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ues 1What are the d|fferent |eadersh|p sty|es that are adopted by managers as per
the Manager|a| Gr|d Mode|?
Ans 1 A popular framework for Lhlnklng abouL a leader's 'Lask versus person' orlenLaLlon was
developed by 8oberL 8lake and !ane MouLon ln Lhe early 1960s Called Lhe Managerlal Crld Lhe
Leadershlp Crld or slmply Lhe 8lake MouLon Managerlal Crld lL ls a pracLlcal and useful framework
LhaL helps you Lhlnk abouL your leadershlp sLyle lL ploLs Lhe degree of LaskcenLeredness versus
personcenLeredness and ldenLlfles flve comblnaLlons as dlsLlncL leadershlp sLyles
8y ploLLlng 'concern for producLlon' agalnsL 'concern for people' Lhe grld hlghllghLs how placlng
Loo much emphasls ln one area aL Lhe expense of Lhe oLher leads Lo low overall producLlvlLy
1he model proposes LhaL when boLh people and producLlon concerns are hlgh employee
engagemenL and producLlvlLy lncreases accordlngly 1hls ls ofLen Lrue and lL follows Lhe ldeas of
1heorles x and ? and oLher parLlclpaLlve managemenL Lheorles Whlle Lhe grld does noL enLlrely
address Lhe complexlLy of Whlch leadershlp sLyle ls besL?" lL cerLalnly provldes an excellenL sLarLlng
place Lo crlLlcally analyze your own performance and lmprove your general leadershlp skllls
usage of Lhe 8lake MouLon Managerlal Crld ln Lhe 1940s ln an aLLempL Lo ldenLlfy Lhe behavloural
characLerlsLlcs of successful leaders 8lake and MouLon ldenLlfled Lwo fundamenLal drlvers of
managerlal behavlour Lhe concern for geLLlng Lhe [ob done and Lhe concern for people dolng Lhe
work
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1he model ls represenLed as a grld wlLh cooceto fot ptoJoctloo as Lhe xaxls and cooceto fot
people as Lhe yaxls each axls ranges from 1 (Low) Lo 9 (Plgh) 1he resulLlng leadershlp sLyles are as
follows
1he lndlfferenL (prevlously called lmpoverlshed) sLyle (11) evade and elude ln Lhls sLyle
managers have low concern for boLh people and producLlon Managers use Lhls sLyle Lo
preserve [ob and [ob senlorlLy proLecLlng Lhemselves by avoldlng geLLlng lnLo Lrouble 1he
maln concern for Lhe manager ls noL Lo be held responslble for any mlsLakes whlch resulLs
ln less lnnovaLlve declslons
1he accommodaLlng (prevlously counLry club) sLyle (19) yleld and comply 1hls sLyle has a
hlgh concern for people and a low concern for producLlon Managers uslng Lhls sLyle pay
much aLLenLlon Lo Lhe securlLy and comforL of Lhe employees ln hopes LhaL Lhls wlll
lncrease performance 1he resulLlng aLmosphere ls usually frlendly buL noL necessarlly very
producLlve
1he dlcLaLorlal (prevlously produce or perlsh) sLyle (91) conLrol and domlnaLe WlLh a hlgh
concern for producLlon and a low concern for people managers uslng Lhls sLyle flnd
employee needs unlmporLanL Lhey provlde Lhelr employees wlLh money and expecL
performance ln reLurn Managers uslng Lhls sLyle also pressure Lhelr employees Lhrough
rules and punlshmenLs Lo achleve Lhe company goals 1hls dlcLaLorlal sLyle ls based
on 1heory x of uouglas McCregor and ls commonly applled by companles on Lhe edge of
real or percelved fallure 1hls sLyle ls ofLen used ln cases of crlsls managemenL
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1he sLaLus quo (prevlously mlddleofLheroad) sLyle (33) balance and compromlse
Managers uslng Lhls sLyle Lry Lo balance beLween company goals and workers needs 8y
glvlng some concern Lo boLh people and producLlon managers who use Lhls sLyle hope Lo
achleve sulLable performance buL dolng so glves away a blL of each concern so LhaL nelLher
producLlon nor people needs are meL
1he sound (prevlously Leam sLyle) %% conLrlbuLe and commlL ln Lhls sLyle hlgh concern ls
pald boLh Lo people and producLlon As suggesLed by Lhe proposlLlons of 1heory ? managers
chooslng Lo use Lhls sLyle encourage Leamwork and commlLmenL among employees 1hls
meLhod relles heavlly on maklng employees feel Lhemselves Lo be consLrucLlve parLs of Lhe
company
1he opporLunlsLlc sLyle explolL and manlpulaLe lndlvlduals uslng Lhls sLyle whlch was added
Lo Lhe grld Lheory before 1999 do noL have a flxed locaLlon on Lhe grld 1hey adopL
whlchever behavlour offers Lhe greaLesL personal beneflL
1he paLernallsLlc sLyle prescrlbe and gulde 1hls sLyle was added Lo Lhe grld Lheory before
1999 ln @he ower to Change lL was redeflned Lo alLernaLe beLween Lhe (19) and (91)
locaLlons on Lhe grld Managers uslng Lhls sLyle pralse and supporL buL dlscourage
challenges Lo Lhelr Lhlnklng
ues 3 now are trade un|ons c|ass|f|ed?
Ans 3 C|ass|f|cat|on of @rade Un|on
1) CrafL unlon recrulLlng members from speclflc Lrade or occupaLlon CfLen recrulLs came lnLo Lhe
unlon Lhrough an apprenLlceshlp sysLem

Crlglnally crafL unlons almed Lo preserve [obs wlLhln Lhe Lrade excluslvely for Lhelr members
1echnologlcal change has ellmlnaLed many LradlLlonal crafL skllls unlons have survlved by openlng
membershlp Lo relaLed occupaLlons
2) lndusLrlal unlon such as Lhe naLlonal of mlneworkers ln 8rlLaln l C meLal ln Cermany 1hey alm Lo
represenL all employees ln a speclflc lndusLry regardless of Lhelr Lype of work
Long domlnanL ln Cermany Lhey are a more recenL phenomena ln some oLher counLrles parLlcularly
ln Lhe uk
3) Ceneral unlons cover varlous Lrades and lndusLrles wlLh few resLrlcLlons on poLenLlal
membershlp Some are so large and broad ranglng LhaL Lhey have been Lermed 'super unlons'

4) CccupaLlonal unlons recrulL members wlLhln a parLlcular CccupaLlon or group such as Leacher's
pollce and flre flghLers

3) WhlLe collar unlon concenLraLlng non manual occupaLlons such as banklng
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ues 4 What are the prov|s|ons of the Iactor|es Act 1948 that ensure soc|a| secur|ty measures of
workmen |n a factory?
Ans4 1he Mlnlmum Wage AcL 1948 provldes noL only for adequaLe wages for physlcal subslsLence
buL also malnLenance of healLh of workers by ensurlng mlnlmum wages for workers ln cerLaln
lndusLrles
kegu|at|on of Work|ng nours
1he lacLorles AcL regulaLes Lhe worklng hours of workers employed ln facLorles lL ls provlded LhaL
no adulL worker shall be requlred or allowed Lo work ln a facLory for more Lhan 48 hours ln any
week 1hls ls Lhe maxlmum
Week|y ho||days
no adulL worker shall be requlred or allowed Lo work ln a facLory on Lhe flrsL day of Lhe week lf
he/she works on LhaL day he/she wlll have a hollday for Lhe whole day on one of Lhe Lhree days
lmmedlaLely before or afLer LhaL day 1he manager of Lhe facLory has Lo declde abouL Lhe day Lhe
workers would be glven as weekly hollday 1he manager has Lo dlsplay a noLlce Lo Lhls effecL ln Lhe
facLory
Compensatory ho||days
Where a worker ls deprlved of any of Lhe weekly holldays he shall be allowed wlLhln Lhe monLh ln
whlch Lhe holldays were due Lo hlm or wlLhln Lhe Lwo monLhs lmmedlaLely followlng LhaL monLh
compensaLory holldays of equal number Lo Lhe holldays so losL

Da||y nours of Work
no adulL worker shall be requlred or allowed Lo work ln a facLory for more Lhan nlne hours on any
day
Interva|s for rest
1he duraLlon of work of adulL workers ln a facLory each day shall be so flxed LhaL no perlod shall
exceed flve hours and LhaL no worker shall work for more Lhan flve hours before he had an lnLerval
for resL of aL leasL half an hour
Spread over
1he perlod of work of an adulL worker ln a facLory shall be so arranged LhaL lncluslve of hls lnLervals
for resL lL shall noL spread over more Lhan Len and a half hours on any day

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-|ght sh|fts
Where a worker ln a facLory works on a shlfL whlch exLends beyond mld nlghL
a hollday for a whole day shall mean ln hls case a perlod of 24 consecuLlve hours beglnnlng when
hls shlfL ends
Lhe followlng day for hlm shall be deemed Lo be Lhe perlod of 24 hours beglnnlng when such shlfL
ends and Lhe hours he has worked afLer mldnlghL shall be counLed ln Lhe prevlous day
roh|b|t|on of over|app|ng sh|fts
1here ls prohlblLlon of overlapplng shlfLs ln Lhe lacLorles AcL lL ls provlded LhaL work shall noL be
carrled on ln any facLory by means of a sysLem of shlfLs so arranged LhaL more Lhan one relay of
workers ls engaged ln work of Lhe same klnd aL Lhe same Llme Where work of Lhe same klnd ls
carrled ouL by Lwo or more seLs of workers worklng durlng dlfferenL perlods of Lhe day each of such
seL ls called a 'relay' and each of such perlod ls called a 'shlfL' 1hls measure prohlblLs worklng ln
mulLlple shlfLs LxLra wages for overLlme Where a worker works ln a facLory for more Lhan nlne
hours ln any day or for more Lhan 48 hours ln any week he shall ln respecL of over Llme work be
enLlLled Lo wages aL Lwlce hls ordlnary raLe of wages 1he provlslon Lhus provldes for paymenL of
exLra wages aL Lwlce Lhe normal raLes for worklng more Lhan prescrlbed hours
kestr|ct|on on doub|e emp|oyment
no adulL worker shall be requlred or allowed Lo work ln any facLory on any day on whlch he has
already been worklng ln any oLher facLory excepL ln clrcumsLances as may be prescrlbed by Lhe
approprlaLe auLhorlLy


-ot|ce of per|od of work for adu|t worker
A noLlce shall be dlsplayed and malnLalned ln every facLory ln respecL of perlods of work for adulLs
showlng clearly for every day Lhe perlods durlng whlch adulL workers may be requlred Lo work 1he
perlod shall be flxed before hand
kestr|ct|on on emp|oyment of women
Women workers shall noL be employed ln Lhe facLory excepL beLween Lhe hours of 6 AM and 7
M 1he sLaLe governmenL by noLlflcaLlon may vary Lhe llmlLs buL ln no case varlaLlon shall
auLhorlse Lhe employmenL of women beLween Lhe hours of 10 M and 3 AM 1hus Lhere ls a
general resLrlcLlon on employmenL of women aL nlghL
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roh|b|t|on of emp|oyment of young ch||dren
no chlld who has noL compleLed hls 14Lh year of age shall be requlred or allowed Lo work ln any
facLory lL ls Lhe duLy of Lhe employer Lo ascerLaln Lhe age of Lhe chlldren whom he allows Lo work ln
Lhe facLory Pe cannoL depend on Lhe sLaLemenL of Lhe appllcanL
-onadu|t workers to carry tokens
A chlld who has compleLed hls 14Lh year of age shall noL be requlred or allowed Lo work unless he ls
granLed a cerLlflcaLe of flLness 1he chlld shall carry a Loken glvlng reference of such cerLlflcaLe whlle
he ls aL work A cerLlfylng surgeon shall examlne such person and ascerLaln hls flLness for work ln Lhe
facLory 1he cerLlfylng surgeon may granL Lo such young person ln Lhe prescrlbed form a cerLlflcaLe
of flLness Lo work ln a facLory as a chlld lf (a) he ls saLlsfled LhaL Lhe young person has compleLed hls
14Lh year (b) LhaL he has aLLalned Lhe prescrlbed physlcal sLandard and (c) LhaL he ls flL for work
Such a cerLlflcaLe ls valld only for a perlod of 12 monLhs Such a cerLlflcaLe can be revoked lf lL ls
found LhaL Lhe holder of lL ls no longer flL Lo work ln Lhe capaclLy sLaLed ln Lhe cerLlflcaLe
Work|ng hours for ch||dren
no chlld shall be employed or permlLLed Lo work ln any facLory
(a) for more Lhan four and a half hours ln any day
(b) durlng nlghL (nlghL shall mean a perlod of aL leasL 12 consecuLlve hours whlch shall lnclude Lhe
lnLerval beLween 10 M and 6 AM)
1he perlod of work of all chlldren employed ln a facLory shall be llmlLed Lo Lwo shlfLs 1hese shlfLs
shall noL overlap or spread over more Lhan 3 hours each 1he chlld workers shall be employed ln only
one of Lhe relays 1he relays shall noL be changed more frequenLly Lhan once ln a perlod of 30 days

lurLher no chlld shall be requlred or allowed Lo work ln any facLory on any day on whlch he has
already been worklng ln anoLher facLory
M|sce||aneous prov|s|ons of work|ng cond|t|ons
CerLaln oLher provlslons lncorporaLed ln Lhe lacLorles AcL lnclude maklng of rules by Lhe SLaLe
CovernmenL prevenLlng/prohlblLlng workers Lo be employed ln c e r L a ln Lype s of ope raLlon /
employmenL Where Lhe governmenL ls of oplnlon LhaL any operaLlon carrled on ln a facLory
exposes any person employed ln lL Lo a serlous rlsk of bodlly ln[ury polsonlng or dlsease lL may
make rules appllcable Lo any facLory ln whlch operaLlon ls carrled on

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l) speclfylng Lhe operaLlon and declarlng lL Lo be dangerous
ll) prohlblLlng or resLrlcLlng Lhe employmenL of women or chlldren ln Lhe operaLlon
lll) provldlng for Lhe perlodlcal medlcal examlnaLlon of persons employed ln Lhe operaLlon and
prohlblLlng Lhe employmenL of persons noL cerLlfled as flL for such employmenL
lv) provldlng for Lhe proLecLlon of all persons employed ln Lhe operaLlon or ln Lhe vlclnlLy of Lhe
places where lL ls carrled on
v) prohlblLlng resLrlcLlng or conLrolllng Lhe use of any speclfled maLerlals or process ln connecLlon
wlLh Lhe operaLlon
1he lacLorles AcL 1948 has provlded malnly for worklng condlLlons of workers ln facLorles
rovlslons for servlce condlLlons of workers ln facLorles are elLher descrlbed ln some oLher
leglslaLlon or ln Lhe conLracLual agreemenL wlLh Lhe employers or ln Lhe welfare measures
volunLarlly underLaken by Lhe employers Many of such servlces are provlded volunLarlly by Lhe
employer or Lhey are Lhe resulL of muLual undersLandlng beLween managemenL and workers
uesS Descr|be the d|fferent systems |n an organ|sat|on that use Lmp|oyee ke|at|on Management
too|s
AnsS Lmployee relaLlonshlp managemenL" ls a Lerm LhaL refers Lo relaLlonshlp developmenL and
managemenL beLween employers and Lhelr employees 1here are a loL of dlfferenL lssues LhaL can
affecL employee saLlsfacLlon whlch has a dlrecL resulL on employee producLlvlLy and overall
corporaLe culLure Lmployee relaLlonshlp managemenL ls used Lo drlve employee saLlsfacLlon by
uslng employee surveys Lo dlrecLly engage your employees ln Lhe lssues LhaL are mosL lmporLanL Lo
Lhem
Some of Lhe core lssues LhaL are conLrolled wlLh effecLlve employee relaLlonshlp managemenL are
O CommunlcaLlon Cpen communlcaLlon boLh amongsL your employees and beLween Lhe
employees and Lhe managemenL Leam ls lmperaLlve When employees feel LhaL Lhey can'L
be heard Lhey may become frusLraLed leadlng Lo lowered employee morale Lowered

O morale can resulL ln lowered producLlvlLy and an uncomforLable or even hosLlle work
envlronmenL Lmployee surveys can glve you a Lhorough undersLandlng of how your
employees feel abouL communlcaLlon ln your work envlronmenL
O ConfllcL managemenL When problems arlse lL ls lmporLanL Lo undersLand how Lo handle
Lhem 1hls ls a fundamenLal aspecL of employee relaLlonshlp managemenL SomeLlmes
Lhose confllcLs occur beLween employees and employers LmployeeSurveyscom can
provlde you Lhe necessary Lools Lo help you negoLlaLe and manage confllcLs ln your buslness
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O Lmployee growLh Lmployees LhaL feel Lhey are only requlred Lo puL ln Lhelr hours and go
home wlll do [usL LhaL Lmployees LhaL feel Lhey can become a valuable asseL based on Lhelr
work as well as Lhelr ablllLy Lo provlde lmporLanL ldeas offer lnpuL and perhaps pursue
growLh opporLunlLles wlLhln Lhe company wlll creaLe a poslLlve aLmosphere wlLhln Lhe
corporaLe culLure
locuslng on employee relaLlonshlp managemenL can have profound effecLs on how your buslness
operaLes ConducLlng employee surveys ls a useful Lool Lowards reachlng a beneflclal level of
employee relaLlonshlp managemenL because Lhey provlde an opporLunlLy for candld feedback and
analysls LhaL lsn'L achlevable ln Lyplcal buslness communlcaLlon
ues6 Suppose you are the nk Manager of a software company that |s fac|ng severe f|nanc|a| |oss
due to recess|on What act|on wou|d you take to keep your emp|oyees pos|t|ve and mot|vated?
Ans6 ln many ways managlng ln a recesslon ls Lhe same as managlng any oLher Llme 1he manager
has Lo seL Lhe goals communlcaLe Lhem Lo Lhe Leam and moLlvaLe everyone Lo move Loward Lhe
goal We wlll revlew below how each of Lhese areas dlffers durlng a recesslon and how Lhey sLay
Lhe same We wlll also look aL cerLaln aspecLs of managemenL LhaL become more lmporLanL durlng a
recesslon flnances courage your work forcele your employees
n a recesslon seLLlng goals and ob[ecLlves ls even more crlLlcal Lhan durlng normal Llmes because
Lhey are apL Lo change more qulckly !usL be sure LhaL as you ad[usL your goals Lo changlng
clrcumsLances LhaL you are respondlng Lo a real change and are noL [usL bounclng from goal Lo goal
llke a feaLher ln Lhe wlnd
lL no longer appears Lo be buL ls a facL LhaL we are ln Lhe Lhrows of a fullfledged recesslon
Lveryone ls feellng Lhe pressure on Lhe home fronL as well as ln Lhe work place Lmployee moral
may be down from whaL lL was prevlously as sLaff are Laklng noLlce of Lhe changes ln Lhe buslness
flow wonderlng lf Lhelr [obs are ln [eopardy and concerned abouL maklng ends meeL
ln a recesslon clear communlcaLlon ls more crlLlcal Lhan usual 1here ls a loL of fear ln Llmes of sLress
and employees may be more dlsLracLed Lhan usual ?ou need Lo make sure your communlcaLlons are
frequenL clear and as accuraLe as posslble wheLher wrlLLen or oral SLay poslLlve buL sLay real
All of Lhls sLraln can Lake lLs Loll and lf you haven'L noLlced already you may begln Lo see a decllne ln
producLlvlLy negaLlve aLLlLudes and depresslon ln some of your sLaff Whlle all of Lhese reacLlons
are common and undersLandably so lf lefL unaLLended Lhese aLLlLudes can be deLrlmenLal Lo your
buslness
?our buslness needs poslLlve upbeaL employees Lo provlde excellenL servlce and LhaL ls an
lmposslble Lask for someone wlLh an unenLhuslasLlc pesslmlsLlc aLLlLude aLrons plck up on Lhls
and you can noL Lake Lhe chance of depresslng aLLlLudes rubblng off on Lhem MosL lmporLanLly
purchases are noL made by people who feel ln a less Lhan poslLlve mood
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lL ls very lmporLanL LhaL we Lake noLlce and flnd ways Lo counLeracL any negaLlvlLy ln Lhe workplace
Lo provlde a comforLable and poslLlve envlronmenL for your cusLomers as well as your employees
Anyone can Lell when Lhere ls Lenslon ln Lhe alr and lL ls awkward Lo say Lhe leasL An unpleasanL
aLmosphere ls Lhe lasL Lhlng LhaL your company needsfor your sake as well as for Lhe sake of your
consumers and employees
1o offseL any downbeaL aLLlLudes and behavlors LhaL may lmpede your growLh Lake sLeps Lo flrsL
communlcaLe wlLh your sLaff openly and honesLly erhaps weekly meeLlngs are ln order Lo keep
Lhem appralsed of whaL ls golng on ln Lhe buslness so LhaL Lhey feel secure ln Lhelr poslLlons l
encourage you Lo ask for feedback suggesLlons and ldeas as Lo how you can besL keep Lhem
moLlvaLed and enLhuslasLlc
lmplemenL creaLlve ways Lo keep Lhe llnes of communlcaLlon open and encourage sLaff Lo come Lo
you when Lhey feel a need Lo Lalk abouL problems Lhey may be havlng ?ou wlll have Lo Lake an
acLlve role and be Lhe one who moLlvaLes and supporLs your employees LeLLlng Lhem know LhaL
Lhey are of value Lo your organlzaLlon and LhaL Lhey are appreclaLed for Lhe [ob Lhey perform wlll go
a long way ln shaplng and malnLalnlng Lhelr aLLlLudes lnlLlaLe for example poL luck lunches
recognlLlon programs and conLesLs Lo lmprove morale ConLlnue pralse and Lhankfulness for a [ob
well done ln a word be Lhe klnd of perfecL employer LhaL you yourself would llke Lo have
CeL Lo know Lhem on a personal level lL ls posslble Lo malnLaln Lhe employer/ employee balance ln
a relaLlonshlp whlle havlng care and concern 8e genulne ln Laklng an lnLeresL ln LhemLhelr
asplraLlons goals moLlvaLlons famllles eLc Allow Lhem Lo geL Lo know you and see you as a person
lnsLead of [usL Lhe boss" CreaLlng a lasLlng bond promoLes loyalLy dedlcaLlon and lmproved
performance !usL be mlndful Lo noL allow your new found assoclaLlons Lo become a source of
rlvalry or favorlLlsm 1reaL all employees equally wlLh Lhe same respecL conslderaLlon and
admlraLlon as you would have Lhem show Lo you
Lncourage your employees and moLlvaLe Lhem by remalnlng opLlmlsLlc and cheerful yourself llnd
creaLlve ways Lo lnsplre sLlmulaLe and lnduce your sLaff Lo conLlnue worklng wlLh smlles on Lhelr
faces Smlles are conLaglous and lf your employees are happy Lhey have Lhe poLenLlal Lo lmprove
relaLlons and make your cusLomers more comforLable


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