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http://hdl.handle.net/11718/1192
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DC Field | Value | Language |
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dc.contributor.author | Sheth, N. R. | |
dc.contributor.author | Shah, B. G. | |
dc.date.accessioned | 2010-03-14T10:11:41Z | |
dc.date.available | 2010-03-14T10:11:41Z | |
dc.date.copyright | 1974-07 | |
dc.date.issued | 2010-03-14T10:11:41Z | |
dc.identifier.uri | http://hdl.handle.net/11718/1192 | |
dc.description.abstract | This paper is based on a case study of managerial problems arising from unionization among employees and subsequent events in union-management relations in one of the major commercial banks. The study shows that an initial attitude of indifference and hostility towards unionism resulted in a series of events involving a win-lose struggle between management and the union. Eventually when the union began to indulge in anti-social and destructive activities, the management took a decision to fight it out with the union regardless of the cause involved. In doing so, the management planned a strategy to deal with the various aspects of the conflict in relation to managerial objectives. Finally, when it scored a decisive victory over the union, the management in collaboration with the union successfully built a new relationship based on mutual trust and cooperation. In conclusion the authors stress the need for a clear and rational managerial approach to problems of industrial relations, rather than handling such problems on the basis of prejudices and short-term objectives. | en |
dc.language.iso | en | en |
dc.relation.ispartofseries | WP;1974/37 | |
dc.subject | Indudstrial management | en |
dc.subject | Industrial conflicts | en |
dc.title | Management of Industrial conflict; a case for matching strategy with objectives | en |
dc.type | Working Paper | en |
Appears in Collections: | Working Papers |
Files in This Item:
File | Description | Size | Format | |
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WP 1974_37.pdf | 1.66 MB | Adobe PDF | View/Open |
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