This document provides information on industrial relations including definitions, objectives, factors, conditions, causes of poor relations, and methods of managing conflicts. It defines industrial relations as the relations between employers and employees in an industry. The objectives include promoting harmonious relations, maintaining industrial peace, establishing democracy in the workplace, and improving productivity. Factors include the employer, employees/unions, and conditions that influence good relations such as satisfying economic needs and effective negotiation skills. Causes of poor relations are also outlined, as well as effects and processes of managing organizational conflicts through various stimulation, reduction, and dominance methods.

1. Basic Concept of IR
Definition (by: Filippos): The term industrial
relation refers to all types of relations that exist in
an industry , the employer and employees.
1-Step: in this stage employee has to sign an
agreement.
2-Step: this stage express an organizational
structure means to find your own authority there.

2. Definition (by: Richardson):
● Industrial relation include individual relation and
joint consultations between employers and
people at work the place of work, collective
relations between employer and their
organizations and the trade unions and the part
played by the state in regulating those relations.
● Description: Industrial relation means each
employee has relation with their management.
Joint consultant means negotiation of whole
union.

3. Objectives of IR
● 1. Development & Promotion of Harmonics labor
management relation:
● building an objective which profitable and useful for both
union and management.
● 2. Maintenance of Industrial Peace and Avoidance of
Industrial Conflicts: this objective express that management
and union have to work together smoothly, both parties have
none problem, they try to avoid the occurrence of the conflict.
● 3. Establish Industrial Democracy Based on Labor
Partnership: this objective express that through the
democracy, in which each and every labor has the freedom of
speech on any kind of issue in the industry.

4. ● 4. To Raise the Level of Productivity:
in this objective the productivity level is increased by
efficient and effective system which should be very much
supported to the company.
● 5. To Boost the Discipline and Moral of Workers:
this objective of industrial relation is depending upon the
moral, that moral is developed when management will
listen the worker/labor and also listen the management.
● 6. To Increase Industrial Prosperity:
this objective is made to industrial development with the
cooperation of union and management.
● 7. To Improve Works a Lot with a View to Solve Their
Problems Through Mutual Negotiation or Consultation
with Management:
this objective facilitates when any issue incurs that can be
solved through negotiation.

5. Factors of IR● 1. The Employer:
employer invest the capital for earning profits, employer is key factor
for maintaining the organization. Employer vary, it can be private
employer, and government employer, and the nature of private and
government employer also varies. In the private industries have lots
of conflicts as compare to the government industries. Private
industries need work, no disputes, no grievances, no shouting.
Government industries have less care of profit.
●
2. Workman or union:
union(labors) are allowed to expression, most of the times employer
gives benefits to labor/employees. Due to the issue of an
organization suffers many losses, union issue creates because they
are uneducated. Collective thought of workman is called union.
Union have legal body, they allowed to fight for right against
employer.

6. Conditions of Good Industrial Relation
● 1. Past Records of Industrial Relations:
conditions of good industrial relation depend upon if the
past records between management and union is good
help and impact to improve the future good relation, if
the past records both parties are not better, it also will
affect the performance of the organization.
● 2. Satisfaction of Economic Needs of Workers:
basic needs of the labor should be fulfilled, such as
food, shelter, clothes, and health, because these are
very essential needs of labor, if these needs will be
fulfilled, labor will be satisfied, and they will work more,
that will help in building good industrial relation of an
organization.

7. ● 3. Off-The-Job Conditions of Workers:
this condition helps to build good relation through
what is the actual problem that is making the sick of
labor? Such as having a problem in family of labor
like any disease. So management what do they ask
from the labors about their issues personally. This
thing facilitates building a good industrial relation.
● 4. Negotiation Skills and Attitudes of Workers and
Management:
in this union what do they select the representatives
on the basis of confidence, seniority, skills,
education, experience who can negotiate with
management, management also do.

8. Causes of Poor Industrial Relations
● 1. Nature of Work:
sometimes employees become dissatisfy, when work burden
is increased and wages are not paid accordingly. And in the
schedule there should be one or two leaves for labor without
deducting their salary due to the leaves. This thing becomes
the cause of poor industrial relation.
● 2. Political Nature of Labor Union:
in the organization political interference also cause a poor
industrial relation. In the organization there are many group
concerned to various political parties (PPP, PMLN, PTI), so if
the PPP/PMLN/PTI government is running it will focus and
give more leniencies to their employees/labors as compare to
other labors who are not concerned to that party in the
organization, and they are not benefited.

9. ● 3. Level Wages:
this is also causes the poor industrial relation
when the inflation is increasing day by day and
their wages are not increasing, so the labor
views for the management will be bad, that
management is not increasing our salary.
● 4. Occupational Instability:
it is also a main cause of poor industrial relation
when the labor/employee are transferred from
one place to another place, and from one
designation to another designation, so it
creates difficulty for the labors/employees.

10. ● 5. Unhealthy Behavioral Climate:
this cause also build poor industrial relation when the behavior of
the management is not fair with workers/union. So workers want
a healthy atmosphere by management in which they can respect
the management rather than hating.
● 6. Unfair Practices:
this main cause of poor industrial relation when management
threatens the union that if you will strike and protest you will be
kidnapped or your family members will not safe anymore, means
management try to stop them from strike, or protest.
● 7. Outdated and Outmoded Laws:
it also becomes the cause of poor industrial relation when the
outdated laws, which are running since British Rule, still they are
implementing on labor and while the time has changed.
Therefore, laws should be implement according to modern age.

11. Effects of Poor Industrial Relations
● 1. Multiplier Effect:
due the this the industry and economy is effected; in
industry gap comes in the consumer and its products in
the market.
● 2. Resistance to Change:
due the poor industrial relation, change does not incur in
the organization in the production process, working
process, technological and non-technological.
● 3. Declines in Normal Working:
due the poor industrial relation, the rest necessity comes
in the body by the job, it decreases the productivity and
demands increases.

12. ● 4. Frustration and Social:
sometimes due the noise, pressure and other
reasons mind does not accept the work and
want to take rest. Relations with management
are better that will facilitate the labor to work
well, if it is not that will frustrate the employees,
boss’s strictness make them frustrate. If the
management is not sound, the loss will be face
by the organization therefore, the social
relations also affect the organizational
performance.

13. Basic Concept of Conflict
● a. Parties involved:
it is necessary that in the conflict there should be two
parties, high and low level, or opposite parties, or
management and union.
● b. Perceived threat:
in this type of threat labor can go at any level, labor
can threaten the management through various ways.
● c. Needs, Interests, and Concerns:
these three things become the cause of the conflict,
which build conflict much strong.

14. Components of Conflict
● a. Conflict Must Involve at Least Two Parties:
this component is very important for occurring the conflict
of two parties. One party should be union and other
management.
● b. The Field of Conflict:
this is also important component of conflict in which
having the possible state of social system, and what is
agenda (outlines for discussion), reason and purpose of
conflict and its meeting.
● c. The Dynamics of Situation:
there should be adjustment of two parties.
● d. The Building Model in Management Control:
after negotiation and discussing the agenda, both parties
come at the final state in which decision is made.

15. Two Views of Conflict
The Bad
● The bad view of conflict express that;
on the basis of organizational structure that where is the
problem and find it out. Two types of organizational structure
i-structured and ii-unstructured. Due to these there are much
chances of occurring conflict. Centralized (one authority)
structure often creates conflict. Most the employees have not
chance to share their views in decision making, this thing
become the cause of conflict.

16. The Good
● Good view of conflict is lies to functional conflict.
-productivity (increase in output). If there is problem in the
organization, they negotiate with other department on the
issue and solve the issue.
The Ugly
● It is a situation which is not concluded. Something is going
impossible you make it possible. For example, the
misconception of authority; one side manager stands
alone other side there is number of employees(labors)
against the manager. Manager suppressed the situation

17. ● It is divided into strategies names are Ugly Strategies, it is
further divided into four strategies that are expressed below.
●
● 1-Non-Action Strategy:
it is the world’s dangerous strategy. It is the best strategy to solve the
conflict. For example, Karachi Electricity Supply Company (KESC);
on the violence and demonstrations of the labors, management did
not take anyaction, they let employees whatever they do. After that,
employees harmed the infrastructure of the company and vehicles,
finally management present the report in the court of the destruction
of vehicles etcetera; all those employees who demonstrated, harmed
and demanded were dismissed/fired.

18. ● 2-Administrative Orbiting Strategy:
in this strategy management realize the problem but they do
not want to solve it. Management just passing the statement
that it would be solved. For example, on the increment of
inflation, employees demand for the increment in their salary
so finance manager states that we will increase your salary.
● 3-Secrecy Strategy:
undisclosed meeting is convened at outside the organization
in which the leader or the representative is called and
negotiated and solved the problem/demands etcetera.
● 4-Law and Order Strategy:
on the basis of legal obligations, management take the
action on the conflict/issue/violence.

19. Sources of Organizational Conflict
● 1. Shared Resources:
due to the shared resources conflict occurs and division is done
equally.
● 2. Differences in Goals:
when there is difference among the goal of one department to
another department, it also causes the conflict, because both
goals are not matching with one another.
● 3. Interdependence of Work Activities:
individual department cannot achieve the goal of department
until workers do not take part in working activities.
●

20. ● 4. Differences in Value or Perceptions:
difference in the values and perception of
departments cause the conflict when they come to
discuss in the meeting their ideas do not match.
● 5. Individual Styles and Organizational
Ambiguities:
everyone has its own style, workers’ way of
working is varying with organizational ambiguities,
if it does not match with working environment of
workers and it creates ambiguities that occurs
conflict.

21. How to Response the Conflict?
1. Emotional Responses
● In this type of response, the management
shows his/her aggressiveness, anxiety to
union(labors) for building fear, because
management has to response otherwise
company will face loss. Management shows
rigid and rude behavior to labors, because
change in attitude brings great lead of loss.

22. ● 2. Cognitive Responses
● Workers are always worried about the organization;
they think about the organization on issue such as conflict
that what will be the outcome of it. Workers talk with
management and its different manager, the management
express different views about the conflict.
Employees(workers) come to know that its effect will be
negative/positive on the organization, one thing is connected
to your opinion.
● 3. Physical Responses
● Management act to show that they are in very critical
condition. They begin to show some physical drawback such
as higher level of stress due to conflict, workers think more
about the state of management. Management (manager) is
more educated; but labors are uneducated or less educated.
So management threaten to labors that if you would take this
action, then next time never come in my office/organization.

23. Process of Conflict Pondy’s Process
●  Latent conflict:
in this conflict process sources of the conflict are present. Management
promote his favorite employee.
●  Perceived conflict:
in this employee perceive the conflict; and recognize that conflict is
actually existing.
●  Felt Conflict:
in this process employee completely know about the conflict and starts
fighting with management for their rights.
●  Manifest Conflict:
over and over attitude and aggressive, rude behavior of management;
brings conflict between management and union.
●  Conflict Aftermath:
in this process ways are found to solve the problem. Negotiation, between
management and labor take place, both parties put their demands in front
of each other and find solution and finally reaches at conclusion (result of
discussion means final decision).

24. Methods of Managing the Conflict (3 ways
described by Stoner)
● 1-Conflict stimulation:
in first step/way where the situation of conflict is very low. To
resolve the problem is necessary of having the conflict.
● 1.1-Bringing in Outsides:
in this outside party means third party comes to solve the
problem, they negotiate with management and union; they
listen both party’s agenda/demands and finally shake hands
of both parties with each other. Third party discuss the
problem individually with one party and second party and
also states them the reason of coming of them in the
organization that to solve the problem.

25. ● 1.2-Going Against the Book:
in this what happens that some people are excluded and new
employees who come to deal with them(union), management
change the way, and direct communicate with union on the
demands, because middle man has the role of conflict.
● 1.3-Reconstructing the Organization:
management change the structure (centralized/decentralized) of
the organization, because of management thinks there is fault in
the structure so in different designation of management employs
new senior and experienced employees for knowing the actual
reason of conflict.
● 1.4-Encouraging Competition:
bonus scheme like this management begins announcing for the
workers come and share their problems, for getting the benefit of
bonus labor will express their grievances.

26. ● 1.5-Selecting Appropriate Manager:
one who can understand the problem of workers,
manager should work like a leader, and having
leadership qualities. Manager should work easily and
honestly for the organization. In the industry if
appropriate manager is hired/appointed, if he/she does
not possess the managing quality, industry will have to
face the losses. Being a manager should be patience,
confident,
leading qualities are not in you, will be fired from the
designation, other will sit on your designation who has
all these qualities should be in manager.

27. ● 2-Conflict Reduction & Resolution Method:
in this method management try to divert the
attention of the labors(employees) from current
issues to another issue, and conflict never go
little down, it is never reduced. There are
chances of solution, when management shows
his dominance on workers it is used that
workers ought not cry on anything, and fear
dominancy is used to reduce the raised voice of
workers.
● 3-Dominance and Suppression:
in this through dominancy demands/voice of
workers is suppressed.

28. ● 3.1-Forcing:
management their power imposes on workers. For example,
a ship which have to come on port/harbor at 2pm but
manager himself try to late the ship and it comes after 4 hours
late on the port, but it is time to leave of labor, but manager
order them till the full filling of ship you cannot leave the port,
now labors are bound and they cannot go until the ship is
filled completely.
● 3.2-Smoothing:
it is the tactical way of resolution in which manager takes
one’s side, like manager says that he is with union, and he
stands against the management for union. In this case
manager has both party’s information, he/she can make
solution for them.
● 3.3-Avoidance:
in this case manager avoid to make the decision while two
groups are fighting each other, manager says he will make
the decision in for coming days.

29. ● 3.4-Majority Rule:
in this the rule of majority is concentrated, that what
majority is saying management has to accept them,
cannot avoid it. Management has to make decision on
one side. It is effective way of solving the conflict.
● 3.5-Compromise:
this is the rule of adjustment; in which few steps union
comes back and few steps management goes back,
means both mutually agreed; both think that what is more
important and what is less important. Union do not know
that what is next, that management would accept our
demand or not. If third party involved in decision-making
for both parties is called Argutration.

30. ●
3.6-Integrative Problem Solving:
it is joint problem solving, all parties sit together and think about
the problem solving techniques, and solve the problem. It is further
divide into three categories;
●
i-Consensus:
in this all are agreed on one solution; solution may be advised by
anyone.
●
Ii-Confrontation:
it is direct criticism of one party to another party. In this criticism
third party’s work is to judge both parties and says both parties
openly share your problem here whatever they are. Third party by
using their leadership skills and quality solve the problem/conflict.
● iii-Party’s Goals are there: in
this suppose, there two parties; one who demand for increasing
their salary and second group demands for bonus, so
management after studying both parties demands make a specific
decision in which both parties are benefitted.

31. Industrial Disputes
● Forms of Disputes
● Usually, Conflict and disputes interchangeably used in the context. The
dictionary definition of Disputes is: disagreement followed by opposition
against something.
● 1. Strikes: a concerted stopping of work or withdrawal of workers' services, as
to compel an employer to accede to workers' demands or in protest against
terms or conditions imposed by an employer.
● 2. Lockout: the temporary closing of a business or the refusal by an employer
to allow employees to come to work until they accept the employer's terms.

32. ● 3. Layoff: the act of dismissing employees by employer, especially
temporarily. Due the shortage of electricity/raw material or any other
resources shortage in the organization.
● 4. Retrenchment: termination of the job due the strong reason. Suppose a
labor is ill, the organization discontinue the job of the labors. It is possible
when a labor is near at retirement so employer offer him early retirement
with handsome amount of retirement pension of Rs.30 lacs, but most of
the labors deny from this offer and want to work till they retire at 60s age.
Usually, Managing Directors (MDs) are worked at the age of 65 years.

33. ●Forms of Strike
●
● What is strike? Here is its simple definition: a group work stoppage to
compel an employer to accede to workers' demands or to protest an
employer's conditions.
● 1. Go-slow strike: a form of strike by workers in which they deliberately
slow-down the phase of work/production in order to cause problem or
till their demands are approved from their employers.
● 2. Stay-in-strike/Sit-down strikes/Pen-down strike/Tool down strike: a
labor action in which employees come to work but do not do any work.
It is an unofficial form of strike.

34. ● 3. Lightning strike: it is also a labor action in which labors/employees
burn the vehicles, office and other infrastructure for approving their
demands from employer. It is also unofficial form of strike.
● 4. Work-to-rule strike: it is labor’s action in which employees/labors
do no more than the minimum required by the rules of a workplace.
● 5. Hunger strike: a group of labors/employees protest by sitting
without eating anything for 2,3 days for approving their demands from
employer/management or against the condition of an
employer/management

35. ●Methods for the Prevention and
Settlement of Industrial Disputes
●
● 1-Collective Bargaining: it is a process of mutual negotiation between
management and union on the issues of labors. Both management and
union compromise with each other. Sometimes the demands of labors,
management cannot afford, in this case collective bargaining facilitate the
management to reduce few demands from union side, other are accepted.
This is the most useful method in business organization.
● 2-Code of discipline: it the code in which management must be agree on
some principles and union must be agree on some principles. Majority was
agreed on this code of discipline and signed.

36. ●2.1-Management and Union Agree
●
● a. No unilateral Action: one side action; organization becomes destabilized, union
addresses that our demands must be approved, and management express that
we have not any relation with union and its demands. Both agreed on it.
● b. Existing Machinery with utmost Expectation: for solving the problem a panel is
seated consist of two members of union and two members of management.
Whenever conflict/problem is increased a committee is formed, after the
formulation of committee, often problem/conflict is solved. Both agreed on it.

37. ● c. No Strike without Notice: union agreed that they cannot do any strike without notice.
Union agreed on it.
● d. Democratic Process for Negotiation & Condition: in this process everyone takes
participation, even a peon has authorized to contribute for solving the problem/conflict
through negotiation and conciliation. Both agreed on it.
● e. No Coercion, Intimidation, Go-slow & Victimization: management/union not allow to
threaten the management/union. Go-slow: to slow the work process by workers. Not allow
to intimidation: mentally torture to someone. Victimization: blaming is not allowing to union
and management each other, according to this code all agreed.

38. 2.2-Management Agree
● a. No increase in Workload: sometimes management misuse the authority like due
the conflict, management increase the work burden until problem is solved.
Management is prohibited, and agreed on this.
● b. To Take Prompt Action with Implementation: management agreed on to rapid taking
action of grievances of labors and implementation also required to settle the problem.
● c. Conspicuous Places for Negotiation: management agreed on for meeting of union
and management will at common place, not outside the organization e.g.
restaurant/hotel. Management can take the notice against the in disciplinary
(state/condition when labors chanting slogan against management on media).

39. 2.3-Union Agree
● a. Not to Increase the Physical Rule: physical attacks are not allowed on the property,
assets and people (executives, directors etc) of an organization. Union agreed on it.
● b. Not to Permitted Rowdyism: it is a situation of disorder or noisy, so union is not allowed
to strike with noise, because noisy strike is illegal. Union agreed on the code.
● c. Not to bound the Employees for Strike: union cannot force the employees/workers to
participate in the strike. Union agreed on the code.
● d. Neglect Unfair Practices: union is not allowed unfair practices such as threatening the
management or kidnapping any executives. Union agreed on this rule.

40. Collective Bargaining
● According to Harbinson: collective bargaining is
a process of accommodation (making possible)
between two institutions which have both
common (not favor in management) and
conflicting interests (not favor of a union).

41. Objectives of Collective Bargaining
(CB)
● 1-To agree upon a contract acceptable union representatives, union members and the
management: the objective of the objective is to make both parties agree and gather at one platform
and developing the consensus, collecting different ideas from mutual understanding.
● 2-If 1/3 Majority is Available: this objective express that if the 1/3 majority of union or management is
available meeting can be convened. For example, union’s representatives are not present but other
members of union 1/3 are present and management is presented in this case management can be
convened the meeting. If union’s representatives and members are present but management’s
representatives 1/3 are present but members are not present in this case union can be convened
the meeting.

42. Types of Collective Bargaining
●
1-Procedural: this collective bargaining rules describe the two things, that how to govern on
the behavior of the employees and many conflict in the organization are controlled by the
rules. They just require to show their behavior as decided in procedural rule. Management has
to respect everyone, and cannot say that subordinates are servant because of their low scale.
Union behavior ought not be threatening the organizational structure (higher authorities), it is
somehow right but in a manner and with legal way not illegally.
● 2-Substantive: in this rule management maintain the relationship with individuals.
Management does not feel need to talk to entire group, they directly communicate those who
are senior and representatives/leader of the union, they satisfy the leader/representatives,
then representatives/leader will satisfy the group.

43. Three Kind of Relationship
Regulated by Substantive
● 2.1-Economic or Market Relationship: in this kind of relationship management offer the
complete package for union, that those who are senior will be awarded with bonus and
leader will be rewarded more bonus or cash amount as compare to workers.
● 2.2-Governmental Relationship: sometimes dispute occurs for solving, in this case external
party means government agents come to solve the dispute. By this way relationship
between union and government become stronger.
● 2.3-Workplace Relationship: making the relationship with management and with peers
(colleagues). Leader will be the part of the meetings (Annual General Meeting/Policy
Promotion Meeting) and are empowered to improve the relationship at workplace.

44. 3-On The Basis of Exercise There
Are Two Types
● 1-Distributive Bargaining: in this sort of relation
one party gets merits and other party face
losses.
● 2-Integrative Bargaining: this is beneficial for
both parties, have problem solving approach.
Both mutually agreed that no loss no gain.
Concept of productive bargaining is developed
that no stakeholder will in loss.

45. Participants of Collective Bargaining
● Employer
●  Small Scale Business/Firm: size of firm is minimum 20 and maximum 50
workers/employees.
●  Medium Scale Business/Firm: size of firm minimum 50 and maximum 100
workers/employees. Representatives like personal or HR manager deals
along with legal assistance. It is registered kind of business. Legal matters
are solved by legal advisor/assistance and whenever HR Manager negotiate
with the union and manager identify the demands, are justified.
●  Large Scale Business/Firm: size of firm is more than hundred workers, and
seven directors must be in board. They select their representatives such as
Economic specialist, labor law specialist etcetera.

46. ●
Employee
●
 Departmental/local basis: (E.g. SUTA, 600 teachers)
●  Country wide: (E.g. FAPUASA, 25,000 teachers)
●
If the problem is not solved at low/local level, it is sent to the upper level.
● Example: Sindh University Teacher Association (SUTA), and Federal of All
Pakistan Universities Academic Staff Association. Few year ago an issue
raised when Government of Sindh took notice that afterwards government will
appoint the registrar and controller of the examination; when this issue raised
by teachers of the University of Sindh, they protested and did strike but
government did not listen anything. Thereafter, SUTA decided to present the
issue in front of FAPAUSA; when this issue

47. ● listened by this, FAPAUSA took immediate action and passed the
statement “If Government of Sindh will not take notice back, we
would boycott all Sindh’s Universities classes”. As a result,
Government of Sindh took notice back and next morning at dawn;
in the newspapers head-lines were that Government of Sindh has
taken notice back. So this was the example of both country wide
and local/departmental wise representatives; that if your voice is
not listened at low level you can raise it with help of upper level if
you are associated with any organization or party.

48. Process of Collective Bargaining
●
1. Organizing and Certification: there are some representatives in the organization, who talk
with workers/employees to make a group, if it is certified union no one can challenge it; they
can be senior members who look for that workers/employees are willing to join the union.
What does management do here? Management is not in favor of making a union, they want to
stop making union and try to dominated over.
● 2. Preparation for Negotiation: there two types of collecting the data, information, fact and
figures from internal and external sources. Internal sources: data from data system, about
employees, no. of management, no. of working hours etcetera. After collecting the information,
fact and figures, representors make a plan that who will present the charter of demand and
who will respond the charter of demand.

49. ●
3. Negotiation: once representatives of union will formulate the facts and figures; they will
negotiate properly. Strategy is logic to achieve the goal. All representatives should be well
prepared. Negotiation begins when representatives present the list of demand; it should be
strictly followed because management will argue with union and union have to be careful
whatever union want to speak and steps union take.
● 4. Contract Administrative: on whatever union addressed should be agreed upon, this is the
method that will represent the union; and implement on them. Union has to follow all the steps
because words are recorded through meeting. Representatives should not
hesitate/perplex/confuse whenever management try to threaten them.

50. Essential Conditions of Collective
Bargaining
● 1. Careful Thought and Selective of Negotiation: negotiation team/group should
be selected from different departments. Organization is diversified the
department. This type of work is called professional development. Marketing
personnel has expertise in this particular field like this all department’s expert
should be selected in negotiation. The quota of selection should like 20% from
marketing department, 10% from HR department etcetera. Very senior
employees are able to solve the problem with their experience with union and
management. This is very crucial step in negotiation; if team is strong, 99%
chances are of solving the conflict/problem.

51. ●
2. Management Should Recognize Union: how the management recognize the union?
Management understands that they respect the union, considered as unity of an organization.
Strong union and progressive management can promote the environment of mutual
confidence. Talent versus talent, skilled and effective participants always generate mutual
confidence. Both parties already sign the contract/agreement to discuss, not to make conflict.
● 3. Bargaining Team Members Should Have Open-Minded: those who welcome the criticism
are called open-minded; they allow other to criticize, and management always criticize
opposite party. Experienced employees are the strength of union that assist them for
approving their demands.

52. ● 4. Homework On Agenda of Meeting: before coming in the meeting
representors should get prepared, their agenda of meeting should be
clearly written according to labor law, court of conduct, legally and have
command/grip on.
● 5. Both Parties Should Grievances, Safety, And Hygiene Problem: both
party’s grievances should be addressed and listened carefully. Basic
hygiene problems of employees are valued and managed.
● 6. Internal Union Democracy: it describes that union has not right to
threaten, pressurize and influence workers for joining the union, workers
have right to willingly join or not join.
● 7. Strikes/Lockout Should Be Resorted: if the problem is not solved
through negotiation, final decision is to solve the problem through strike,
lockout and protest.

53. Thank you for your attention.