CASE STUDY - I PRATHAMESH STEEL (PVT.) LTD.

Prathamesh Steel (Pvt.) Ltd. founded 15 years before by Mr. A.M. Bapat was havin boomin time. At that time! Mr. Bapat! wor"ed both in the offi#e and in the fa#tory and "new his men and they "new him. Produ#tion standard were always maintained and labour turnover was pra#ti#ally non$e%istin . As the business mushroomed! the number of employees has pro ressively in#reased. &hus! Mr. Bapat's reetin s and #onversation with his wor"ers be#ame less fre(uent. )n fa#t! he had so many thin s to do! that he #ould no lon er supervise the fa#tory. &hus! he hired another man! Mr. *odse as a plant supervisor. As this time thou h the number of wor"ers in#reased to about 5++! labour turnover and absenteeism in#reased alon with the labour #ases. &he only thin that de#reased was produ#tivity. )n order to meet the situations! Mr. Bapat ranted substantial in#rease in wa es whi#h were already hi h and made some arran ements for in#rement earnin s based on merit ratin on seniority. ,et labour turnover and absenteeism #ontinue at a hi h rate. -n investi ation! it was found that the new plant supervisor la#"ed the patien#e and understandin whi#h is ne#essary for dealin with the employees. .hen somethin was found wron ! he was s#oldin the employees but no attempt was made to find the #ase of faulty wor". Meanwhile! labour unrest developed. &he !.or"er be an to #omplain about wor"in on Saturdays and not havin either time or fa#ilities #han e from wor" #lothes to ori inal dresses after wor"! about toilet fa#ilities et#. Some of the #laims were' not found suffi#iently /ustified or easy to meet. Mr. Bapat offered to wor"ers as #ompensation! a new rise in wa es with more liberty in allowin va#ation time all of whi#h the #ompany #ould well afford. Questions 1. .ere the steps ta"en by Mr. Bapat ri ht0 1. .hat do you thin" he should have done in order to improve the situation0

CASE STUDY - II A STUDY OF PRODUCTION DEPARTMENT

-ne of the wor"ers! Sunil Pawar is a wor"er in the Produ#tion 2epartment and wor"s as a driller. 3e is in the #ompany for past five years and all the while he has been wor"in as a driller only. 3e re#ord of servi#e has been enerally ood! e%#ept for one warnin for remainin absent for two days without permission. )n the early years of servi#e! he used to be rude to his superiors and (uarrelsome with his #o$wor"ers. But there is nothin about this on the re#ord! be#ause no serious view was ta"en about this by the superiors. )n the past ei ht months! sin#e the new mana ement too" over the #ontrol of 4eptune 5n ineerin 6ompany! there is a #han e in the poli#y. &he new mana ement has ta"en a stri#ter approa#h in enfor#in dis#ipline.

-ne day! at 7.++ p.m.! at the time of startin of the shift Sunil went to his supervisor sayin that some uests has arrived une%pe#tedly at his house in the mornin and he wanted leave for that day. &he supervisor told him that sin#e few more wor"ers were already absent in the 2epartment he #ould not rant him! leave. )nstead he as"ed Sunil to wor" on the press ma#hine. -n that day be#ause the re ular press operator had not #ome and there was a lar e ba#"lo whi#h must be #leared today. Sunil de#lined to obey the instru#tion. 3e said! 8) will wor" on my ma#hine only and not on any other ma#hine8! and he went to his usual drillin ma#hine. After some time he left a leave appli#ation on the supervisor table. 3e was not seen on the shop floor throu hout the day. &he supervisor had reported the #ase to his mana er and the mana er wants your opinion as the Senior 6onsultant to the #ompany. Questions 1. 6omment on the events that have ta"en pla#e. 1. Su est the #ourse of a#tion.

CASESTUDY- III SONA AND RUPA COMPANY

&he Sona and 9upa 6ompany manufa#tured wooden toys of various "inds: wooden animals! pull toys! and the li"e. -ne part of the manufa#turin pro#ess involved sprayin paint on the partially assembled toys. &his operation was staffed entirely by women. &he toys were #ut! sanded and partially assembled in the wood room. &hen they were dipped into shella#! followin whi#h they were painted. &he toys were predominantly two #oloured: a few were made in more than two #olours. 5a#h #olour re(uired an additional trip throu h the paint room. ;or a number of years! produ#tion of these toys had been entirely and wor". 3owever! to meet the tremendously in#rease in demand! the paintin operation had re#ently been re$ en ineered so that the ei ht operators (all women) who did the paintin sat in a line by an endless #hain of hoo"s. &hose hoo"s were in #ontinuous motion! past the line of operators and into a lon hori<ontal oven. 5a#h woman sat at her own paintin booth so desi ned as to #arry away fumes and to ba#"stop e%#ess paint. &he operator would ta"e a toy from the tray beside her! position it in a /i inside the paintin #ubi#le! spray on the #olour a##ordin to a pattern! then release the toy and hand it to the hoo" passin by. &he rate at whi#h the hoo"s moved has been #al#ulated by the en ineers so that ea#h hoo" before it passed beyond her rea#h. &he operators wor"in in the pain room were on a roup bonus plan. Sin#e the operation was new to them! they were! re#eivin a learnin bonus! whi#h de#reased by re ular amounts ea#h month. &he learnin bonus was s#heduled to vanish in si% months! by whi#h time it was e%pe#ted that they would be on their own! that is! able to meet the standard and to earn a roup bonus when they e%#eeded it.

By the se#ond month of the trainin period. &rouble had developed. &he employees learned more slowly than had been anti#ipated! and it be an to loo" as thou h their produ#tion would stabili<e far below what was planned for. Many of the hoo"s were oin by empty. &he women #omplained that they were oin by too fast! and that the time study man had set the rates wron . A few women (uit and had to be repla#ed with new operators! whi#h further a ravated the learnin problem. &he team spirit that the mana ement had e%pe#ted to develop automati#ally throu h the roup bonus was not in eviden#e e%#ept as an e%pression of what the en ineers #alled =resistan#e8. -ne woman whom the roup re arded as its $leader (and the mana ement re arded as the rin $leader) was outspo"en by voi#in the various #omplaints of the roup before the foreman: the /ob was messy one! the hoo"s moved too fast! the in#entive pay was not bein #orre#tly #al#ulated! and it was too hot wor"in so #lose to the dryin oven. A #onsultant who was brou ht into this pi#ture wor"ed entirely with and throu h the foreman. After many #onversations with him! the foreman felt that the first step should be to et the employees to ether for a eneral dis#ussion of the wor"in #onditions. 3e too" this step with some hesitation! but he too" on his own volition. &he first meetin ! held immediately after the shift was over at four o'#lo#" in the afternoon was attended by all the ei ht operators. &hey voi#ed the same #omplaints a ain> the hoo" sent by too fast! the /ob was too dirty! the room was hot and poorly ventilated. ;or some reason! it was this last item that they #omplained of most. &he foreman promised to dis#uss the problem of ventilation and temperature with the en ineers! and he s#heduled a se#ond meetin to report ba#" to the employees. )n the ne%t few days the foreman had several tal"s with the en ineers. &hey and the superintendent felt that this was really a trumped$up #omplaint! and that e%pense of any effe#tive #orre#tive measure would be prohibitively hi h. &he foreman #ame to the se#ond meetin with some apprehensions. &he operators! however! did not seem to be mu#h put out! perhaps be#ause they had a proposal of their own to ma"e. &hey felt that if several lar e fans were set up so as to #ir#ulate the air around their feet! they would be mu#h more #omfortable. After some dis#ussion! the foreman a reed that the idea mi ht be tried out. &he foreman and the #onsultant dis#ussed the (uestion of the fans with the superintendent! and three lar e propeller$type fans were pur#hased. &he fans were brou ht in. &he women were /ubilant. ;or several days the fans were moved about in various positions until they were pla#ed to the satisfa#tion of the roup. &he operators seemed #ompletely satisfied with the results! and the relations between them and the foreman improved visibly. &he foreman! after this en#oura in episode: de#ided that further meetin s mi ht also be profitable. 3e as"ed the operators if they would li"e to meet and dis#uss other aspe#t of the wor" situation. &hey were ea er to do this. &he meetin was held! and the dis#ussion (ui#"ly #entered on the speed of the hoo"s.

&he operators maintained that the time study man had them at an unreasonably fast speed and that they would never be able to rea#h the oal of fillin enou h of them to ma"e a bonus. &he turnin point of the dis#ussion #ame when the roup's leader fran"ly e%plained that the point wasn't that they #ouldn't wor" fast enou h to "eep up with the hoo"s! but they #ouldn't wor" at that pa#e all the day lon . &he foreman e%plored the point. &he employees were unanimous in their opinion that they #ould "eep up with the belt for short periods if they wanted to. But they didn't want be#ause if they showed they #ould do this for short periods they would be e%pe#ted to do it all day lon . &he meetin ended with an unpre#edented re(uest> 8Let us ad/ust the speed of the belt faster or slower dependin on how we feel8. &he foreman a reed to dis#uss this with the superintendent and the en ineers. &he rea#tion of the en ineers to the su estion was ne ative. 3owever! after several meetin s it was ranted that there was some latitude within whi#h variations in the speed of the hoo"s would not affe#t the finished produ#t. After #onsiderable ar ument with the en ineers! it was a reed to tryout the operators' idea. .ith mis ivin ?! the foreman had a #ontrol with a dial mar"ed 'low! medium! fast' installed at the booth of the roup leader: she #ould now ad/ust the speed of the belt anywhere between the lower and upper limits that the en ineers had set. &he operators were deli hted and spent many lun#h hours de#idin how the speed of the belt should be varied from hour to hour throu hout the day. .ithin a wee" the pattern had settle down to one whi#h the first half$hour of the shift was run on what the operators #alled a 'medium' speed (a dial settin sli htly above the point mar"ed 'medium'). &he ne%t two$and$a$half hours were run at 'hi h' speed the half$hour before lun#h and half hour after lun#h were run at 'low' speed. &he rest of the afternoon was run at 'hi h speed' with the e%#eption of the last @5 minutes of the shift! whi#h was run at 'medium'. )n view of the operators' reports of satisfa#tion and ease in wor"! it is interestin to note that the #onstant speed at whi#h !the en ineers has ori inally set the belt was sli htly below medium on the dial of the #ontro that had been iven to the women. &he avera e speed at whi#h they were runnin the belt was on the hi h side of the dial. ;ew! if any empty hoo"s entered the oven! and inspe#tion showed no in#rease of re/e#ts from the paint room. Produ#tion in#reased! and within 1 wee"s (some 1 months before the s#heduled endin of the learnin bonus) the operators were operatin at A+ to 5+ per #ent above the level that had been e%pe#ted under the ori inal arran ement. 4aturally their earnin s were #orrespondin ly hi her than anti#ipated. &hey were #olle#tin their base pay! a #onsiderable pie#e$rate bonus! and the learnin bonus whi#h! it will be remembered! had been set to de#rease with time and not as a fun#tion of #urrent produ#tivity. &he operators were earnin more than many s"illed wor"ers in other parts of the plant. Questions

1. ;rom the an le of /ob 5nri#hment! whi#h #ore /ob dimension or /ob #hara#teristi# was most influen#ed by new system of roup re ulated speed0 5valuate the reported su##ess of the #ase a ainst the prin#iples of Bob 5nri#hment. 1. 6omment on the method of payment to the operators. 3ow ood do you thin" su#h a system is0 A. .ould you #onsider the initial dis#ontent of the operators as a ? rievan#eC0.hy or why not0 @. 3ow would you #hara#teri<e the involvement of the operators after the introdu#tion of roup$re ulated speed0 5. 9eview your understandin of the #hara#teristi#s of effe#tive wor"ers: parti#ipation a ainst the ba#"drop of the #ase.

CASE STUDY-IV OLD ORDER CHAN ETH!

Modern )ndustries Limited (M)L) in Ban alore is an automobile an#illary industry. &he #ompany started manufa#turin automotive #omponents over two de#ades a o in a small way and has rown steadily over the years! employin over @!+++ persons at present with the turnover e%#eedin 9s.1++ #rores. )ts produ#ts are sellin well and earnin a si<eable amount of profits. &he #ompany is #ontrolled and mana ed by an industrialist family. "nown for their shrewdness and business a#umen. &hey are amon the first eneration industrialists who started their industrial ventures in a modest way! durin the early phase of industrialisation in the #ountry and alon with the rowth of automotive industry! M)L also rew up. &he present 6hairman! Mr. Suresh Shah had been with the #ompany ri ht from it's in#eption: 3e started his #areer as an en ineer trainee! rose to the position of the Mana in 2ire#tor and in 1D7A be#ame the #ompany's 6hairman. As a result! he is a#(uainted with every minute detail and also with every employee who has been in the #ompany for lon . 3e #ontinues to "eep in #lose tou#h with them and is easily a##essible to all of them! overrulin hierar#hy. A hi h premium is pla#ed on their loyalty and their lon servi#es are valued. &he 6hairman of the #ompany firmly believes that ea#h one of them has #ontributed si nifi#antly towards the rowth of the #ompany. )n the li ht of the fa#t that the #ompany maintained a 8stron utilitarian #ulture8 all alon ! the #ontribution of ea#h and every employee had to be substantial and they were rewarded a##ordin ly. At the same time! there were many instan#es! where the servi#es were terminated due to inade(uate performan#e. Mr. Banardhan &ha"ur /oined M)L as a trainin instru#tor! over two de#ades a o. Prior to that! he served as an instru#tor at an )ndustrial &rainin )nstitute. 3e had himself obtained the #raft instru#tors' #ertifi#ate from )&). 3e was A5 years old and his main tas" was to

re#ruit youn persons as trainees! either under the Apprenti#es A#t or as #ompany trainees and then train them as #raftsmen. Most of these trainees were absorbed to meet the rowin needs of the #ompany! and Mr. Shah used to personally involve himself in the pro#ess of re#ruitment and trainin of #raftsmen. Mr. &ha"ur was dire#tly reportin to Mr. Shah! despite the vast ap in the hierar#hy. Mr. &ha"ur was promoted to the ran" of trainin Superintendent in 1D7+! thou h there was not mu#h #han e in his /ob #ontent. &he rowin phase of the #ompany was pra#ti#ally over by that time! and the Apprenti#e trainin be#ame a mere statutory a#tivity. &he #ompany did not have the va#an#ies to absorb the trained apprenti#es! and therefore! Me. Shah's involvement in apprenti#eship trainin also re#eded. &he trainin a#tivity be#ame a subsidiary a#tivity and was not iven mu#h importan#e. &he winds of #han e were blowin throu h M)L also. Mr. Anil Shah! the son of the founder industrialist too" over as the Mana in 2ire#tor of M)L in 1D7A! whereas Mr. 9amesh Shah #ontinued to be the 6hairman of the #ompany. &he youn M2 was full of new ideas. 3e wanted to revitalise the #ompany from all aspe#ts and diversify into hi h te#hnolo y areas. 3e wanted to modernise the present plant and #han e the mana ement style from the traditional dire#t #ontrol approa#h to a systems #ontrolled approa#h. A modern #omputer was bou ht and #omputerisation was introdu#ed. &he #ompany had to fa#e many problems while introdu#in these #han es. -ne of the ma/or hurdles was the problem of a number of senior employees! who were not ade(uately (ualified or developed! but had rown into senior positions. 5arlier the tou#hstone was loyalty and hard wor" rather than #ompeten#e. )n the li ht of this situation! new #ompetent professionals had to be hired to introdu#e the #han es. M)L was well$"nown for its a ressive personnel poli#ies. Anyone who /oined the #ompany had to stru le hard for his survival as the #ompany was ruthless in sa#"in those who were not meetin the re(uirements. )t was parti#ularly so in #ase of the new appointees! whi#h in turn ne#essitated them to be ruthless in their wor" &he older employees felt threatened and resented the #han es and the #onse(uent pressures. &herefore! they #olle#tively approa#hed the 6hairman and re(uested him to intervene and safe uard their interests. &he 6hairman! who was not himself happy with all the #han es! issued instru#tions to the M2! to the effe#t that no old employee be dislo#ated. &he new M2 had no other option but to #omply with the order. &he M2 was interested in tryin out the 392 approa#hes to train all the employees! parti#ularly employees who were turnin out to be deadwoods. 3e hired Mr. Eumar in 1D7@ as a &rainin Mana er. Mr. Eumar was basi#ally an en ineer but had #onsiderable e%perien#e with a multinational #ompany in the field of 392! parti#ularly in &rainin and Mana ement 2evelopment. 3e reor anised the trainin set up by indu#tin two Assistant Mana ers. Mr. &ha"ur was ne%t to the Assistant Mana ers in the hierar#hy 'and reported to Mr. Eumar dire#tly and #ontinued to mana e the affairs related to apprenti#eship trainin .

Fntil Mr. Eumar #ame alon ! Mr. &ha"ur had en/oyed the position of the head of the trainin division! thou h there was no other trainin a#tivity apart from apprenti#eship trainin . 3e was operatin independently and was reportin dire#tly to the M2. 3e #ontinued to do so even after the or anisation had rown in proportion. Mr. &ha"ur felt demoted in the new set up. ;ie lost his position and individuality in the or anisation! and his pride was seriously hurt. 3e was not prepared to a##ept Mr.Eumar as his boss .and he started behavin in an irrational manner. 3e resented the vast ap #reated between him and the top man in the new stru#ture. Mr. Eumar tolerated him with the hope that Mr. &ha"ur would re#on#ile himself to the #han es! in time. Fnfortunately! he #ontinued to behave in the same way and there was no improvement even after one year. .hen Mr. Eumar tried to #ounsel him! Mr. &ha"ur demanded to be promoted to the level of Assistant Mana er! as he happened to be the senior most person in the department. Eumar promised to loo" into his demand. -n a #areful analysis of the personal do#"et of Mr. &ha"ur and all the previous do#uments! he found out that Mr. &ha"ur was over promoted and also over paid for the /ob that he was doin . Leave alone bein entitled for further promotion! Mr. &ha"ur was not even fit for his present position. &he #ompany did not have a formal performan#e appraisal system. )t's produ#ts were sellin well! the profitability was ood and a##ordin ly all the employees were rewarded well. Promotions and e%tra in#rements were iven arbitrarily based on the personal li"es and disli"es of the top man! rather than on any ob/e#tive analysis of performan#e or potential of an individual. 4o formal manpower plannin or or anisational plannin e%isted. 4o efforts were made to fore#ast impli#ations of su#h a system in future. -n the whole! the #ompany did not have any formal pro/e#tion for the future. &he #ompany followed the pra#ti#e of ivin lon servi#e .#ertifi#ates and awards to all those who had #ompleted 1+ years of servi#e in the #ompany. Mr. &ha"ur had ot his #ertifi#ate only re#ently. &here were several employees belon in to Mr. &ha"ur's #ate ory. All of them united and met both formally and informally to dis#uss their strate ies and demands. &hey used to put up their rievan#es to the mana ement #olle#tively. &hey had established a very stron rapport with the 6hairman! Mr. Shah. Mr. Eumar presented all the fa#ts to Mr. &ha"ur to #onvin#e him that his promotion was not possible. As the latter was not used to the "ind of lo i# presented by Mr. Eumar! he dismissed all his ar uments as sophisti#ated /ar on! irrelevant to the #onte%t of his #ompany. 3e was parti#ularly bitter about the fa#t that his promotion was turned down whereas there were several people with similar ba#" round who have ot their promotions. &herefore! there was further deterioration in his behaviour. 3e started i norin the dire#tions of Mr. Eumar and wor"ed as per his own whims and fan#ies! behavin arro antly. 3e even went to the e%tent of #hallen in Mr. Eumar that he #ould neither promote him nor demote him in the prevailin situation. So lon as he was prote#ted by the 6hairman of the #ompany! there was nothin for him to worry about and his /ob was pra#ti#ally se#ure.

Mr. Eumar optimisti#ally hoped that Mr. &ha"ur #ould over#ome his frustration and an er over a period of time. Fnfortunately! even after another si% months there was no si n of any pro ress. )n fa#t! the situation deteriorated further with Mr. &ha"ur be#omin more #onfident in his belief that' Mr. Eumar was powerless to deal with him. 3e turned out to be a dra in the department! purposely #reatin problems for Mr. Eumar. )n M)L the annual in#rements and eneral raises were iven as a poli#y to every employee whi#h is termed as. the 8Banata raise8 Mr. &ha"ur was (uite sure that he would et his Banata raise and re#on#iled himself to that. Mr. Eumar tried to stop this raise but #ould not do so. &here were several bullies belon in to Mr. &ha"ur's #ate ory in the or anisation and one of the tas"s of the &rainin Mana er was to handle su#h people. &hou h he had or anised a few trainin wor"shops in the behavioural areas! it had not brou ht about the re(uired attitudinal #han es. 9i ht under his nose he had a person whose behaviour he was not able to amend. Mr. Eumar realised that the desired #han es were not possible! so lon as the 8flat se#urity8 was there. 2ue to a #han e in the overnmental poli#y! there were several new #ompetitors to M)L and the M2 felt there was a stron need and ur en#y to brin in #han es in the or anisation! to ma"e it more dynami# and #ompetitive. )t was no lon er possible to #arry on the or anisational dead woods. Mr. Eumar was under reat pressure to loo" into all su#h #ases in the or anisation! on a priority basis. .hen he e%plained his diffi#ulties! the M2 su ested that he should approa#h the 6hairman to apprise him of the fa#ts. Mr. Eumar met the 6hairman and apprised him of the situation parti#ularly #itin the e%ample of Mr. &ha"ur. &he 6hairman! in turn attributed the blame to Mr. Eumar himself! (uestionin him as to why a faithful and normal employee had turned into a problemati# #ase under Mr. Eumar within one year. Mr. Eumar is now left with no alternative but to i nore Mr. &ha"ur and #ontinue in his efforts to #han e the other diffi#ult employees. 3owever! he will not have the moral ri ht to intervene in su#h #ases. Alternatively he #ould simply promote Me. &ha"ur and buy pea#e irrespe#tive of whether he deserves it or not. Questions 1. )s it ri ht on the part of the 6hairman to prote#t the senior employees! thereby #ausin problem to the new M20 1. )s the 6hairman not over$rewardin lon servi#e0 A. Are the senior employees too sensitive and over rea#tin to the #han es0 @. 2id the M2 ade(uately prepare the round for introdu#in the #han es0 .as he too hasty0 5. .ould it not have been wise for Mr. Eumar to promote Mr. &ha"ur without botherin about the lo i# whi#h is not appli#able in M)L0 G. )s the assumption of the &rainin Mana er that '-ver prote#tion is the root #ause of trouble' ri ht0

CASE STUDY - V PRODUCTION SUPERVISOR" RAM LAL

9am Lal was re#ruited dire#tly by the Eanpur &e%tile Mills as a temporary spinnin supervisor in Buly 1DGG. At the time of his appointment! he was iven a salary of 9s. A++ whi#h in#luded basi# pay and other allowan#es. 3e was then 1H years old! a ba#helor with no dependants. 3e had a smart and pleasant personality. 3e had passed his matri#ulation e%amination from a lo#al 3i h S#hool and had about one year's e%perien#e as a spinnin supervisor in a similar te%tile mill in the same #ity. )n the present /ob! he had to wor" under the Assistant Spinnin Master and to supervise about 1++ wor"ers in the mills. &he mills operated three shifts a day #han in on#e a wee" in anti$#lo#"wise dire#tion. 9am Lal's performan#e in the be innin as a spinnin supervisor as found to be uniformly effi#ient. 3is attitude towards the mills! superiors and #o$supervisors was reported to be favourable. 3e was held in hi h esteem by his superiors! fellow$ supervisors and wor"ers. Sometimes he used to initiate informal parties and et$to ethers in the #anteen of the mills. -n the re#ommendation of his superiors the mana ement #onfirmed him in the /ob on 1st -#tober! 1DGH. )n Banuary! 1DG7 there was a va#an#y in the spinnin department be#ause of the resi nation of another supervisor. *irdhari who was wor"in in a nei hbourin mill at a salary of 9s. AA+! applied for this position. &he Assistant Spinnin Master who "new him personally re#ommended to the ;a#tory Mana er that *irdhari was a hi hly s"illed supervisor and that he mi ht be #onsidered for the /ob. -n his re#ommendation the ;a#tory Mana er hired him at a salary of 9s. A5+. A##ordin to the ;a#tory Mana er! 9am Lal was unhappy over the appointment of *irdhari. 6onse(uently! he started to interfere in the smooth fun#tionin of *irdhari' s department. )t was noted in 2e#ember 1DG7 that the output of 9am Lal's shift was mar"edly below the standard of the mills. 3e was fre(uently found to be late in attendin the mills. Sometimes! he applied for leave while stayin at home without any prior permission. 3is attitude was des#ribed by the mana ement as 'pro$labour'. -n#e *irdhari visited the Assistant Spinnin #onversation too" pla#e> *irdhari > *ood mornin ! Sir. A.S.M. > *ood mornin ! Mr. *irdhari. 3ow are you0 *irdhari > &han" you Sir! ) am (uite well. A.S.M. > ,our output is e%#ellent in the mills. ) don't "now what has happened to 9am Lal. ) remain #onstantly worried about the output from his department. 2o you "now why that output is so mu#h below the standard0 Master (A.S.M.) and the followin

*irdhari> .hy not! SirI &hat is "nown to everyone in the mills. ;or e%ample! Ealu! Ba dish and Eirti who are supposed to be wor"in under him! do not a#tually do any wor" for the mills thou h they re#eive their full salary from the mills. A.S.M.> 3ow is that possible0 *irdhari > Sir!9am Lal sends these men to their homes and their time #ards are always turned to indi#ate a full day's wor". )n another #ase! Manohar was #onstantly absent in 9am Lal's department for a lon period of time. 9am Lal pun#hed his time #ard at intervals so as to retain his employment in the mills. &here is more to it than this! Sir. 3e lea"s out #ertain #onfidential information to the wor"ers. 3e is very #lever. 3e wants to win their #onfiden#e and #reate a ood impression of himself on them. A.S.M.> .hat sort of #onfidential information has been lea"ed out0 *irdhari > 3e has told ea#h of his men that Banwari! one of my men! is oin to win a #ash reward of 9s. 1++ as the most effi#ient wor"er of the mills this year. &his is a mis#hievous move. 3e #laims that the mana ement is showin favouritism! as Banwari really stands nowhere. A.S.M. > -.E.! ) shall ta"e #are of him. &he Assistant Spinnin Master visited 9am Lal's department on the same day in the afternoon but he #ould find nothin wron in his department with the e%#eption that 9am Lal was #hattin with a few wor"ers. &he Assistant Spinnin Master informed the ;a#tory Mana er on the same day that 9am Lal was en a ed in ossipin with a roup of wor"ers at many times durin a day. -n the basis of several informal reports of the Assistant Spinnin Master! the mana ement formed the opinion that 9am Lal did not #ooperate with his superiors and #o$supervisors in the mills. A##ordin to the mana ement! 9am Lal be#ame an 8un#onvin#in ! lethar i# and arro ant8 man. &he Assistant Spinnin Master informed the ;a#tory Mana er on 1+th Au ust! 1DH+ that in spite of his repeated verbal warnin s! 9am Lal did not #are to improve his behaviour. After one wee" 9am Lal re#eived the followin letter from the ;a#tory Mana er. 2ated> 1Hth Au ust! 1DH+ 6onfidential &o! Shri 9am Lal! Spinnin Supervisor 1. ,ou were iven perfe#t doff$#ontrol settin as seen by the Assistant Spinnin Master and the ;a#tory Mana er whi#h has not been maintained.

1. 9easons for brea"a es should have been investi ated as the same frames numbers H! 7 and D were in perfe#t runnin #ondition in the earlier and the ne%t shifts. A. ,ou have left 1++ spindles idle for no e%pli#able reason! as reported by the supervisor who has ta"en #har e from you. @. 5vidently the wor" was not #ontrolled by you. 5. ,ou should be able to dete#t! if at all! there is any delin(uen#e on the part of those who are responsible for spoilin the wor". &he responsibility of the proper runnin of the department is solely yours. G. )t has been found that you are not re ular in your attendan#e and are in the habit of applyin for leave while sittin at home without any prior intimation andCor permission. H. )t has been brou ht to my noti#e that you are allowin some of !your men to en/oy leave unauthorisedly. 7. )t has been reported that you are in the habit of divul in se#ret and #onfidential information of the mana ement to various unauthorised persons. )n future! you are e%pe#ted to maintain satisfa#tory performan#e and proper dis#ipline in the department. S.P. .adhawa ;a#tory Mana er Fnfortunately! 9am Lal did not respond positively to the above warnin s. -n the other hand! the mana ement was fed up with his arro ant behavioral patterns but did not "now how to sa#" him. 5vidently! he be#ame a problem$employee. 3is behaviour did not improve despite repeated #ounsellin by his superiors. &he mana ement finally de#ided to serve him with a #har e$sheet as follows>

-#tober 1G! 1DH+ 6onfidential &o Mr! 9am Lal! Spinnin Supervisor ;ollowin are the #har es a ainst you and you are as"ed to submit your e%planation within @7 hours of the re#eipt of the #har e$sheet failin whi#h dis#iplinary a#tion will be ta"en a ainst you.

1. Produ#tion in your shift on 5th! 7th! 11th and 15th instant has been very low in spite of repeated verbal and written warnin s 1. )n spite of repeated warnin s you #ontinue to be unpun#tual in your attendan#e and also #ontinue to handle the operations of the department in a 6asual and indifferent way! 2etail as follows > (a) -n 1+th instant the reelin department was handed over without belts for si% reels and thin bobbins a##umulated near the #onditionin tan".$ (b) -n l1th instant! the spinnin department was handed over in a very bad #ondition with overlappin and many rin frames were not aited properly. (#) -n 15th instant while you were handin over the #har e of the spinnin department! it was also found that two rin frames were stopped without aitin and seven rin frames were not aited properly and also there was heavy overlappin . (d) ,ou attended to your shift duties on 11th! 15th and 1Gth instant very late thereby #ausin dislo#ation in the arran ement of the shift. (e) )n spite of repeated warnin s and advi#e you failed to maintain proper dis#ipline in the department. )n view of the above it is #lear that as a responsible employee of the mills you have neither improved your pun#tuality nor wor" effi#ien#y. Moreover! you have also failed to maintain dis#ipline in the department. ,ou are therefore re(uired to submit your e%planation within the aforesaid time limit as to why dis#iplinary a#tion should not be ta"en a ainst you whi#h may even in#lude termination of your servi#es from the mills. S.P. .adhawa ;a#tory Mana er 9am Lal replied to the above #har e$sheet as follows> 2ated> -#tober 1H. 1DH+ &o &he ;a#tory Mana er 9ef. > ,our letter dated -#tober 1G. 1DH+. 9espe#ted Sir! -n -#tober 15! 1DH+ ) a ree that ) #ould not hand over the #har e of spinnin department in a proper manner be#ause ) #ould not mana e the wor" of the department due to various domesti# reasons. ) assure you Sir that ) will hand over the #har e of the department in a proper manner in future. ) also assure you that ) shall maintain my produ#tion hi h in future. 3owever! ) am surprised to "now from your letter that ) do not maintain dis#ipline in the department and lea"$out #onfidential information to wor"ers. ) am sure you will a ree with me that whenever ) do any ood wor"! other supervisors feel /ealous and report to you stealthily a ainst me. Please do not pay heed to these rumours. Sin#e ) am the senior supervisor in the mills! ) re(uest you to "indly ive me an opportunity to prove my #apability in the future. ) also assure you! Sir! that ) shall maintain dis#ipline in the department. &han"in you and assurin you of my sin#ere servi#es always.

,ours faithfully! (9am Lal) Spinnin Supervisor &he mana ement observed that in spite of his above assuran#e! he neither maintained the produ#tion standard nor enfor#ed dis#ipline in the department. 3e #ould not also improve his behavioural patterns in the mills. Questions 1. .hat is the #entral problem in this #ase0 1. .hat #orre#tive measures do you propose to solve this problem0 A. Prepare a systemati# report for the mana ement as a #onsultant psy#holo ist analysin the pros and #ons in detail.

CASE STUDY - VI LOSIN A OOD MAN

Sundar Steel Limited was a medium$si<ed steel #ompany manufa#turin spe#ial steels of various types and rades. )t employed 5!+++ wor"ers and @5+ e%e#utives. Fnder the *eneral Mana er (Produ#tion)! there were operation! maintenan#e! and servi#es roups! ea#h headed by a #hief. &he 6hief of Maintenan#e was Shu"la and under him Mu"her/ee was wor"in as the Maintenan#e 5n ineer. &he total stren th of Maintenan#e was 5++ wor"ers! 15 e%e#utives! and 5+ supervisors. 6hatter/ee was wor"in in Maintenan#e as a wor"er for three years. 3e was effi#ient. 3e had initiative and drive. 3e performed his duties in a near perfe#t manner. 3e was a man of proven te#hni#al ability with utmost drive and dash. 3e was promoted as Supervisor. 6hatter/ee! now a Supervisor! was one day passin throu h the Maintenan#e Shop on his routine inspe#tion. 3e found a #ertain wor"er sittin idle. 3e pulled him up for this. &he wor"er retaliated by abusin him with filthy words. .ith a rim fa#e and utter frustration! 6hatter/ee reported the matter to Mu"her/ee. &he wor"er who insulted 6hatter/ee was a 8notorious #hara#ter8! and no supervisor dared to #onfront him. Mu"her/ee too" a serious view of the in#ident and served a stron warnin letter to the wor"er. 4othin very parti#ular about 6hatter/ee or from him #ame to the "nowled e of Mu"her/ee. &hin s were movin smoothly. 6hatter/ee was ettin alon well with others. But after about three years! another serious in#ident too" pla#e. A wor"er #ame drun" to duty! be an playin #ards! and usin very filthy lan ua e. .hen 6hatter/ee stron ly ob/e#ted to this! the wor"er ot up and slapped 6hatter/ee. Later! the wor"er went to his union and reported that 6hatter/ee had assaulted him while he was performin his duties. 6hatter/ee had no idea that the situation would ta"e su#h a turn. 3e! therefore! never bothered to report the matter to his boss or #olle#t eviden#e in support of his #ase.

&he union too" the #ase to Shu"la and prevailed over him to ta"e stern a#tion a ainst 6hatter/ee. Shu"la instru#ted Mu"her/ee to demote 6hatter/ee to the ran" of a wor"er. Mu"her/ee e%pressed his apprehension that in su#h a #ase 6hatter/ee will be of no use to the department! and the demotion would affe#t adversely the morale of all sin#ere and effi#ient supervisors. But 6hatter/ee was demoted. 6hatter/ee #ontinued wor"in in the or anisation with all his effi#ien#y! #ompeten#e! and ability for two months. &hen he resi ned statin that he had se#ured better employment else where. Mu"her/ee was perturbed at this turn of events. .hile pla#in 6hatter/ee's resi nation letter before Shu"la! he e%pressed deep #on#ern at this development. Shu"la #alled 6hief of Personnel for advi#e on this deli#ate issue. &he 6hief of Personnel said! 8) thin" the in#ident should help us to appre#iate the essential (ualifi#ation re(uired for a su##essful supervisor. An honest and hardwor"in man need not ne#essarily prove to be an effe#tive supervisor. Somethin more is re(uired for this as he has to et thin s done rather than do himself.8 Mu"her/ee said!8 ) have a hi h opinion of 6hatter/ee. 3e proved his te#hni#al #ompeten#e and was sin#ere at his wor". *iven some uidan#e on how to deal with the type of persons he had to wor" with! the sad situation #ould have been avoided.8 Shu"la said! 8) am really sorry to lose 6hatter/ee. 3e was very Jhonest and pain$sta"in in his wor". But ) do not "now how ) #ould have helped him. ) wonder how he always mana ed to et into trouble with wor"ers. .e "now they are illiterates and some of them are tou h. But a supervisor must have the ability and presen#e of mind to deal with su#h men. ) have numerous supervisors! but ) never had to tea#h anybody how to supervise his men.8 Questions 1. .hat is the main problem in the #ase0 1. 2o you thin" the de#ision ta"en by Shu"la is in "eepin with the faith! trust and #reatin developmental #limate in the or anisation! #riti#ally evaluate0 A. .hat would you have done! if you were in pla#e of Shu"la0 @. 2o you a ree with what 6hief of Personnel has said0 .hat is he pointin towards sayin that somethin more is re(uired to be an effe#tive supervisor! e%plain0 5. Mu"her/ee is pointin towards 8 uidan#e8 )s he indi#atin ' towards enhan#in #ompeten#ies of the employees to perform their /ob more effe#tively. 2o you a ree0 G. 2o you thin" #ounsellin Cmentorin may help improvin rou h and ) tou h employees0 H. )s the present situation li"ely to affe#t the wor" motivation0 392 systems have reat relevan#e to employee motivation. As *.M. what developmental interventions would you re#ommend to improve wor" motivation and dyadi# relationship.

CASE STUDY VII SHARMA ASSAULTS MAHTO

Bharat Steel Stru#tures Limited was a lar e publi# se#tor underta"in havin @+!+++ employees. )tKs ;abri#ation Shop fabri#ated stru#tures and paired various e(uipments. &he shop was headed by the 2eputy .or"s mana er (Me#hani#al)! who reported to the .or"s Mana er (Me#hani#al)! who in turn reported to the *eneral Mana er (.or"s). Sharma /oined the #ompany in 1D7+ as a ;abri#ator *rade ))! whi#h was a s"illed /ob. 3is /ob was to fabri#ate and repair different e(uipments under his supervisor's uidan#e. )nitially Sharma was sin#ere! well behaved! and dedi#ated. Soon he be#ame one of the best wor"ers in the shop. After some time! however! Sharma started losin interest in his /ob and radually be#ame indifferent. ;re(uently he pi#"ed up (uarrels with his fellow wor"ers on trivial issues. Mahto! Supervisor of Sharma's shift! reported a ainst him to the ) 2eputy .or"s Mana er. Mahto #omplained that most of the time Sharma was not available at his wor" pla#e! and even when he was available he was found ossipin with other wor"ers. &he 2eputy .or"s Mana er orally warned Sharma and told him to improve his performan#e: otherwise suitable a#tion would be ta"en a ainst him. -n Bune 17! Sharma and Mahto were in the mornin shift (G a.m. to 1 p.m.). At 11.A+ p.m. Mahto left the shop and went to the Administration Buildin ! whi#h was outside the plant premises to en(uire about a file. Mahto informed the 2eputy .or"s Mana er before leavin the shop. At 11.@+ p.m. Mahto was assaulted and manhandled on the road /ust outside the main ate. Mahto was ta"en to the hospital by some wor"ers. Mahto lod ed a #omplaint that Sharma had assaulted him. Sharma was subse(uently #har e$sheeted by the 2eputy .or"s Mana er for mis#ondu#t and was as"ed to reply within seven days. &he #har e$sheet said> 1. 8-n Bune 17 at 11.@5 p.m. you assaulted Mahto on the road outside the main ate while he was oin out of the plant. 2urin the previous wee" he had reported about your la#" of interest in wor" and fre(uent absen#e from wor" pla#e without permission. )nstead of improvin your performan#e! you assaulted him! apparently be#ause he had #omplained a ainst you.8 1. 8,ou were absent from your duty without permission between 11.A+ p.m. and 1.@+ p.m. on Bune 17.8 )n his reply of Bune 1D (within seven days as re(uired) Sharma alle ed that the 2eputy .or"s Mana er had #ertain mali#e a ainst him as he had not obli ed him by manufa#turin and supplyin a #upboard for his household use. &he mana er had #on#o#ted the #ase to vi#timi<e him. Moreover! he #laimed that he and Mahto were present on their duty up to 1.@5 p.m. 3en#e! the (uestion of his assaultin Mahto did not arise. 3e further stated that he was on ood terms with Mahto. &he .or"s Mana er did not find the reply to be satisfa#tory and #onstituted an en(uiry #ommittee #onsistin of the Senior Mana er (&rainin ) and the Senior Personnel -ffi#er. Sharma fully parti#ipated in the en(uiry and was assisted by a #owor"er.

&he #ommittee held Sharma uilty of the mis#ondu#ts mentioned in the #har e$sheet. &he .or"s Mana er was thin"in about the a#tion to be ta"en a ainst Sharma and how to avoid su#h situations in future. Questions 1. )dentify the problem in the #ase. 1. 3ow do you see the a#t of Sharma0 6riti#ally evaluate with referen#e to his reply to the en(uiry #ommittee. A. 3ow would you ta#"le the problem to avoid re#urren#e of su#h in#idents! if you were the .or"s Mana er0 @. 2o you see any role of or ani<ational #limate as a fa#tor0 6omment.

CASE STUDY - VIII NATIONAL MANUFACTURIN COMPANY LIMITED

4ational Manufa#turin 6ompany is a publi# limited #on#ern havin its fa#tory at ,amunana ar with its re istered offi#e in 2elhi. )t employs 1!1++ wor"men! who are or anised into a union #alled the 84ational Manufa#turin 6ompany Ma<door Fnion8. 9am/as! a fitter in the en ineerin department! is the president of the union! and he #ommands #onsiderable .respe#t amon the wor"men. -n A+th April 1D7A! about 1+ employees of the #ompany led by 9am/as met the wor"s mana er and as"ed him that May ) be de#lared a holiday. &he wor"s mana er e%pressed his inability to obli e the union. &hen the situation too" an u ly turn. &here was e%#han e of hot words. 9am/as a##used the wor"s mana er of bein anti$wor"in #lass and a #allous despot. &he same evenin ! 9am/as addressed a ate meetin . 3e as"ed the wor"ers to observe May 2ay in a fittin manner. A resolution #ondemnin the attitude of the wor"s mana er was also adopted at the meetin . At the start of the shift at 7>++ a.m. the ne%t day! i.e. May 2ay! 9am/as went to the fa#tory! #olle#ted a number of wor"men! in#ludin several offi#e$bearers of the .union! and went from department to department ur in the wor"men to stop wor". .ithin a short time a lar e number of wor"men left their8 wor" pla#e and streamed out. A fla hoistin #eremony was held outside the fa#tory ate. 9am/as e%horted the wor"ers to /oin the May 2ay rally later in the evenin . &he fa#tory did not wor" for the rest of the day. &he mana ement issued a #har e$sheet to 9am/as on Ard May 1D7A ivin details of the #har es and stated that those a#ts amounted to ross mis#ondu#t! under Standin -rders 1@(a)! (#)! ( )! (")! (p). (;or te%t of the Standin -rders see Anne%ure 1). 9am/as was re(uired to submit his e%planation in the followin lan ua e>

,ou are hereby re(uired to submit your e%planation to the above said a#ts of mis#ondu#t within 1@ hours of the re#eipt hereof as to why you should not be dismissed from the servi#e of the #ompany. (;or #har e$sheet see Anne%ure ))) )t was stated in the #har e$sheet that Shri P.6. *upta! the le al advisor of the #ompany! would hold the en(uiry on the #har e$sheet at 11.++ a.m. on 1+th May! 1D7A in the 6onferen#e 9oom of the fa#tory. 9am/as refused to a##ept the #har e$sheet. &herefore! it was sent to him by re istered post on the same day and a #opy thereof was displayed on the noti#e$board of the #ompany. &he re istered #over was re#eived ba#" with the remar"s 8refused to a##ept8. 9am/as! however! appeared for the en(uiry and as"ed in writin that he be permitted to be defended by a lawyer or alternatively by Pritam Sin h! the *eneral Se#retary of the union! who was not an employee of the #ompany. &he re(uest of Shri 9am/as was turned down by the en(uiry offi#er. 9am/as wal"ed out from the en(uiry room statin that he #ould not e%pe#t /usti#e from the le al adviser of the #ompany who was biased in favour of the mana ement and that he was not bein iven proper opportunity to defend himself. &he en(uiry offi#er re#orded the statements of the mana ement witnesses and #on#luded the en(uiry pro#eedin s. 3e found 9am/as uilty of all the #har es levelled a ainst him. 3e submitted his findin s to the wor"s mana er. &he wor"s mana er referred the same to the se#retary of the #ompany at the head offi#e for advi#e. &he se#retary wrote ba#" that 9am/as should be dismissed. A##ordin ly! the wor"s mana er issued a letter to 9am/as terminatin his servi#es with immediate effe#t statin that all the #har es levelled a ainst him were found proved and that he was uilty of mis#ondu#t for whi#h dismissal was the proper punishment. &he punishment infli#ted upon 9am/as was assailed by the union on the followin rounds> 1. &he #har e of insubordination and subversive of dis#ipline in passin resolution #ondemnin the wor"s mana er was not a mis#ondu#t and! as su#h! no en(uiry #ould be held a ainst him. 1. &he #har e$sheet was invalid inasmu#h as the mana ement bein biased a ainst him had already made up its mind to dismiss him and that holdin of the en(uiry was /ust a le al formality. A. 4o opportunity was iven to him to defend ?imself. @. &he pro#eedin s of the en(uiry re#orded in his absen#e were not bindin on him and no punishment #ould be awarded on the basis of the same. 5. &he appointment of the le al adviser of the #ompany as the en(uiry offi#er was ille al and a ainst the prin#iples of natural /usti#e. G. &he wor"s mana er! bein himself involved in the in#ident! was interested in the out#ome of the en(uiry and #ould not a#t as the punishin authority. H. &he wor"s mana er in the #ir#umstan#es #ould not and did not apply his mind independently in de#idin the (uantum of punishment. 7. 3e was vi#timi<ed for his trade union a#tivities and for bein the president of the union.

A445LF95 ) 1@. (a) .ilful insubordination or disobedien#e alone or in #ombination with another or others of any lawful and reasonable order of a superior. (#) Stri"in wor" or in#itin others to stri"e in #ontravention of the provisions of any statute or the standin orders. ( ) 5nterin or leavin or attemptin to enter or leave the fa#tory e%#ept in a##ordan#e with these standin orders. (") &hreatenin or intimidatin any offi#er or employee on the fa#tory premises. (p) 2eliberately ma"in false! vi#ious! or mali#ious statements! publi# or otherwise! a ainst any offi#er or employee of the #ompany. A445LF95 )) &o! Shri 9am/as! ;itter! 5n ineerin 2epartment! &o"en 4o. 1HG+ .hereas on A+th April 1D7A you alon with other 1+ of your #ollea ues went to the offi#e of the wor"s mana er Shri 9andhir Sin h and on his de#linin your re(uest to de#lare 1st May 1D7A as a eneral holiday! you entered into heated ar uments and used undesirable lan ua e a ainst him! and whereas on the evenin of the same day! i.e.! A+th April! 1D7A! you or anised and spo"e at a meetin outside the fa#tory premises where a resolution #ondemnin the wor"s mana er was passed. . .hereas on the mornin of 1st May! 1D7A you alon with other wor"men of the fa#tory moved from department to department and in#ited the wor"ers to stop wor". &his resulted in wor"men wal"in out of the fa#tory premises for the day. &he above a#ts of omission and #ommission on your part amount to mis#ondu#t under Se#tion 1@(a)! (#)! ( )! (")! and (p) of the Standin -rders. ,ou are hereby re(uired to submit your e%planation to the above said a#ts of mis#ondu#t within 1@ hours of the re#eipt hereof as to why you should not be dismissed from the servi#e of the #ompany. Please ta"e note that an en(uiry under the provisions of the Standin -rders in the matters of the above #har e$sheet will be held by Shri P.6. *upta! Le al Adviser of the 6ompany! at 11>++ a.m. on 1+th May 1D7A in the 6onferen#e 9oom of the fa#tory. ,ou are hereby re(uired to present yourself for the en(uiry on the aforesaid date! time! and pla#e. )n view of the ravity of the mis#ondu#t mentioned above! you are also hereby pla#ed under suspension with immediate effe#t. Questions

1. .as 9am/as /ustified in raisin the demand for May$2ay holiday on the A+th April! and ettin the wor" stopped on 1st May0 1. .as mana ement /ustified in ta"in dis#iplinary a#tion a ainst 9am/as. )f so! was the #har esheet drafted and served on him properly0 A. .as the en(uiry #ondu#ted in #onformity with prin#iples of 4atural Busti#e0 )f not! on what rounds it #an be de#lared vitiated. @. )s the punishment of dismissal in proportion to the offen#e #ommitted0 .hat is the possibility of its bein set aside or redu#ed by the Labour 6ourt! or the hi her #ourt.

CASE STUDY -I# A DEFIANT $OR%ER

Mr. L a ed 15! who had been wor"in in a lar e s#ale te%tile unit in Madurai was referred to the So#ial .or"er by the Labour 9elations 2epartment for a so#ial investi ation of the defiant behaviour e%hibited by him in the wor" pla#e. 3e had absented from wor" many a time due to #ertain disturbin habits. Mr. L had #ommitted serious a#ts of mis#ondu#t! riotous and disorderly behaviour durin wor"in hours on 1+$1$1D71 as (1) he #ame to the Mill in a drun"en state and (uarrelled with his #o$wor"ers and (1) Abused the supervisor usin foul lan ua e. -n a #ursory perusal of the past re#ords of the deviant wor"er! the so#ial wor"er #ame to "now that Mr. L had absented himself #ontinually for 1HGM days durin 1D71. )n addition! he had availed himself of 11 days' medi#al leave and 11 days' #asual leave. As a result of his indis#iplined behaviour! the #ompany had ta"en the followin dis#iplinary a#tion a ainst him> (1) 3e was suspended three times for A+ days by the Labour 9elations 2epartment for absentin himself from wor" for more than si% #onse#utive days on two o##asions and on#e for #ommittin a serious a#t of mis#ondu#t. (1) 3e was suspended as many as 5 times for bein absent from the wor"spot. (A) -n#e he was fined half of his salary ma%imum for #arelessly allowin the #otton to wrap on the #ylinder roll. (@) 3e was iven a final warnin on 1H$7$1D71 re ardin his habitual absen#e. 2urin the preliminary interview the So#ial .or"er had with Mr. L! he #ame to "now that Mr. L was married and had studied upto G th standard. 3e had been drawin a salary of 9s. 7++ and had put in si% years of servi#e as a '.or"er' in the Blow Se#tion. As to the family ba#" round! Mr. L is the youn est son of his parents. 3e lost his father and mother when he was H years old. Sin#e then his eldest brother had been loo"in after him. )n order to "now more about the so#io$#ultural ba#" round of Mr. L! the fa#tors whi#h had driven him to indul e in al#oholism and the #auses for his indis#iplined behaviour in the wor" pla#e! the So#ial .or"er paid visits to his house many a time and #onferred

with his family members. )n the #ourse of an interview he had with the eldest brother of Mr. L! the So#ial .or"er athered information about Mr. L's life history ri ht from the s#hoolin . &his revealed that Mr. L! was never interested in s#hoolin and fre(uently absented from the #lass. 3e was asso#iated with a an of friends who used to ta"e him to films re ularly 'when Mr. L was in the fifth standard. 2urin his youth! Mr. L seemed to ta"e a#tive interest in politi#s and ultimately fell under the influen#e of an sters! throu h whom he had developed #ertain vi#es su#h as #onsumin al#ohol! an/a and amblin . Seein the deterioratin moral and so#ial life of Mr. L his brother pro#ured a /ob for him 'in the lo#al te%tile unit so that Mr. L #ould settle down and assume #ertain responsibilities in life. As years rolled by! Mr. L ot married but in #ourse of time he started developin a feelin of hatred towards his wife in as mu#h as he did not li"e her physi#al appearan#e. 3is marital life lasted only for three months after whi#h the nuptial bonda e had bro"en! on#e and for all. 2issatisfied with the "ind of life he was leadin ! Mr. L be an to #onsume al#ohol re ularly only to be#ome an addi#t. 3e started playin du#"s and dra"es with all his savin s and the in#ome derived from his land too. 3is brother be an to re/e#t him for he was beyond redemption and finally drove him out of the house. Mr. L's supervisor! while interviewed by the So#ial .or"er! stated that Mr. L's relationship with him and #o$wor"ers had been unsatisfa#tory. 3e was not effi#ient in his wor". -ften times! he (uarrelled with the Supervisor and other wor"ers when he #ame to the wor"spot under the influen#e of al#ohol. &he Supervisor was of the view that thou h Mr. L has been #ounselled and punished on many o##asions! he has not repented for the a#ts of mis#ondu#t he had #ommitted. Fnderstandably! the fa#tors #ontributin to the deviant behaviour that Mr. L mi ht be the la#" of parental #are durin his #hildhood! his asso#iation with an sters! marital disa reement due to dissatisfa#tion in his se%ual relations! failure on the part of the mana ement to dis#over the problem at an early sta e and #ontrol the same! et#.! and this mi ht lead us to assume that Mr. L had developed disturbin habits su#h as al#oholi# addi#tion and #hroni# absenteeism owin to very fa#tors indi#ated above. .hen the So#ial .or"er pleaded with the Labour -ffi#er to rant pardon to Mr. L for the repeated deviant a#ts e%hibited by him! the -ffi#er e%plained that thou h Mr. L was iven the absolute final warnin ! the latter had absented himself for about @5 days even after re#eivin the same and therefore! he asserted! that he had no other option but to dismiss Mr. L from servi#e. Questions 1. )s it not the moral and ethi#al responsibility of the employer to be #on#erned about the (uality of life of the deviant wor"er0 1. 3ow #ould the misbehaviour of the wor"er be #onstru#tively #orre#ted without penalty0

A. Suppose the deviant wor"er had been #ounselled by the SupervisorC Mana er rather than pro ressively penali<ed! would he have been dismissed from servi#e0 @. )s the pro#edure adopted by the or anisation for dis#iplinin the errant behaviour of the wor"er /ustifiable0 5. 6ould the termination of the defiant wor"er's servi#es have been avoided0 G. .hat rehabilitative measures #ould be adopted for preventin and #orre#tin the deviant behaviour of wor"ers whu had e%hibited habit disturban#es in the wor" pla#e0

CASE STUDY -# SARVODAYA STRUCTURALS LIMITED

Sarvodaya Stru#turals Limited was en a ed in the fabri#ation of heavy stru#turals. &he #ompany had si% shops besides en ineerin ! a##ounts! personnel! sales! and administrative departments. )t employed H!+++ men. &he #hief e%e#utive of the #ompany was the *eneral Mana er. )n one of the shops employin 1!+++ men! D++ tons of stru#turals were fabri#ated every month. &he day$to$day mana ement of the shop was entrusted to the Mana er! who was assisted by the Senior ;oreman. &he three main se#tions of the shop were Preparation! Mar"in ! and ;inishin . )n the Mar"in and ;inishin Se#tions! the wor" was supervised by two foremen ea#h. &he Preparation Se#tion was under the dire#t supervision of the Senior ;oreman! who! in addition! planned and #oordinated the wor" of all the three se#tions. &he Preparation Se#tion was responsible for the #olle#tion and. #lassifi#ation of wor"s orders! for readin intri#ate ma#hine and stru#tural drawin s! determination of priorities for e%e#ution of orders! #he#"in bills of materials! and pro#essin raw materials for fabri#ation. &his se#tion had 1++ men on the rolls. )n 1DG1 the shop started re#eivin heavy orders! and as the wor"load in#reased #onsiderably! the Senior ;oreman was unable to #ope with it. -n the Mana er's re#ommendation! the *eneral Mana er san#tioned two new posts of foremen for the Preparation Se#tion. &wo Pro ress )n#har es atta#hed to the Senior ;oreman were thus rendered surplus and their prin#ipal wor"! namely! reportin pro ress of wor" in the shop! was transferred to the Produ#tion Plannin 2epartment. &his a#tion of the *eneral Mana er had the #on#urren#e of the Mana er. &he )n$#har es themselves were not transferred to the Produ#tion Plannin 2epartment! as this had its own departmental men to ta"e #are of this wor". &hey #ontinued on the rolls of the shop! awaitin orders for transfer to va#an#ies of e(uivalent rade in other shops. &he minimum (ualifi#ations for the re#ently #reated posts of foremen! pres#ribed by a Boint 6ommittee! were a diploma in en ineerin and five years' e%perien#e in a stru#tural shop. &he posts were advertised for in the or ani<ation but none of the appli#ants was

found suitable for appointment. &he )n$#har es #on#erned! who were non$matri#ulates! did not apply! as they did not possess the pres#ribed (ualifi#ations. &he posts were! therefore! advertised in the press. &hree outside #andidates applied. -nly one appeared for the interview and he was not #onsidered suitable for appointment. &he #ase of the two surplus )n$#har es did not #ome within the purview of the rievan#e pro#edure in operation in the #ompany! as it involved a #han e in the minimum (ualifi#ations pres#ribed for the post of ;oreman. As! however! they were powerful members of the Fnion e%e#utive! the Se#retary of the re#o ni<ed trade union too" up their #ase for appointment as foremen with the *eneral Mana er. &he Fnion Se#retary ar ued that they had been doin part of the foremen's /ob before the posts were #reated and! in the absen#e of suitable #andidates they should be preferred for promotion. &he *eneral Mana er maintained that the men #on#erned were not (ualified for the posts and did not posses the te#hni#al ba#" round re(uired to perform the ;oreman's duties. &he written /ob$des#riptions of the posts of Pro ress )n$#har e and ;oreman prepared by the Boint 6ommittee indi#ated that the /ob #ontent of the former was only about 15 per #ent of that of a foreman! and only! on the administrative side. &hey did not supervise the wor" of the Preparation Se#tion in any way! where there were mistries in line for promotion. &he latter! thou h ood in their own area! #ould not be promoted as they were not te#hni#ally (ualified to hold the hi her position. After prolon ed dis#ussion! the *eneral Mana er #on#eded that in the #ir#umstan#es! the )n$#har es would be iven an opportunity to prove their fitness for the /ob. )t was also a reed that in the first pla#e! test spe#ifi#ations for the posts of ;oreman would be wor"ed out by a Boint 6ommittee and iven to the men #on#erned. )f they wished! they would also be iven uidan#e for a period of three months! to learn the /ob. &hey would then be sub/e#ted to a test by the &rainin -ffi#er! and if .they passed the test! they would be promoted to foremen. &he Mana er #ommuni#ated this de#ision to the Senior ;oreman in the presen#e of the two men. 3e readily a reed to ive them the ne#essary uidan#e whenever they re(uested it. 3owever! they maintained that 8the de#ision was not only to ive them uidan#e when as"ed for! but full$time trainin and uidan#e in order to enable them to pass the test8. -n hearin this! the Senior ;oreman remar"ed> 8) have no one to spare primarily for the purpose of trainin them to pass the test. 8 Questions 1. .hat is the main problem in the #ase0 1. )dentify and dis#uss the sta e and a#tion re(uired to ta#"le the problem before it be#ame a rievan#e. 6omment on the role of the mana ement. A. 6riti#ally evaluate the rievan#e and the follow$up a#tion. 5valuate the union$ mana ement #ompromise and its possible #onse(uen#es with your own point of view! in detail. @. )f you were the mana er of the 8shop8! how would you handle the problem! after the senior foreman's remar" about sparin the 8in$#har es8 for three months0