SUBJECT: INDUSTRIAL MANAGEMENT

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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

Questions:-
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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