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Trade unions

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Sharon Mansoor

A case study on trade unions prepared for class room presentation at Institute of Management in Kerala

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GUARDIAN ANGELS PRECISION WORKS Sharon M MBG 1505032
GUARDIAN ANGELS PRECISION WORKSGuardian Angels Precision Works was established in 2008 as a small facility that manufactures precision components at Bhatinda with two production lines, 20 executives and 50 employees. Over the years, the company has expanded to be one of the leading suppliers of precision components all over the world. The company now has factories at 4 different locations in India and Middle East. The Bhatinda unit of the company has attained the position of the best unit in all sectors of the company. The unit now has over 300 employees and 50 executives. The unit now boasts of 8 production lines and 3 different shifts. The company being a precision works firm, has to maintain a strict eye on quality. Any slight error will be rejected. Recently, the rejection rate of a particular machine X has raised to 24%. This led to an investigation and it was found that there was some fault with the machine, which couldn¡¯t be pinpointed. An entire shift was cancelled and efforts to find and rectify the fault was commenced. Vinod and Iqbal are the maintenance workers who were assigned to the task. They were supervised by Bhagat, who was an assistant maintenance engineer.
Vinod was with the company since its beginning, and has raised from the rank of a ¡®semi-skilled¡¯ worker to a ¡®highly skilled worker¡¯ through his hardwork. Iqbal had a service of 5 years with the company and was a ¡®skilled worker¡¯. Bhagat was a comparatively new engineer, who joined the company 2 years back. The fault had to be rectified at the earliest, as they had only 7 hours to clear it and make trial runs before the next shift begins. Vinod and Iqbal got into work immediately and they were working non-stop. Vinod took a brief 15 minutes break. He knew very much about the importance of getting the work done. He returned with tea for himself and Iqbal. But Bhagat¡¯s attitude irritated him. He constantly found faults with Vinod¡¯s and Iqbal¡¯s work. Bhagat on seeing the tea glasses called them ¡®irresponsible¡¯ and took away the half finished beverage. Bhagat was constantly reminding them about the need for finishing the work, and denied Vinod the permission to make a phone call to his home. This irritated Vinod further. Later, Bhagat tried to correct Vinod over a procedure, but once the manual was brought Vinod turned out to be correct. Bhagat shouted at Vinod ¡°Had irresponsible fellows like you been careful with the routine maintenance, this wouldn¡¯t have happened in the first place!¡± Vinod was taken aback. He silently put down his spanner,turned and walked away from the machine.
And, Iqbal also laid down his tools and walked away, following Vinod. Bhagat chased them both and began shouting at them. Iqbal also shouted back at Bhagat and workers from other lines began to rush in. James, who is a senior HR manager, quickly rushed to the spot and asked the crowd to disperse. He immediately took the three to his cabin. In the cabin, he asked Bhagat to step aside and they two had a brief talk. Bhagat told ¡°I don¡¯t know what is going on here sir! This is not the way things happened in my previous company. There we directed and the workers did it. Here we have to work according to their directions. This is not right! They don¡¯t understand how important the work is and wants to take break every now and then. They even took tea next to the machine! Do these people have any idea about workplace discipline?¡± Assuming yourselves to be James, the HR Manager, solve the situation
SUMMARY >Guardian Angels Precision Works >Machine is faulty, needs to be repaired within 8 hours >Vinod and Iqbal tries to repair,supervised by Bhagat who constantly reminds about deadline >Both works very hard, Vinod takes a short break, brings tea to the workplace >Angers Bhagat, takes away the tea >Bhagat tries to correct the experienced Vinod, Vinod proves Bhagat to be wrong > ¡°Had irresponsible fellows like you been careful with the routine maintenance, this wouldn¡¯t have happened in the first place!¡± ¨CBhagat to Vinod >Vinod stops working;Iqbal demands an apology from Bhagat to Vinod;quits working
ANALYZING THE PROBLEM ?Use of positional power by Bhagat instead of personal power to influence subordinates ?Authoritarian and autocratic leadership of Bhagat ?Bhagat: -Unnecessarily questions competent workers like Vinod and Iqbal -Blames them for the fault -Interfere the workers in their work -Removed their half finished tea -Shouted at them >Bhagat follows controlling style of leadership, using his authority to influence workers >Instead he should have been a facilitative leader, allowing decision inputs of his subordinates
SOLUTION-ACTION OF JAMES >Take the three to his cabin, offer them refreshments, allow them to cool down >Emphasis on the need for completing the task on time >Remind them about the reputation of their unit-reminding people of their own positive contribution often help them stay away from negative thoughts >Be with them personally to see the work is done-conflict resolution by leadership is seen as a positive trait in India >Lastly, meet Bhagat,Iqbal and Vinod individually >Reassure Vinod that the management will not allow him to be unfairly victimized >Convince Bhagat to change to a facilitative behavior, counsel and coach him >Acclaim Iqbal for standing up Vinod >Recommend the top management for better training program for executives
SWOT ANALYSIS Strength: 1. Ensures the fault is rectified in time and the production is back on 2.Confidene for Vinod and Iqbal, and other workers 3.Radical changes with new training program for executives Weakness: 1.Risk of negative perception by Bhagat Opportunity: 1.Bhagat may change to be a facilitative leader 2.Commencement of facilitative culture in the organization Threat: 1. Negative perception by executives 2. May encourage the workers to take an anti-executive stand
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  • 2. GUARDIAN ANGELS PRECISION WORKSGuardian Angels Precision Works was established in 2008 as a small facility that manufactures precision components at Bhatinda with two production lines, 20 executives and 50 employees. Over the years, the company has expanded to be one of the leading suppliers of precision components all over the world. The company now has factories at 4 different locations in India and Middle East. The Bhatinda unit of the company has attained the position of the best unit in all sectors of the company. The unit now has over 300 employees and 50 executives. The unit now boasts of 8 production lines and 3 different shifts. The company being a precision works firm, has to maintain a strict eye on quality. Any slight error will be rejected. Recently, the rejection rate of a particular machine X has raised to 24%. This led to an investigation and it was found that there was some fault with the machine, which couldn¡¯t be pinpointed. An entire shift was cancelled and efforts to find and rectify the fault was commenced. Vinod and Iqbal are the maintenance workers who were assigned to the task. They were supervised by Bhagat, who was an assistant maintenance engineer.
  • 3. Vinod was with the company since its beginning, and has raised from the rank of a ¡®semi-skilled¡¯ worker to a ¡®highly skilled worker¡¯ through his hardwork. Iqbal had a service of 5 years with the company and was a ¡®skilled worker¡¯. Bhagat was a comparatively new engineer, who joined the company 2 years back. The fault had to be rectified at the earliest, as they had only 7 hours to clear it and make trial runs before the next shift begins. Vinod and Iqbal got into work immediately and they were working non-stop. Vinod took a brief 15 minutes break. He knew very much about the importance of getting the work done. He returned with tea for himself and Iqbal. But Bhagat¡¯s attitude irritated him. He constantly found faults with Vinod¡¯s and Iqbal¡¯s work. Bhagat on seeing the tea glasses called them ¡®irresponsible¡¯ and took away the half finished beverage. Bhagat was constantly reminding them about the need for finishing the work, and denied Vinod the permission to make a phone call to his home. This irritated Vinod further. Later, Bhagat tried to correct Vinod over a procedure, but once the manual was brought Vinod turned out to be correct. Bhagat shouted at Vinod ¡°Had irresponsible fellows like you been careful with the routine maintenance, this wouldn¡¯t have happened in the first place!¡± Vinod was taken aback. He silently put down his spanner,turned and walked away from the machine.
  • 4. And, Iqbal also laid down his tools and walked away, following Vinod. Bhagat chased them both and began shouting at them. Iqbal also shouted back at Bhagat and workers from other lines began to rush in. James, who is a senior HR manager, quickly rushed to the spot and asked the crowd to disperse. He immediately took the three to his cabin. In the cabin, he asked Bhagat to step aside and they two had a brief talk. Bhagat told ¡°I don¡¯t know what is going on here sir! This is not the way things happened in my previous company. There we directed and the workers did it. Here we have to work according to their directions. This is not right! They don¡¯t understand how important the work is and wants to take break every now and then. They even took tea next to the machine! Do these people have any idea about workplace discipline?¡± Assuming yourselves to be James, the HR Manager, solve the situation
  • 5. SUMMARY >Guardian Angels Precision Works >Machine is faulty, needs to be repaired within 8 hours >Vinod and Iqbal tries to repair,supervised by Bhagat who constantly reminds about deadline >Both works very hard, Vinod takes a short break, brings tea to the workplace >Angers Bhagat, takes away the tea >Bhagat tries to correct the experienced Vinod, Vinod proves Bhagat to be wrong > ¡°Had irresponsible fellows like you been careful with the routine maintenance, this wouldn¡¯t have happened in the first place!¡± ¨CBhagat to Vinod >Vinod stops working;Iqbal demands an apology from Bhagat to Vinod;quits working
  • 6. ANALYZING THE PROBLEM ?Use of positional power by Bhagat instead of personal power to influence subordinates ?Authoritarian and autocratic leadership of Bhagat ?Bhagat: -Unnecessarily questions competent workers like Vinod and Iqbal -Blames them for the fault -Interfere the workers in their work -Removed their half finished tea -Shouted at them >Bhagat follows controlling style of leadership, using his authority to influence workers >Instead he should have been a facilitative leader, allowing decision inputs of his subordinates
  • 7. SOLUTION-ACTION OF JAMES >Take the three to his cabin, offer them refreshments, allow them to cool down >Emphasis on the need for completing the task on time >Remind them about the reputation of their unit-reminding people of their own positive contribution often help them stay away from negative thoughts >Be with them personally to see the work is done-conflict resolution by leadership is seen as a positive trait in India >Lastly, meet Bhagat,Iqbal and Vinod individually >Reassure Vinod that the management will not allow him to be unfairly victimized >Convince Bhagat to change to a facilitative behavior, counsel and coach him >Acclaim Iqbal for standing up Vinod >Recommend the top management for better training program for executives
  • 8. SWOT ANALYSIS Strength: 1. Ensures the fault is rectified in time and the production is back on 2.Confidene for Vinod and Iqbal, and other workers 3.Radical changes with new training program for executives Weakness: 1.Risk of negative perception by Bhagat Opportunity: 1.Bhagat may change to be a facilitative leader 2.Commencement of facilitative culture in the organization Threat: 1. Negative perception by executives 2. May encourage the workers to take an anti-executive stand