Strike and Lockout - Legal and illegal strikes and lockouts,
Justified and unjustified strikes and lockouts, Strike and lockout in public utility services and other industries, Distinction between
lockout and closure, strike and lockout.
An organized association of workers in a trade, group of trades, or profession, formed to protect and further their rights and interests. The law relating to the registration and protection of the trade unions is contained in the trade unions act, 1926 which came into force with effect from 1st June 1927.
BONUS ACT BASICS
A bonus is an extra amount of money that is added to someone's pay, usually because they have worked very hard.
The practice of paying bonus in India appears to have originated during First World War when certain textile mills granted 10% of wages as war bonus to their workers in 1917.
Lay-off and Retrenchment –difference between lay-off and
Retrenchment their application, necessary preconditions for their
application, lay-off and retrenchment compensation, special
provisions relating to lay-off, retrenchment, and closure in certain establishments, penalty, and punishment for illegal lay-off or retrenchment, the consequences of illegal lay-off or retrenchment.
Strike and Lockout - Legal and illegal strikes and lockouts,
Justified and unjustified strikes and lockouts, Strike and lockout in public utility services and other industries, Distinction between
lockout and closure, strike and lockout.
An organized association of workers in a trade, group of trades, or profession, formed to protect and further their rights and interests. The law relating to the registration and protection of the trade unions is contained in the trade unions act, 1926 which came into force with effect from 1st June 1927.
BONUS ACT BASICS
A bonus is an extra amount of money that is added to someone's pay, usually because they have worked very hard.
The practice of paying bonus in India appears to have originated during First World War when certain textile mills granted 10% of wages as war bonus to their workers in 1917.
Lay-off and Retrenchment –difference between lay-off and
Retrenchment their application, necessary preconditions for their
application, lay-off and retrenchment compensation, special
provisions relating to lay-off, retrenchment, and closure in certain establishments, penalty, and punishment for illegal lay-off or retrenchment, the consequences of illegal lay-off or retrenchment.
Section 3 to 6 of the Trade Union Act 1926 gives details about Registration of Trade Union and section 7 to 10 of the Act gives details about Registration , Certificate and Cancellation of Registration.
Reference of industrial disputes for settlement - Settlement
machinery for Industrial Disputes, Conciliation Officer, Board of
Conciliation, Court of Enquiry, Labour Court, Industrial Tribunal
and National Tribunal and Arbitration, their composition, powers,
and duties,
Section 3 to 6 of the Trade Union Act 1926 gives details about Registration of Trade Union and section 7 to 10 of the Act gives details about Registration , Certificate and Cancellation of Registration.
Reference of industrial disputes for settlement - Settlement
machinery for Industrial Disputes, Conciliation Officer, Board of
Conciliation, Court of Enquiry, Labour Court, Industrial Tribunal
and National Tribunal and Arbitration, their composition, powers,
and duties,
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Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
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About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
1. Industrial Dispute Act 1947 Disputes manifest in the form of strikes, lockouts & commonly known as bandhs.
2. Industrial Dispute Act 1947 any dispute or difference between employers & employers, employers & workmen, or workmen & workmen, which is connected with the employment or non-employment or terms of employment or with the condition of labor of any person.
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4. Union-rivalry: Most organizations have multiple unions which leads to rivalry among different unions. Here, the problem of authenticity of membership occurs for the manager.( unions put members in such a way that overall the number exceeds the total number of employees in the organization). Secondly, the problem of collective bargain agent.
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7. When management uses such words like they have taken the decision of recruitment, selections & training & that it need not consult employees in any of these matters. Large number of managements have not even taken any step to provide benefits to the workers .
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10. Collective bargaining: it occurs when representatives of union meet with management. They meet to discuss over employee’s wages & benefits, to create or revise work rules & to resolve disputes of labor contract. The bargain is said to be collective in the sense that chosen representatives act as bargaining agent for all employees in dealing with management .
11. Code of discipline: Defines duties & responsibilities of employees & workers. It ensures that employees recognize the obligations and rights of one another. Promotes cooperation.
12. Grievance Procedure: 1. Section head shall try to resolve & if this fails. 2. Departmental heads shall intervene to resolve ,if they fail 3.Division heads intervene, if they fail. 4.Complaint is referred to the union.
13. Arbitration: It is procedure in which the third party studies the bargaining situation, listens to both the parties & gathers information ,& then makes recommendations that are binding on both the parties.
14. Conciliation: In this representatives of workers & employees are brought together before a third party with a view to persuade them to arrive at an agreement by mutual discussion between them.
15. It may be said that conciliator has no power to force a settlement but can work with parties separately to determine their respective positions, explain the positions more fully to the opposition & facilitates reaching of an agreement .
