INDUSTRIAL CONFLICTS

INDUSTRIAL CONFLICTSPresented By: Anjali Pathania 03-MBA-09 Manvi Gupta 42-MBA-0 Neha Jamwal BY: PRESENTED Sansar Singh ANJALI PATHANIA 03-MBA-09MANVI GUPTA NEHA JAMWAL SANSAR SINGH 42-MBA-0

VIDEO: PRIME

DEFINITION OF INDUSTRIAL CONFLICTy

Industrial Disputes Act,1947,Sec 2(k) Industrial disputes mean any dispute or difference between employers and employers, or between employers and workmen or between workmen and workmen, which is connected with the employment or non employment or terms of employment or with the conditions of labour of any person. Industrial conflict can be defined as the total range of behaviours and attitudes that express opposition and divergent orientations between industrial owners and managers, on the one hand, and working people and their organisations on the other

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FORMS OF CONFLICTUnorganised Informal Individual Organised Formal Collective

FORMS OF CONFLICTOrganised conflict : - collective in nature, involves groups of employees or trade unions - open (or overt), obvious to all that it is occurring - takes the form of: - strikes - lockouts - overtime bans, working to rule, restrictions on output - political action Unorganised conflict : - individual in nature, only involves single employees - hidden (or covert), not obvious it is occurring - takes the form of - absenteeism - labour turnover - low productivity - acts of indiscipline and sabotage

CAUSES OF INDUSTRIAL CONFLICTSy

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Industry-related factors Management related factors Government related factors Other factors

VIDEO: BOLLYWOOD STRIKE

ACTIONS THAT CAN BE TAKEN BY EMPLOYEE /EMPLOYER DURING INDUSTRIAL CONFLICT

Getting Legal Approval Before organising a strike or any other form of industrial action a trade union must follow the rules set out in the Industrial Relations Act 1990. This states that a union cannot organise a strike or any other industrial action without getting members majority approval

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Token stoppages involve employees stopping work for a short period of time to demonstrate their feeling to management Work to rule is where employees refuse to undertake any work outside the terms of their employment contract A go slow occurs when employees carry out the minimum amount of work they can get away with without jeopardising their basic pay All out strike means employees stop working and leave the premises Picketing involves walking up and down outside the work place indicating a strike is in process Feb 2009 public sector workers in Ireland picketing outside their employers premises

VIDEO:

EMPLOYEE OPTIONS

Strikes Work-to-rule Sabotage Absenteeism Pilferage Working without enthusiasm Sit-in Go-slow Output control Turnover

EMPLOYER OPTIONSLockout y Work intensification y Discipline/sacking y Intimidation y Closurey

GRIEVANCE PROTOCOLStage 1: You supervisor manager y Stage 2 Shop steward y Stage 3 T.U. official & employer y Stage 4 Independent third partyy

INDUSTRIAL CONFLICT(INTERNATIONAL ARENA)

AUSTRALIAN STRIKE STATISTICS1

Strikes concentrated in a few industries, esp. coal mining, manufacturing, transport, storage, communication and construction. Why? size of firms, types of workers and trade union coverage.

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Main cause of strikes in recent Australia: managerial policy. Why? substantial changes in economic and market conditions, adoption of new management strategies and techniques, resistance from workers and trade unions. Most strikes not settled through conciliation and arbitration. Duration of strikes typically short. Why? most strikes essentially protests demonstrating worker resolve, strikes not used to apply economic pressure in bargaining There is a general decline in Australian strike activity. Why? changes in structure of economy and labour force, historically high levels of unemployment, and decline in industrial power and density of trade unions.

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VIDEO: AUSTRALIAN CONFLICT

INDUSTRIAL CONFLICT IN INTERNATIONAL ARENAUNITED STATES Most U.S. labor contracts have a specific provision that outlaws strikes; thus, sudden or unauthorized strikes (commonly called wildcat strikes) are uncommon. The grievance procedure is used to resolve the disagreements peacefully Once the contract period is over and if a new one is not successfully negotiated: o Workers may strike or continue to work without a contract while threatening to walk out o Management also may lock out the workers very rare

GREAT BRITAIN Labor unions are relatively powerful (has decreased in recent years) Strikes are more prevalent than in the United States Labor agreements typically do not prohibit strikes and the general public is more used to and tolerant of them System is not geared toward the efficient resolution of problems British in general still appear willing to accept conflict with resulting strikes and lockouts as the price of protecting the rights of the workers

GERMANY Strikes and lockouts are prohibited in Germany during the period when a labor agreement is in effect A strike is legal when the contract has run out and a new one has not yet been ratified by the workers German unions tend to be industry widea company quite often has several agreements in force with different termination dates There tends to be a fair amount of cooperation between management and labor because of the way labor relations are legally structured

JAPAN Strikes and lockouts in Japan are very rare Japanese workers sometime strike when a union is negotiating with management during industry wide negotiations to show support for their union Cultural value implies that individuals should subordinate their interests and identities to those of the group Accounts for much of the harmony that exists between management and labor in Japan.

VIDEO: AVIATION

PREVENTIVE MEASURES: INDUSTRIAL CONFLICTSy y y y y y y

Labour Welfare Work and Institution of Labour Welfare Officer Tripartite and Bipartite Bodies Standing Orders and Grievance Procedures Ethical Codes and Industrial Relations Wage policy and Wage Regulation Machinery Workers Participation in Management Collective Bargaining

VIDEO: DEALING WITH CONFLICT (WRITTEN)

SETTLEMENT MACHINERYConciliation y Arbitration y Adjudicationy

VIDEO: DEALING WITH CONFLICT (CALM)

CONCLUSION

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