Hindustan Textile Mills is a spinning unit of 50,000 spindles.

The main product is cotton yarn of 40

Mr. Pramod Mishra joined the mill on 01.12.1995 as Trainee and he was promoted as Tenter from
8.8.2000 in the ring department. He belongs to Chappra district of Bihar. On 25.9.2001, Pramod
Mishra was taking charge of the night shift and there was some argument that took place with the
evening shift, Mr. Babloo, Mr. Mahesh, shift officer intervened in the matter and the issue was
resolved. Babloo is a resident of Balia in U.P.

On 10.10.2001, in the night shift at around 1:30 am, Rakesh Kumar working as Tenter in blow room
met with an accident. His right arm came in to contact with the machine and he shouted for help.
Pramod Mishra rushed to the spot and meanwhile 3 other workers of Speed frame and draw frame
also reached the spot and started their effort to pull Rakesh from the machine, Mr. Mahesh, shift
officer with the timekeeper Mr. Kanhaiya Lal also joined them. There was blood all around. Mr.
Mahesh intervened in between and took charge of the machine along with Mr. Gyan Singh,
maintenance foreman. They were able to pull Rakesh Kumar out of the machine and in the
meanwhile, there were group pf 50 workers gathered on the spot. Kanhaiya took Rakesh to the
hospital.

Meanwhile there was an argument that started between Mr. Pramod Mishra and shift officer Mr.
Mahesh that the machines are not safe and the management is not keen about the safety of
workers. Mr. Radhey, Mr. Deendayal, Mr. Prabhu Prakash also joined Mr. Pramod Mishra. Pramod
Mishra took an iron rod from the blow room and started souting to all the workers to stop the plant.
He along with Mr. Radhey, Mr. Deendayal and Mr. Prabhu forced al workers to come out of the plant
and damaged window glasses of the main hall. The whole issue took an ugly turn.

You are the Personnel Manager. How will you handle the situation and describe the legal as well as
other actions to resolve the issue?
In Jay Engineering Works after three months strike the work had resumed. However, on the very first
day of resumption of work there was a problem on account of shortage of snacks in the first shift
which resulted in a tool down. In the first shift on the day of resumption of work, Samosas were
served as snacks for breakfast. The normal rule was that each workman should take only two pieces
of snacks. However, as the Samosas were tasty, the workmen started consuming more than two
Samosas which resulted in shortage of Samosas. Ashok, a workman who was a very reasonable
person and who was considered as very close to the management, had come late to the canteen.
When he found that the Samosas were not available, he raised a hue and cry and demanded from
the Canteen Officer that Samosas should be served to him and that he would not accept any other
snacks except Samosas. The Canteen Officer expressed his inability to serve Samosas and instead
offered to serve biscuits. Ashok declined to accept the same and once again insisted that he should
be served Samosas. When the canteen Officer told Ashok that it was not possible for him to serve
Samosas, Ashok got upset and took his grievance to the Union Committee members. The Union
Committee members felt that this was an opportunity for them to win over Ashok to their side.
They, therefore took up the cause of Ashok with the Canteen Officer. They threatened the canteen
Officer that they resort to a tool down if the grievance of Ashok was not resolved. The Canteen
Officer expressed his inability to serve Samosas to Ashok, but offered to serve biscuits instead. Not
satisfied with the solution given by the Canteen Officer, the Union Committee members gave a call
for a tool down. The activities of Jay Engineering works came to a grinding halt

As a Personnel Manager of this Company how would you handle this case?
ln an iron and steel factory near Mysore, in industrial dispute arose on the issue of enhancement of
wage rates and allowances. When negotiations with the management failed, the only trade union in
the factory informed the members about the failure of negotiations and asked them to adopt
agitational methods. Demonsta tions against the management and shouting of anti-management
slogans became frequent. At the instance of the union, the workers went to their jobs, but did not
handle tools or machines. When they did not get any response from the management, the union
asked the workers to go on strike. The strike started and continued for 20 days, but the management
was rigid on the resumption of work by the strikers as the first condition for starting talks. In the
meantime, the workers of the ancillary industries of the area which supplied equipments and
materials to the steel factory resorted to frequent work-stoppages for short periods in sympathy of
the strikers of the steel factory in complete defiance of the directive of the proper authority of the
union to which they belonged. The trade umon in the nearby colliery which supplied coal to the steel
factory organized a two-day strike in support of the demands of the workers of the steel factory. A
group of more militant work ers of the factory occasionally confined some of the senior executives of
the factory in their offices for hours together and did not allow them to leave. Ultimately, the state
government declared the strike illegal and referred the dispute an adjudication authority for
disposal.

1. What term will you use for the strike in which the workers went to their workplace but did not
handle tools and equipments?

2. What was the form of strike in which the workers of the factory resorted to overt stoppage of
work?

3. What type of strike was resorted to by workers of the ancillary establishments?

4. How will you term the strike resorted to by the colliery workers?

5. What term will you use for the confinement of management executives in their office chambers
for hours?