A K BASU

TYPES OF CONFLICT

1) UNION MANAGEMENT CONFLICT

2) INTER AND INTRA-UNION RIVALRY & CONFLICT

3) CONFLICT BY NON-PERMANENT LABOUR

 UNION MANAGEMENT CONFLICT

 SECTIONAL CONFLICT

 NATURE OF THE CONFLICT

 SPORADIC WORK STOPPAGE
 CONCERTED ABSENTEEISM
 GO SLOW
 ASSAULT
 HOW TO HANDLE
 START DIALOGUE
 USE UNION AS A FALL BACK
 USE SENIOR MANAGEMENT FOR
 UNION MANAGEMENT CONFLICT (Contd.2)

 SOURCE
 COULD ESCALATE FROM A SECTIONAL CONFLICT
TO A GENERAL CONFLICT

 NORMALLY ARISES FROM GENERALISED ISSUES

 NATURE
 “WORK TO RULE” TRANSLATES TO
 REFUSAL OF OVERTIME
 GO SLOW
WORK REFUSALS
 UNION MANAGEMENT CONFLICT (Contd.3)

 HOW TO HANDLE
 DIALOGUE
 PATIENCE
 DISCIPLINARY ACTION - SELECTIVE & TIMING
 COMMUNICATE WITH MANAGEMENT STAFF
 USE GOVT AS A 3RD PARTY FALL BACK
 LEGAL STEPS
 INTER AND INTRA-UNION RIVALRY/CONFLICT

NATURE
 FIGHT FOR TURF REFLECTED IN

 TAKING OVER IMPORTANT SECTIONS

AND MACHINE CENTRES

 PUTTING UP COMPETING GENERAL

DEMANDS TO MANAGEMENT

DISRUPTING WORK TO SHOW STRENGTH

INTER AND INTRA-UNION RIVALRY/CONFLICT (2)


HOW TO HANDLE

 SUPPORT THE ELECTED OFFICE BEARERS

IN AN INTRA-UNION SITUATION

 KEEP CHANNELS OF COMMUNICATION OPEN

 DEAL WITH INDISCIPLINE FIRMLY

 IMPORTANT ASPECTS

 USING FALL BACKS

 DO NOT LOSE PATIENCE - KNEE JERK

ACTION OFTEN BACKFIRES

 COMMUNICATION IS A POTENT WEAPON

 OTHER INDUSTRIAL CONFLICT

CONTRACT/CASUAL LABOUR CONFLICT

 BREAK IT

EXTERNAL PRESSURE FROM

SURROUNDING COMMUNITIES

 FOR JOBS
 CREATING TROUBLE
 VALUES - ITS IMPORTANCE
 VALUES DETERMINE CULTURE OF AN
ORGANISATION
 VALUES DETERMINE BEHAVIOUR OF EMPLOYEES
 CONSISTENT GOOD VALUES ELICIT GOOD
RESPONSE
 GOOD VALUES ARE
TRANSPARENT COMMUNICATION
RESPECT FOR THE INDIVIDUAL
DEMONSTRATING TRUST
WALKING THE TALK
 GOOD VALUES REDUCE INDUSTRIAL CONFLICT