Organ is Ing at Work

8/8/2019 Organ is Ing at Work

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Organising at workA basic introduction on why we should organise at work, and a few tips on how to getstarted.

Almost everyone in this society is underpaid and over-worked. Many temps, contractand casual workers have very few rights, and permanent workers are still alwaysunder the threat of redundancy. Many people are massively exploited and ill-treated,and in Britain over 20,000 people are killed at or by their work each year*. Millionsmore suffer stress, depression, anxiety and are injured.

The indignity of working for a living is well-known to anyone who ever has.Democracy, the great principle on which our society is supposedly founded, is thrown

out the window as soon as we punch the time clock at work. With no say over whatwe produce, or how that production is organised, and with only a small portion ofthat product's value finding its way into our wages, we have every right to be pissedoff at our bosses.

At work in a capitalist society, we are forced to labour in return for a wage.Employers hire workers, and pay us less than the value of work we do. The surplusamount is taken from us and turned into capital - profit for shareholders andcorporate expansion. Thus all workers are exploited. Consequently, we all have ashared interest in getting a bigger share of the fruits of our labour, as well as in

winning better working conditions and shorter working hours.

We can do this by organising at work. we also believe that by organising to fight, webuild the seeds of a new world - not based on capitalist exploitation but on co-operation between workplace collectives where production is democratically decided

by worker/consumer councils and working hours are slashed. Harmful or uselessindustries, such as arms manufacturing, or the banking and insurance industrikes,could be eliminated.

The real essentials, like food, shelter, and clothing, could be produced by everyoneworking just a few hours each week. Environmentally destructive industries purelyconcerned with profit, such as fossil fuel power plants could be converted to useclean, renewable energy sources.

. Direct action is any form of action that cripples the boss's ability to make a profitand makes them cave in to the workers' demands.


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Organising your workplace

The Employment Relations Act 1999 [ERA 1999] established a new statutoryprocedure providing for the recognition of independent trade unions in organisationsemploying 21 or more workers, if that is the wish of the majority of the workplace.This legislation has led to a small, but not insignificant increase, in the number ofcompanies recognising and negotiating with trade union representatives.

It is a tactical decision when to approach a trade union. However unless you havealready uncovered that most people want to join then there would be little point in

asking a union to come in and negotiate a recognition agreement. Individuals can, ofcourse, join a union at any time.

Despite ERA 1999 it is a fact that in Britain today only 3 out of 10 workers are in aunion. This includes unions such as the Royal College of Nurses who have a no strikepolicy. In the private sector the figure is nearer to 2 out of 10 workers. Amongst thoseunder 25 years of age approximately 1 out of 10 belong to a trade union. Theunemployed don't belong to unions and are isolated and internationally the situationis no better. Workers are disorganised and under attack.

one of the most frequently asked questions by workers is - "What can be done at myworkplace to improve things? It seems impossible, the bosses are too strong."

We would suggest that the following should be considered:

Ask Questions and Listen to the Answers .Where do you begin? Some people when they first feel that they have been treatedunfairly fly into a rage or start loudly crusading against the boss. This can bedangerous. Management jealously guards its authority in the workplace, and when

you begin to question authority, you become a threat. In most workplaces, from themoment you begin to question authority, you become a troublemaker in

managements eyes. If you have never before made any waves where you work, youmay be shocked, hurt or angered by how quickly management turns against you. Thisis a good reason to be discrete when you begin to talk to others.

Talk to your fellow workersAsk them what they think about whats happening at work. What do they think aboutthe problems youre concerned about? Listen to what others have to say. Get their

views and opinions. Most people think of an organiser as an agitator and rabble-rouser (and there are times when an organiser must be those things), but a goodorganiser is first of all one who asks good questions and listens well to others. Havinglistened well, you should be able to express not only your own views and feelings, but

also those of your colleagues. The main concerns could be pay, but this isn't alwaysthe case. Sometimes, their concerns can be reactionary, such as keeping immigrant


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workers out, so you will need to be aware that not all concerns are necessarilyprogressive.

Learn about the pastTry and find out what other attempts, if any, have been made to organise the

workers. It may be that there was once a union but it has collapsed.

Try to find alliesAlmost inevitably there will be some people who are more concerned about theproblems we face than others, and a few of those people will want to do somethingabout it. Those few people now form the initial core of your "organisation".

Map Your WorkplaceKnowledge is power. Try and find out as much as you can about the company you're

working for. Does it have more than one factory or shop? Is it a public company, howmany people work for it, who owns it? The Labour Research Department [1] can help

you with these questions. Try and build up a picture of the firm and people who workfor it - for example, an increasing problem is that workers are 'off the cards' and not

working legally. Some workers may have problems with their immigration status.

You should begin your research with your department. Management has longunderstood the value of identifying informal work groups, their natural organisers,and their weak links. In fact, one of the main thrusts of management training is todevelop strategies to alter the psychology of the workplace.

For example, the multi-national United Parcel Service has developed itspsychological manipulation techniques into a fine art. The UPS managers training

manual, entitled Charting Spheres of Influence, shows how to map the workplace toidentify the informal work groups, isolate natural organisers or instigators in thesegroups, exploit the weak links, and in the end, break up the groups if they cant beused to managements advantage.

Lets say that you have an important message to communicate, but you dont have thetime or resources to reach every one of your fellow workers. If you can reach thenatural organisers in the informal work groups and get them on your side, you can

bet that the word will get around to everyone. Once organisers have been identifiedand agree to co-operate, it is possible to develop a network which can exertconsiderable power and influence.

Informal work groups also have the advantage of creating certain loyalties amongtheir members. You can draw on this loyalty to figure out unified strategies forproblems, and take advantage of peoples natural tendency to stick up for those whoare close to them.

Besides working with the group organisers, it is important to draw in the loners too.More than likely, their apathy, isolation, or anti-union ideas stem from personalfeelings of powerlessness and fear. If collective action can be pulled off successfullyand a sense of security established through the groups action, fear and feelings of

impotence can be reduced.


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If you have got a particularly tough character in your workplace who seriouslythreatens unity, dont be afraid to use the social pressures that work groups can bringto bear to get that person back in line. This applies to supervisory personnel too,especially the supervisor who likes to think he or she is everyones pal.

The Balance of PowerThe bottom line for this type of workplace organisation is to tilt the balance of powerin the workers favour. It can win grievances for example. If grievances remainindividual problems or become the responsibility of union officials, the naturalorganisation and loyalty that exist among work groups is lost. Chances are that thegrievance is lost too.

However, if the work groups can be used to make a show of unity, the threat that the work process could be disrupted can be enough to force management into asettlement. Grievances can only be won when management understand that agrievance is no longer the concern of an individual, but instead has become the

concern of all, and that problems lie ahead unless it is resolved.

Starting Organising

MeetWhen the time is right hold a meeting of those you have identified as being interestedin getting organised. Do not be surprised if some workers do not turn up, don't getdisappointed. The meeting should be as open as possible and discuss all issues whichconcern workers. The most obvious concern will be how to get the mass of workersinvolved. Every person who attends the meeting should be expected to see if there are

other workers who can be got involved. Stress the importance of ensuring thatmanagement doesn't get to know about what's happening.

DelegationAn organising group could be elected to approach a trade union to see how they canassist. The word assist is vital, from the start the organisation of the workers should

be by the workers themselves and not the union officials.This is vital if the organisingand recruitment of workers to the union leads to industrial action. The workersmovement is littered with hundreds of examples where workers have successfullyorganised and recruited workers to a union only to allow the officials to control theiractions when strikes have recognition have broken out - i.e. Grunwicks in 1977, oil

workers in the North Sea in 1988, textile workers at Bacton Fashions in Hackney in1990, Burnsalls in West Midlands in 1992 and, in the mid 90s, cleaning workers atHillingdon Hospital in London. The results have been disasterous and in some casesdefeat has been snatched from the jaws of victory. The organising group can also tryand establish whether there are any local groups who will be able to assist withpractical initiatives such as leaflet production and a place to meet.

PublicityAt some point a leaflet will need to be produced and either distributed secretly atwork or by friends when the workers are leaving the workplace. These actions willundoubtedly bring to management's attention that some workers are involved intrying to organise.


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DemandWhen it is felt appropriate (which could be a period of a few weeks to many months)another larger meeting of all interested workers will need to be organised. Use themeeting to draw up a list of grievances and demands. The meeting will need to electspokespersons to approach management. The workers will also need to decide which

union they would wish to join, trade unions in Britain are not illegal and a companycan be forced to negotiate with a recognised trade union. [2]

AccountabilityDon't allow negotiations with bosses take place behind closed doors. Keep allmeetings transparent.

It won't be easyBe sure that the workers know that their actions may lead to the threat of dismissaland/or dismissal. Never con workers into believing it will be easy. Discuss what this

would mean if all or some workers are dismissed as this will require a decision to

either strike and/or occupy the workplace. Obviously the situation in countries whereunions are outlawed is different and it will be impossible for workers to approachmanagement. In discussions with workers from such countries it has become clearthat sabotage of production becomes increasingly important.

Organising the INVENTORY

Inventory is defined as a stock or store of goods. These goods are maintained on hand

at or near a business's location so that the firm may meet demand and fulfill its

reason for existence. If the firm is a retail establishment, a customer may look

elsewhere to have his or her needs satisfied if the firm does not have the required

item in stock when the customer arrives. If the firm is a manufacturer, it must

maintain some inventory of raw materials and work-in-process in order to keep the

factory running. In addition, it must maintain some supply of finished goods in order

to meet demand.

Sometimes, a firm may keep larger inventory than is necessary to meet demand and

keep the factory running under current conditions of demand. If the firm exists in a

volatile environment where demand is dynamic (i.e., rises and falls quickly), an on-

hand inventory could be maintained as a buffer against unexpected changes in

demand. This buffer inventory also can serve to protect the firm if a supplier fails to

deliver at the required time, or if the supplier's quality is found to be substandard

upon inspection, either of which would otherwise leave the firm without the


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necessary raw materials. Other reasons for maintaining an unnecessarily large

inventory include buying to take advantage of quantity discounts (i.e., the firm saves

by buying in bulk), or ordering more in advance of an impending price increase.

Generally, inventory types can be grouped into four classifications: raw material,

work-in-process, finished goods, and MRO goods.

RAW MATERIALS

Raw materials are inventory items that are used in the manufacturer's conversion

process to produce components, subassemblies, or finished products. These

inventory items may be commodities or extracted materials that the firm or its

subsidiary has produced or extracted. They also may be objects or elements that the

firm has purchased from outside the organization. Even if the item is partially

assembled or is considered a finished good to the supplier, the purchaser may classify

it as a raw material if his or her firm had no input into its production. Typically, raw

materials are commodities such as ore, grain, minerals, petroleum, chemicals, paper,

wood, paint, steel, and food items. However, items such as nuts and bolts, ball

bearings, key stock, casters, seats, wheels, and even engines may be regarded as raw

materials if they are purchased from outside the firm.

The bill-of-materials file in a material requirements planning system (MRP) or a

manufacturing resource planning (MRP II) system utilizes a tool known as a product

structure tree to clarify the relationship among its inventory items and provide a

basis for filling out, or "exploding," the master production schedule. Consider an

example of a rolling cart. This cart consists of a top that is pressed from a sheet of

steel, a frame formed from four steel bars, and a leg assembly consisting of four legs,

rolled from sheet steel, each with a caster attached. An example of this cart's product

structure tree is presented in Figure 1.


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Figure 1

Generally, raw materials are used in the manufacture of components. These

components are then incorporated into the final product or become part of a

subassembly. Subassemblies are then used to manufacture or assemble the final

product. A part that goes into making another part is known as a component, while

the part it goes into is known as its parent. Any item that does not have a component

is regarded as a raw material or purchased item. From the product structure tree it is

apparent that the rolling cart's raw materials are steel, bars, wheels, ball bearings,

axles, and caster frames.

WORK-IN-PROCESS

Work-in-process (WIP) is made up of all the materials, parts (components),

assemblies, and subassemblies that are being processed or are waiting to be

processed within the system. This generally includes all materialfrom raw material

that has been released for initial processing up to material that has been completely

processed and is awaiting final inspection and acceptance before inclusion in finished

goods.

Any item that has a parent but is not a raw material is considered to be work-in-

process. A glance at the rolling cart product structure tree example reveals that work-

in-process in this situation consists of tops, leg assemblies, frames, legs, and casters.

Actually, the leg assembly and casters are labeled as subassemblies because the leg

assembly consists of legs and casters and the casters are assembled from wheels, ball

bearings, axles, and caster frames.


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FINISHED GOODS

A finished good is a completed part that is ready for a customer order. Therefore,

finished goods inventory is the stock of completed products. These goods have been

inspected and have passed final inspection requirements so that they can be

transferred out of work-in-process and into finished goods inventory. From this

point, finished goods can be sold directly to their final user, sold to retailers, sold to

wholesalers, sent to distribution centers, or held in anticipation of a customer order.

Any item that does not have a parent can be classified as a finished good. By looking

at the rolling cart product structure tree example one can determine that the finished

good in this case is a cart.

Inventories can be further classified according to the purpose they serve. These types

include transit inventory, buffer inventory, anticipation inventory, decoupling

inventory, cycle inventory, and MRO goods inventory. Some of these also are know

by other names, such as speculative inventory, safety inventory, and seasonal

inventory. We already have briefly discussed some of the implications of a few of

these inventory types, but will now discuss each in more detail.

INVENTORY TYPES

TRANSIT INVENTORY

Transit inventories result from the need to transport items or material from one

location to another, and from the fact that there is some transportation time involvedin getting from one location to another. Sometimes this is referred to as pipeline

inventory. Merchandise shipped by truck or rail can sometimes take days or even

weeks to go from a regional warehouse to a retail facility. Some large firms, such as

automobile manufacturers, employ freight consolidators to pool their transit

inventories coming from various locations into one shipping source in order to take

advantage of economies of scale. Of course, this can greatly increase the transit time

for these inventories, hence an increase in the size of the inventory in transit.


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BUFFER INVENTORY

inventory is sometimes used to protect against the uncertainties of supply and

demand, as well as unpredictable events such as poor delivery reliability or poor

quality of a supplier's products. These inventory cushions are often referred to as

safety stock. Safety stock or buffer inventory is any amount held on hand that is over

and above that currently needed to meet demand. Generally, the higher the level of

buffer inventory, the better the firm's customer service. This occurs because the firm

suffers fewer "stock-outs" (when a customer's order cannot be immediately filled

from existing inventory) and has less need to backorder the item, make the customer

wait until the next order cycle, or even worse, cause the customer to leave empty-

handed to find another supplier. Obviously, the better the customer service thegreater the likelihood of customer satisfaction.

ANTICIPATION INVENTORY

Oftentimes, firms will purchase and hold inventory that is in excess of their current

need in anticipation of a possible future event. Such events may include a price

increase, a seasonal increase in demand, or even an impending labor strike. This

tactic is commonly used by retailers, who routinely build up inventory months beforethe demand for their products will be unusually high (i.e., at Halloween, Christmas,

or the back-to-school season). For manufacturers, anticipation inventory allows them

to build up inventory when demand is low (also keeping workers busy during slack

times) so that when demand picks up the increased inventory will be slowly depleted

and the firm does not have to react by increasing production time (along with the

subsequent increase in hiring, training, and other associated labor costs). Therefore,

the firm has avoided both excessive overtime due to increased demand and hiring

costs due to increased demand. It also has avoided layoff costs associated with

production cut-backs, or worse, the idling or shutting down of facilities. This process

is sometimes called "smoothing" because it smoothes the peaks and valleys in

demand, allowing the firm to maintain a constant level of output and a stable

workforce.


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DECOUPLING INVENTORY

Very rarely, if ever, will one see a production facility where every machine in the

process produces at exactly the same rate. In fact, one machine may process parts

several times faster than the machines in front of or behind it. Yet, if one walks

through the plant it may seem that all machines are running smoothly at the same

time. It also could be possible that while passing through the plant, one notices

several machines are under repair or are undergoing some form of preventive

maintenance. Even so, this does not seem to interrupt the flow of work-in-process

through the system. The reason for this is the existence of an inventory of parts

between machines, a decoupling inventory that serves as a shock absorber,

cushioning the system against production irregularities. As such it "decouples" ordisengages the plant's dependence upon the sequential requirements of the system

(i.e., one machine feeds parts to the next machine).

The more inventory a firm carries as a decoupling inventory between the various

stages in its manufacturing system (or even distribution system), the less

coordination is needed to keep the system running smoothly. Naturally, logic would

dictate that an infinite amount of decoupling inventory would not keep the system

running in peak form. A balance can be reached that will allow the plant to run

relatively smoothly without maintaining an absurd level of inventory. The cost of

efficiency must be weighed against the cost of carrying excess inventory so that there

is an optimum balance between inventory level and coordination within the system.

CYCLE INVENTORY

Those who are familiar with the concept of economic order quantity (EOQ) know that

the EOQ is an attempt to balance inventory holding or carrying costs with the costs

incurred from ordering or setting up machinery. When large quantities are ordered

or produced, inventory holding costs are increased, but ordering/setup costs

decrease. Conversely, when lot sizes decrease, inventory holding/carrying costs

decrease, but the cost of ordering/setup increases since more orders/setups are

required to meet demand. When the two costs are equal (holding/carrying costs and

ordering/setup costs) the total cost (the sum of the two costs) is minimized. Cycle

inventories, sometimes called lot-size inventories, result from this process. Usually,

excess material is ordered and, consequently, held in inventory in an effort to reach


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this minimization point. Hence, cycle inventory results from ordering in batches or

lot sizes rather than ordering material strictly as needed.

MRO GOODS INVENTORY

Maintenance, repair, and operating supplies, or MRO goods, are items that are used

to support and maintain the production process and its infrastructure. These goods

are usually consumed as a result of the production process but are not directly a part

of the finished product. Examples of MRO goods include oils, lubricants, coolants,

janitorial supplies, uniforms, gloves, packing material, tools, nuts, bolts, screws, shim

stock, and key stock. Even office supplies such as staples, pens and pencils, copier

paper, and toner are considered part of MRO goods inventory.

THEORETICAL INVENTORY

In their bookManaging Business Process Flows: Principles of Operations

Management,Anupindi, Chopra, Deshmukh, Van Mieghem, and Zemel discuss a

final type of inventory known as theoretical inventory. They describe theoretical

inventory as the average inventory for a given throughput assuming that no WIP item

had to wait in a buffer. This would obviously be an ideal situation where inflow,

processing, and outflow rates were all equal at any point in time. Unless one has a

single process system, there always will be some inventory within the system.

Theoretical inventory is a measure of this inventory (i.e., it represents the minimum

inventory needed for goods to flow through the system without waiting). The authors

formally define it as the minimum amount of inventory necessary to maintain a

process throughput ofR, expressed as:

Theoretical Inventory = Throughput Theoretical Flow Time

I th = R T th

In this equation, theoretical flow time equals the sum of all activity times (not wait

time) required to process one unit. Therefore, WIP will equal theoretical inventory

whenever actual process flow time equals theoretical flow time.

Inventory exists in various categories as a result of its position in the production

process (raw material, work-in-process, and finished goods) and according to the

function it serves within the system (transit inventory, buffer inventory, anticipation

inventory, decoupling inventory, cycle inventory, and MRO goods inventory). As


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such, the purpose of each seems to be that of maintaining a high level of customer

service or part of an attempt to minimize overall costs.

What is InventoryManagement?

Effective inventory management is all about knowing what is on hand,where it is in use, and how much finished product results.

Inventory management is the process of efficiently overseeing the constant flow ofunits into and out of an existing inventory. This process usually involves controlling

the transfer in of units in order to prevent the inventory from becoming too high, ordwindling to levels that could put the operation of the company into jeopardy.Competent inventory management also seeks to control the costs associated with theinventory, both from the perspective of the total value of the goods included and thetax burden generated by the cumulative value of the inventory.

Balancing the various tasks of inventory management means paying attention tothree key aspects of any inventory. The first aspect has to do with time. In terms ofmaterials acquired for inclusion in the total inventory, this means understanding howlong it takes for a supplier to process an order and execute a delivery. Inventorymanagement also demands that a solid understanding of how long it will take for

those materials to transfer out of the inventory be established. Knowing these twoimportant lead times makes it possible to know when to place an order and howmany units must be ordered to keep production running smoothly.

Calculating what is known as buffer stock is also key to effective inventorymanagement. Essentially, buffer stock is additional units above and beyond theminimum number required to maintain production levels. For example, the managermay determine that it would be a good idea to keep one or two extra units of a givenmachine part on hand, just in case an emergency situation arises or one of the unitsproves to be defective once installed. Creating this cushion or buffer helps tominimize the chance for production to be interrupted due to a lack of essential partsin the operation supply inventory.

Inventory management is not limited to documenting the delivery of raw materialsand the movement of those materials into operational process. The movement ofthose materials as they go through the various stages of the operation is alsoimportant. Typically known as a goods or work in progress inventory, trackingmaterials as they are used to create finished goods also helps to identify the need toadjust ordering amounts before the raw materials inventory gets dangerously low oris inflated to an unfavorable level.

Finally, inventory management has to do with keeping accurate records of finishedgoods that are ready for shipment. This often means posting the production of newlycompleted goods to the inventory totals as well as subtracting the most recent
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shipments of finished goods to buyers. When the company has a return policy inplace, there is usually a sub-category contained in the finished goods inventory toaccount for any returned goods that are reclassified as refurbished or second gradequality. Accurately maintaining figures on the finished goods inventory makes itpossible to quickly convey information to sales personnel as to what is available and

ready for shipment at any given time.

In addition to maintaining control of the volume and movement of variousinventories, inventory management also makes it possible to prepare accuraterecords that are used for accessing any taxes due on each inventory type. Withoutprecise data regarding unit volumes within each phase of the overall operation, thecompany cannot accurately calculate the tax amounts. This could lead tounderpaying the taxes due and possibly incurring stiff penalties in the event of anindependent audit.

HR Management Concepts &Techniques

(organising man power)

INTRODUCTION :

The field of Human Resource Management is developing very fast & every

department of human activity is realizing its importance in the smooth functioning ofthe organization. Innovative techniques are developed to improve the work culture,so that the employees are motivated to give in their best to the organization. There istough competition everywhere & to survive with grace, one will have to accept thechanges in this modern world and adopt the latest human resources practices. Those

who refuse to change will be left behind & will have to accept defeat. So it isimperative to implement the latest human resource practices in the organization.The latest techniques in the field of Human Resource Development are:

Employees for Lease

Sometimes the organizations depend upon consultancy agencies or individualconsultants for their expertise to tap and utilize their expert knowledge. Theconsultancy agencies offer expert advice and the execution of the advice is left to theemployees of the organization. The employees may in some of the cases fail to covertthe know-how into a project. Under such circumstances, new types of organizations

will emerge, which would be called as Employee Leasing Organization. These leasingorganizations will be principal employers and send the required number and kind ofemployees to various organizations on lease basis. They collect the fee & othercharges from various industries & pay the salaries, provide benefits to the employees.The Leasing Company will pay complete salary and benefits to the employeesirrespective of the number of days that the employee is sent to various organizations

on lease. This type of agreement is beneficial to the leasing company, specialist


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employees and the industry. The industry with limited budget can utilize the expertadvice & service of most competent human resources.

Moonlighting by Employees

This is a situation, which arises among employees on account of dissatisfaction frompresent wage & salary structure. They feel that employer enjoys the increased profitand that they are being exploited by the employer. Consequently they agitate for hikein wages or take up another part-time job or business simultaneously with that of theoriginal job. This is also known as Double Jobbing.Moonlighting by employees affects almost all the functions of Human ResourceManagement. The effects of Moonlighting would be mostly negative & it poseschallenges to the personnel manager. Presently very limited number of employeesdoes moonlighting, but the number of employees will go on increasing due to changein employee values & expectations. Management will have to take all possible care inselection process about the possibility of moonlighting by the prospective candidates.

Dual Career GroupsThere has been a tremendous increase in the number of female employees in all typesof organizations due to: -Increased career orientation among women in recent years. Creation of variety of

jobs. higher level commitment Better performance. Less demanding & agitateoriented. Economic Freedom. Better Social Status. Aspirations for quality of worklife.

Due to dual career groups, both wife & husband will be loaded with grievances& problems as both of them share their problems, both at work and off the job. In

view of overloading of the problems to both the members in dual career groups, theyspend heir time and energy in solving the problems or in getting the grievancesredressed for both the parties. So, there will be possibility of less commitment to the

work in the organization by both the parties..Flexi-time & Flexi-workThe number of hours in a day, number of days in a week and work schedule when

the worker has to perform is normally stated in the Job Description. The concept ofFlexi-time has been introduced in order to suit the convenience of the workers

without affecting the organizational functioning. Flexi-time is a program that allows

flexible entry and leaving times for employees. Flexi-time increases productivity,decline in absenteeism, and reduction in employee turnover & increase in morale.Flexi-work It is a program that allows flexibility in handling the type of work in

various departments of the organizations in systematic way by the employee duringhis tenure of employment in an organization. For example, a candidate may beselected as a clerk in the Personnel Department and after two years he may beallowed to take up work in any other department of the organization.

Training & Development

Organizations spend a lot of time and resources in training, developing and educatingtheir employees in tune with the job awareness and organizations requirements. Thisis mostly due to the absence of linkage between the industry and universities.


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Organizations in future will establish their own educational institutes. Theseinstitutes will frame their course curriculum to suit the requirements of various jobsin the organization as a whole. These institutes will go on changing the coursecurriculum depending upon the changes in technology, work methods, productionprocess and activities and so on. The intake of these institutes depends on exclusive

requirements of organization. After the completion of the course, the candidate will be awarded a diploma and absorbed by the organization. This managementarrangement will automatically take care of the problem of unemployment andunderemployment. This arrangement will also minimize the duration of time to bespent by the candidate in his educational process.

Management Participation in Employees Organizations

With the formation and recognition of employees organizations, the managementcannot make unilateral decisions those affect employee relationship directly orindirectly. Decisions relating to policies on employment, training, transfer,

promotion, adoption of latest technology etc. are no longer determined by unilateralaction of management and must now be discussed with the representatives ofemployees organizations. Decisions on the policies and administration may still rest

with management, but they are frequently subject to question and criticism by unionrepresentatives under a formal grievance procedure. This technique enables the twoparties to exchange ideas, opinions, information and knowledge to understand eachothers viewpoint, with an open mind and thereby avoid all misunderstandings. Thus,the management representatives may provide effective plans, suggestions, adviceorganization and directions for sound management and functioning of federationsand unions for the common good of both the parties.

COLLECTIVE BARGAINING

It is an institutional process for solving problems arising directly out of employer-employee relationships. Through collective bargaining, the two parties becomeresponsive to each other. Employees ventilate their problems relating to wages,employee benefits etc. while the management puts forth its demands regardingemployee co-operation and commitment so as to maximize its profits. Thus, the twoparties discuss the problem and each party tries to solve the problems of the other.The scope of collective bargaining is wider as the solutions for common problems can

be found directly through negotiations between both the parties.

COLLABORATIVE MANAGEMENT

It is the general practice that the owners and/or their representatives manage theorganization. But most of the organizations have started allowing their employees toparticipate in management. It is viewed that different parties concerned with theorganizational activities will manage the organization through participation. Suchtype of management system is referred as Collaborative Management. Employeesparticipation in management was initiated to satisfy workers psychological needs, todevelop a sense of belongingness and loyalty to the organization.


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Team-building is a function of modern human resource management.

The concepts and techniques of human resource management have evolved in the

past several years to view Human Resources as a strategic component to the

success of a business. Previously, workers viewed Human Resources as a one-

sided tool of management, whereas current human resource management createsa successful partnership between workers and management.

Selective Hiring

1. Successful human resource management includes hiring not only the righttechnical person for the job, but also considering personal characteristics ofthe potential employee. Following the lead of presidents and chief executiveofficers who set the "companyculture," Human Resources hires people who fitthat culture: for instance, fast-paced and energetic versus a more relaxed

atmosphere. Human Resources often gives applicants personality orpsychological tests to determine whether they suit the company's philosophy,and interview candidates with an eye toward their attitudes and manner ofrelating to others.

Teams

2. The modern concept of human resource management encourages team- building and self-managed teams. Companies believe that empowering theiremployees builds the workers' self-esteem, giving them the impetus to takeownership of their projects, follow through on results and take pride in the

successful completion of their tasks. And this translates into higher-qualityproducts and services and satisfied customers.

Performance-related Pay

3. Performance-related pay encourages employees to work more productively,which results in more job satisfaction for the employee and better results for thegoods or services the company provides its customers. Rewarding employees fortheir job performance motivates them and helps the company retain talented

workers. Standards can be established for such positions as production lineworkers where the employee can receive compensation when he or she reachesthe predetermined goal.
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Reduce Status Differences

4. Employee resentment toward management is an age-old problem, andmodern human resource management strives to reduce the barriers betweenmanagers and workers. Communication problems can result in lower

productivity, including major setbacks in manufacturing or even product failures.Poor communication also causes interpersonal conflict, which can lead to legalproceedings against the company. Another way to reduce status differences is bysharing information and letting employees be part of the process and corporatestrategy.

Extensive Employee Training

5. Human resource management concepts have shown that extensive training ofall employees improves the workers' performance, attitude and productivity.Human Resources has ongoing training programs in all areas such as technicalexpertise, employee relations and workplace rules, giving employees a clearunderstanding of their position within the company and confidence and pride intheir job.

RECOMMENDATIONS

Change is the law of nature. It is necessary way of life in different circles. Thoughthere may be some discontentment during the early days of change, people learn tomeet the changes and adopt themselves to the changing situations. The managementin future will try to:Give up authoritarian style of leadership and adopt participative style of leadership.Follow human relations approach and partnership approach towards employees.Encourage creative skills and abilities and reward those talents. Shift the emphasisfrom legal and rule bounded approach. Participate in trade union activities; recognizehuman resource as a profit centre and as a basic instrument to earn profits ratherthan as a cost centre. Understand the fact that human resource management willdominate all other functional areas of management.

Further, the role of all Personnel Manager will also change. Those changes will be asfollows:Personnel manager and individual manager will give emphasis on overalldevelopment of human resources. Human Resource Management function will beextended to cover career planning and development, organization and development,organize climate, role analysis, national wage policy, social justice etc.Today competition is very tough and if an organization has to survive in the racegracefully, it has to constantly upgrade its skills and sharpen its capabilities. Manynew techniques are implemented in the organizations to motivate the employees andto help them perform to their optimum capacity. By using the above-mentionedtechniques and many other programs, the organization tries to make the workers and

employees more competent, committed & comfortable to do a given job.


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CONCLUSION

Human resource management is a process of bringing people and organizationstogether so that the goals of each other are met. The role of HR manager is shiftingfrom that of a protector and screener to the role of a planner and change agent. Over

the years, highly skilled and knowledge based jobs are increasing while low skilledjobs are decreasing.

HR Managers should concentrate on the following areas to ensuresuccess: -

Use workforce skills and abilities in order to exploit environmental opportunitiesand neutralize threats. Employ innovative reward plans that recognize employeecontributions and grant enhancements. Indulge in continuous quality improvementthrough TQM and HR contributions like training, development, counseling, etc.Utilize people with distinctive capabilities to create unsurpassed competence in an

area. Decentralize operations and rely on self-managed teams to deliver goods indifficult times e.g. Motorola is famous

Organ is Ing at Work

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