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IMT-13: Management Union Relations-MT1

IMT-13: Management Union Relations-MT1

 

 

 

 

 

 

 

 

 

 

 

 

IMT-13: MANAGEMENT UNION RELATIONS

PART - A

Q1. Enumerate the difficulties that hinder the growth of industrial relations through the Labour Law policy.

Q2. Write a note on collective bargaining.

Q3. Examine the features and salient provisions of the Trade Unions Act, 1926?

Q4. 'Victimization and unfair labour practices are "like twins who cling together"'. Comment.

Q5. Who can raise disputes according to the Industrial Disputes Act, 1947? What role does the works committee play in this regard?

PART - B

Q1. How does the Industrial Disputes Act of 1947 define an 'award'? Briefly explain the publication of the Industrial Award.

Q2. Discuss the different types of strikes.

Q3. What powers do labour courts, tribunals and national tribunals have to give appropriate relief in case of the discharge or dismissal of a workman?

Q4. Analyse the concept and nature of 'standing orders'.

Q5. Set out the procedure, eligibility and time limit for modifying standing orders.

PART - C

Q1. What do you understand by workers' participation? How can workers be made shareholders and how can they be represented on the board of directors?

Q2. Write a note on the participation of workers in the Management Bill, 1990.

Q3. Examine some of the schemes that the government has framed under the Employees Provident Funds and Miscellaneous Provisions Act, 1952.

Q4. Discuss the provisions of the ESI Act, 1948. "What are the obligations of the employers and the employees under this act?

Q5. Explain the Payment of Gratuity Act, 1972.

 

 

CASE STUDY - I

Ram has been working in a company for the last three years. One day he lost his right hand in a freak accident in the factory. He was declared unfit for duty after medical examination and his services were terminated. Can he claim gratuity? Give proper reasons in support of your answer.

CASE STUDY - II

Balbir: The Union Man Chief Engineer Raju

Raju has been with the company for the last 15 years. He is considered to be very competent in his job. He always greeted people with a smile and never lost his temper on the shop floor. All workers have considerable regard for him. In union circles, he enjoys a good reputation for his fairness. He has a unique style of his own when it comes to personnel matters. He advocates patience and restraint while dealing with people. He would often say, "Gone are the days when one could deal with employees strictly. Now you have to be flexible, considerate and fair".

Supervisor Madan

A young man of 25, Madan is always keen on meeting production targets. He takes a genuine interest in his job and handles all his assignments carefully. He is of the view that top management, especially the HR manager, often fail to back the supervisors. As a result, workers get encouraged to indulge in disruptive activities, adversely affecting production.

Balbir Singh

Balbir, a skilled worker, has recently been elected as the Joint Secretary of the Union. He holds leftist political views, though he is not a member of any political party. He is ambitious and wants to reach the top levels in union circles as quickly as possible.

On Monday, as Raju has hardly entered his office, supervisor Madan rushes in.

Madan: Sir, there is a great commotion in the section. No one is working. Even after repeated requests, workers have not stopped shouting and hooting. Sir, please come to the shop and see for yourself the extent of indiscipline that has become rampant.

Raju: Madan, take your seat. Tell me the truth. I will come to the shop floor if you want, but first tell me what has happened.

Madan: Sir, you know, Balbir, the joint secretary of the union, was loitering around and not attending to his machine. I called him and told him to go to his machine and start working.

Raju: Then what happened?

Madan: Balbir retorted quickly, "Do not shout at me. Your lung power does not work here. Even your bosses cannot order me like that. What are you, after all?" Many workers gathered around and witnessed the scene.

Raju: OK. Now please go to your section. I will ask Balbir to come immediately.

Balbir: Sir, you wanted to see me? What is the purpose?

Raju: Please sit down. What would you have? Tea of coffee? (Presses the buzzer). Bring two cups of tea.

(After the tea has arrived) - Do you need more sugar? Balbir, tell me now why are you after Madan? He is a sincere and hardworking young supervisor and you should cooperate with him.

Balbir: Sir, first listen to me and then decide. This Madan thinks he is Hitler. This morning the security staff did not allow two workers of my section in. Somehow I came to know. I left the section and went to see the security officer. With great difficulty I managed to get the two workers punch their cards and join duty. On my return I saw Madan fuming and fretting. In a derogatory tone he started shouting at me. When I could stand it no longer I also raised my voice and told him to go and report against me.

Raju: Look Balbir. You are a responsible union official. You should not have created the scene. After all, a supervisor has to ensure discipline. I am sorry you have set a bad example for other workers. How do you want me to proceed?

Madan is very sore at being insulted in the presence of so many workers. I have to do something so that such incidents do not occur again.

Questions

Q1. Who is at fault and why?

Q2. Do you think unionized employees require a different kind of treatment on matters relating to discipline?

Q3. What should Raju do now to check both Madan and Balbir from going to the street in future?

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