector?
Answer: WITH increasing
demands for more skilled workers, especially in the IT sector, a new class of
managers and skilled workers are being recruited by business firms. These
workers place individual interest at a higher level than group interest. Business
firms offer high wages and perks to these knowledge workers and further promise
frequent promotions on performance or merit basis. Consequently, a new class of
highly paid workers is emerging—they do not like to be members of trade unions,
but form their own associations to seek larger benefits.
NEW sectors, such as Information Technology (IT),
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