Global Business and Political Forces Case Study Essay

Walgreens Corporation â€Å"C-Level Executives† will have to consider the Global Business and Political Forces associated with their Global International Expansion plans into the Country of Brazil during the period of (2014-2016). Analysis The key issues Walgreens Corporation â€Å"C-Level Executives† pose to face would be attempting a massive global expansion and creating new value innovation within that new global market. The want and need to expand internationally into Brazil might potentially cause the Company to lose its current top rated status quo and therefore could risk their Company’s name and future success rate if prior strategic planning is not done properly. Current competition in the same U.S Market looking to expand internationally such as CVS could also pose and cause a potential threat to Walgreens expansion plans. However, the Brazilian market is even more competitive because Brazilian Company’s already know how to operate in that country and are already familiar with the areas region. Therefore, their capabilities of gaining access to information and expertise about where the high demand for property expansion location sites would be at to open a new booming business, stands to be greater than that of other countries outsourced investors or foreign Company’s looking to expand. Related assumptions Walgreens would have to be able to maintain a competitive advantage point globally, so creating an exclusive brand pertaining to that specific region of the country, as well as, maintaining or improving their current Prescription Savings Club program and product line seems essential to their international expansion success. In order to stay ahead of the game and beat out any competition Walgreens â€Å"C-Level Executives† will need to focus on its core competencies and strengths. These practices are going to be critical when serving a diverse Country, while maintaining Walgreens longstanding tradition of fairness, trust and honesty. ((2013). Company Overview). Alternatives There are several alternative actions the C-Level Executives can take that would include the following: First, management must actively evaluate and manage any potential political risks involved when making global expansion investment decisions and then continue to monitor those associated risks on a routine basis. Political forces and risks that could impact Walgreens are going to be subject to change, so it won’t be considered enough to evaluate those risks only once before the decision to invest has been made. Executives of Walgreens must take an active approach and monitor political risks all the time and use those findings to their advantage by applying those methods strategically towards any other investments, operational plans and any other future decisions. Therefore, management over political forces must be implemented into Walgreens operating business practice and processes, in order to protect their investments. (PwC Advisory and Eurasia Group.) Secondly, obtaining reliable, accurate information and interpretation of international business risks tend to be roads blocks at times for executives seeking to better their decision making through evaluation of political risk. Therefore, the use of multiple world-wide sources in which provide up to date, extremely accurate information that has not only been analyzed but also prepared by top risk managers should also be considered as part of an ongoing systematic approach to political risk management. (PwC Advisory and Eurasia Group.) Thirdly, To avoid any future setbacks from competitors such as CVS and similar Drugstore/Retail chains, Walgreens will need to create and invest in a new value of innovation to enhance their diverse customer’s experience. I believe Walgreens strengths lies in the fact that they have their own unique branding style and a high level of ethical quality in the way they perform their business practice, so by enhancing their current U.S. loyal customer connections over into their potential new global customers they stand a better chance to set themselves apart from CVS and any other competitors they might be faced with along the way. Evaluation International partnerships increase challenges but also create new ideas in new markets that can then be translated back to US markets. Because all companies, even primarily domestic ones, are affected by politics to some  degree, all need a baseline of political risk management activity. At a minimum, company management should be aware of how political risks affect business processes, and they should factor these risks into both investment decisions and general risk management. Recommendation My suggestion would be that the â€Å"C-Level Executives† when operating internationally should carefully analyze their current approach to political risk management and determine whether it is contributing to their current business performance strategy as efficiently or effectively as it could and should be or having and adverse effect, taking away from it instead. Once carefully reviewed and evaluated they should find areas for improvement and make changes accordingly to ensure a better business development plan for the following (2014-2016) timeline. Implementation Long-term sustainable success internationally depends in good part on a company’s ability to grasp the implications of political risk and apply them to business risk. By embedding political risk considerations in normal business processes, companies enable management to make better decisions regarding global expansion, sourcing, branding, intellectual property protection, community and government relations, operational structures, and other business issues that arise in complex international markets. (PwC Advisory and Eurasia Group.) Conclusion Ultimately, any company looking to expand globally has to be willing to take risks, but it’s also essential to their future developmental successes that before taking that huge leap to expand internally that they become extremely aware of the high stacks and potential risks involved. In general, the more a company ventures beyond its home country physically or through outsourcing the more it increases its exposure to political risk. Companies should keep in mind, however, that even a minor investment involving a major risk or opportunity can have a material impact. Sustainable success internationally depends in good part on a company’s ability to grasp the implications of political risk and apply them to business risk. Mark Wagner, Walgreens Executive Vice President Operations & Community Management had this to say: â€Å"Our customers come from all walks of life, and it would be impossible for us to serve them well if we developed identical, instead of individual needs. I’ve found the best way to recognize individuality is by taking time to learn about diverse interests and their background. Everyone has needs, wants and expectations and as managers, it’s our job to develop that strategy and exceed those expectations.† (Walgreens outlines strategy to analysts.)

President Jackson on the Twenty Dollar Bill

Jackson on the Twenty Dollar Bill Taylor Alton, 7th 11/13/11 I do not believe that President Jackson should be on the twenty dollar bill. He was not a man of good; all he cared about was pleasing himself and making other people believe he was doing good; manipulating them. Andrew Jackson was only concerned with keeping the union together. If he could get people to see that he could keep the states one nation then he would gain fame. I find this very ironic, he hated paper money and actually preferred coins, and people want him to be on the twenty dollar bill.The last reason I don’t want him on the twenty dollar bill is because of the way he treated the slaves and slavery in itself. Why should we put a man on money that does not deserve it? Andrew Jackson was a one man show unless it came to putting on a fake smile to â€Å"win† over his followers support. If something that he saw posed as a threat to his ideas then it was no good. Take cooperation’s or businesses for example, Andrew Jackson and most of his Democratic followers feared the growing economic and political power exercised by some corporations.Their ability to amass wealth, through banking and manufacturing operations, and to influence and even coerce individual citizens, posed a threat to the Jeffersonian ideals that Jackson held dear. So once again, those companies threatened his power and he did not like that. Andrew Jackson believed that the Second Bank of the United States was unconstitutional and that it posed a serious threat to the American economy and its democratic political institutions. Though its charter was not set to expire until 1836, BUS (Bank of the U. S. ) president Nicholas Biddle requested and received a congressional re-charter in 1832.Jackson decided to veto the bill. Jackson escalated this so-called â€Å"Bank War† in 1833 when he removed federal government funds that were on deposit with the BUS and distributed them to loyal state banks. Thatâ€⠄¢s not right of him to do that, in my opinion it doesn’t matter if he’s president or not. It posed as a threat to him and he feared for his own power. Jackson did not even like paper money anyways. He preferred to use coins instead, so putting him on money he wouldn’t even approve of us using is idiotic. Andrew Jackson was a man of action not of philosophy people say.He once was a slave owner before his presidency years. He took up the matter of slavery in only a political aspect. America was supposed to be a land of the free, and yet we have slaves. On July 5, 1852 people gathered in New York to here a speech about Independence Day by an African American former slave Fredrick Douglas. He blamed Andrew Jackson for the spread of slavery in America. He saw him as a hypocritical politician and a hypocritical American. Jackson transformed millions of acres of land that Indians lived on (Indian removal act) in the south into cotton plantations.This probably would ha ve happened without Jackson but he was the heart of this whole idea in making plantations for slaves to work on. Now if he was the man he says he is why would he want more land for African Americans to work on? Maybe Jackson has done some things that have had a positive effect on our nation today but for me I can’t get past all the wrong he’s done as well. He is a man of power and fame and he wants nothing to do with anything that he feels threatens or harms his ideas that he instills in people. He does not deserve the right to be on the twenty dollar bill.

Behavioral Science Theory Essay

Theory X In this theory, management assumes employees are inherently lazy and will avoid work if they can. Because of this, workers need to be closely supervised and comprehensive systems of controls developed. According to this theory, employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can. The Theory X manager tends to believe that everything must end in blaming someone. Furthermore, Theory X supervisors cannot trust any employee, and they reveal this to their support staff via their communications constantly. Theory X managers naturally adopt a more authoritarian style based on the threat of punishment. One major flaw of this management style is it is much more likely to cause Diseconomies of Scale in large businesses. Â  Theory Y In this theory, management assumes employees may be ambitious, self-motivated, and anxious to accept greater responsibility, and exercise self-control, self-direction, autonomy, and empowerment. It is believed that employees enjoy their mental and physical work duties. It is also believed that if given the chance employees have the desire to be creative and forward thinking in the workplace. There is a chance for greater productivity by giving employees the freedom to perform at the best of their abilities without being bogged down by rules. A Theory Y manager believes that, given the right conditions, most people will want to do well at work and that there is a pool of unused creativity in the workforce. Application of theory X and Y in the US Navy Almost every organization, adopts either theory X or Y in managing their employees or workforce. The application of any one of these theories depends on the culture of the organization, the attitude of managers towards their employees and vise-versa and the personalities of both employers and employees. The US Navy is not an exception to these management practices and applications. When the Navy recruits individuals, they usually apply Theory X. At this stage, they adopt a more authoritarian style based on the threat of punishment. The supervisors’ believe that the recruits are inherently lazy and will train if they can. They should be closely supervised and comprehensive systems of controls should be put in place in their training camps. At this stage, it is believed that the recruits will try to avoid responsibility whenever they can. The supervisors cannot trust the recruits and they reveal this to them through their communication constantly. Theory X continues to be applied in the Navy even after the recruits have passed and have been incorporated in the navy. They continue receiving orders from their commanders and supervisors. Theory Y is applied in the US navy once an individual climbs the ladder and becomes the commander or supervisor. At this stage, it is assumed that the commanders/supervisors are ambitious, self-motivated, and anxious to accept greater responsibility, exercise self-control, self-direction, and autonomy and are empowered. At this stage, the supervisors enjoy their mental and physical work duties. They have the desire to be creative and move forward. Given the right conditions, they will always want to do well at work and use their creativity in bettering the Navy operations. Even though these approaches are, what are commonly used, the US Navy should try to apply theory Z. This theory is good, since it welcomes a more human and more effective way of managing people. It offers a long term, often lifetime employment, with a high value placed on mutual loyalty. Promotion in this case is relatively slow and specialized career paths for individuals and the development of specific skills is encouraged. This approach emphasizes decision by consensus and insists on individual responsibility. It is also preferred since it places attention to the welfare of subordinates as well as encourage informal relationships among individuals. How do your two scores relate to your experience at work? In theory x is visible in most organizations. We find employees not ready to work unsupervised thus need for supervisors to monitor their activities. Managers on the other hand do not trust their employees and they usually carry out check up on them. In theory y we find employees when left alone to work they are likely to be more productive. What motivates individuals to put forth effort on the job? Motivation is reasons for engaging in a particular behavior, especially human behavior. These reasons may include basic needs such as food or a desired object, hobbies, goal, state of being, or ideal. The motivation for a behavior may also be attributed to less-apparent reasons such as altruism or morality. What motivates people include things like money, praise, rewards, and opportunities to make decisions and be creative. Content theories include: How are people motivated on the job? People can be motivated by; positive reinforcement or high expectations, effective discipline and punishment, treating people fairly, satisfying employees needs, setting work related goals, restructuring jobs, base rewards on job performance. Â   REFERENCES Maslow’s hierarchy of needs: Psychology – The Search for Understanding by Janet A. Simons, Donald B. Irwin, and Beverly A. Drinnien.West Publishing Company, New York, 1987. http://www.accel-team.com/motivation/ Colman, Andrew M. Behavioral Science. Oxford University Press, 2001. Foulks Lynch. ACCA Paper 1.3 Managing People. Ashford Press Ltd, 2005. Â  

Elements of Crime and Intentional Tort Essay Example | Topics and Well Written Essays - 750 words

Elements of Crime and Intentional Tort - Essay Example Trespass falls under the law of tort and it is aimed to protecting one's personal property. For one to succeed in an act of trespass to property, one has to establish that at the time of trespass, he had the possession of the goods either actual or constructive. Also he need to establish that his possession had been wrongfully interfered with or disturbed. 1 Trespass on chattels or goods whereby just like trespass to land, the action is based on possession. The tort consists of the interference with the goods which are in the actual possession of the plaintiff. The other category is detinue which is the wrongful withholding of the goods of another. It lies for the specific recovery of goods wrongfully detained from the possession of the person entitled to their possession. Before the plaintiff can institute proceedings in the case of detinue, there should be evidence on his part of having asked the defendant to return the goods to the plaintiff and of refusal to do so by the defendant. In Conversion, is where a person entitled to possession of goods can maintain an action for conversion against anyone acting inconsistently with the rights of his ownership. Thus a refusal to deliver goods is conversion even though no damage is caused to them. The cat of conversion is committed in the following circumstances: When the property is wrongly taken where the taking is not with the intention of acquiring full ownership of the property. When the properties are wrongly parted with when a person hands over property belonging to another without the permission of the owner. Thirdly, it is an act of conversion when goods are wrongly sold even if they are sold in good faith. When the properties are wrongly retained by another. Lastly is when the property is wrongly destroyed. 2 The above is the traditional definition of trespass to property together with its categories. Does the definition of trespass to personal property in your text differ from the California definition of trespass to computer services How The definition of traditional trespass to personal property differs with that one of California definition of trespass to computer services in the following ways; Whereas the traditional definition of trespass to property recognizes the actual physical interference of someone else's property, California definition of trespass to computer services is the crime that does not involve the actual physical interference of the property but theft of data and documentation, theft or disruption of computer services. Whereas the traditional definition of trespass normal protects a tangible property, the California law of trespass to computer services protects the creative ideas generated by a business. These are business intellectual properties that happen to be the most important aspect in a business as they are the strategic competitive weapons. If these intellectual properties are not protected, then the ideas of the company can be used by others

How Have Elements of Music Hall and Melodrama Influenced Subsequent Essay

How Have Elements of Music Hall and Melodrama Influenced Subsequent 20th and 21st Century Performance Styles - Essay Example The melodrama performances of the early nineteenth century were designed for the middle class. A form of serious drama, Michael R. Booth, in his book Theatre in the Victorian Age, says that â€Å"Melodrama contains every possible ingredient of popular appeal: strong emotion, both pathetic and potentially tragic, low comedy, romantic colouring, remarkable events in an exciting and suspenseful plot,†. He goes on to describe the many aspects of the human experience that the melodrama touches, â€Å"physical sensations, sharply delineated stock characters, domestic sentiment, domestic settings and domestic life, love, joy, suffering, morality, the reward of virtue, and the punishment of vice.† ( pg 151). These dramas appealed to the working class as they touched on themes that were familiar and relatable to the audience. While much of the work would be done with past historical eras as the time periods, according to Booth, the themes had a nineteenth century contemporary feel and resonance. was Thomas Holcroft’s, â€Å"A Tale of Mystery† which would be performed at Covent Garden in 1802. This piece was â€Å"Gothic in nature and influenced by the English Gothic novel of the late eighteenth century, the German â€Å"Sturm and Drang† drama, and Parisian melodrama of the post-Revolutionary period.† (Booth, 1991, pg. 155). The story was a translation of the French melodrama, Coelina, ou l’enfant du mystà ¨re , from 1800 by Renà © Guilbert de Pixà ©rà ©court. According to Dr. Marvin Carlson, professor of comparative literature and executive officer of the Ph.D. program at the University of New York, There were several French adaptations that would start the melodrama phase in English theatrical history. However, the development of the familial connection would create a standard for plot and theme. important familial relationships

Writer's choice Term Paper Example | Topics and Well Written Essays - 750 words

Writer's choice - Term Paper Example With the implementation of effective security mechanism we can gain a great deal of confidence and peace of mind while using these systems at home or marketplace (Shelly, Cashman and Vermaat; Turban, Leidner and McLean). This paper presents some of the security, privacy and ethical aspects regarding information technology and computer systems. There are many issues and threats which are hindering the successful operation and working on information and computer system arrangements. In this scenario, one of the initial risks is security issues from less effectively recruited staff personnel. For instance, any staff member with some illegal aims and objectives can set a virus in the database or hack the overall corporate information. Additionally, this is one of the major ethical dilemmas in information and computer systems (UN; Farshchi, Gharib and Ziyaee). In addition, differences in operating systems, versions and patches can also create various problems and issues regarding defense and protection of information and computer systems. In the absence of such protection strategy the overall information and data can be hacked or deleted. In worst case the business information can be accessed by corporate competitors. Additionally, absence of antivirus software for information and computer systems can also cause a huge problem for personal or business data and information. In case of such situation any virus can simply attack and destroy or stop the overall working of systems. In addition, one of the main issues is about the absence of internal firewalls. In this scenario, any user of systems and web services are open to virus attacks, malware, or Trojan attacks. In such situation overall information and computer systems can be hacked or influenced in case of effective handling and management of operations (UN; Farshchi, Gharib and Ziyaee ). This section discusses how some of the major and critical security, privacy and ethical issues happen.

Marxism Essay Example | Topics and Well Written Essays - 1250 words

Marxism - Essay Example The main belief of Marxism revolves around the following teams: Analysis of capitalism identifies and discusses different aspects of capitalism. Some of these aspects include "alienation" of workers, exploitation and the source of profits,  economic growth and development, economic crises,  business cycles, wage labour and surplus value, and the value of commodities (www.marxismfaq.co.uk, n. pag). The theoretical foundation of Marxism is in the materialist conception of history. In simple terms it is the application of Marxist thought to historical development.  According to Marxists the main driving force of history is the class struggle. As Marx and Engels wrote in "The Communist Manifesto",  "The history of all hitherto existing society is the history of class struggles." (www.marxismfaq.co.uk, n. pag) According to Marxists believe, the society is divided into separate classes. Bourgeoisie (capitalists) and the proletariat (workers) are the two main classes under capitalism according to Marx and Engels. The fourth important issue they addressed is after the proletariat have taken state power themselves, they will consolidate their position as the new ruling class of society through the so called "revolutionary dictatorship of the proletariat". This "dictatorship" of the working class will be the midway between capitalism and communism (www.marxismfaq.co.uk, n. pag). Marxs passion towards communism was his focus which was far more important than the class struggle, the dialectic, the theory of surplus value, and all the others. Marx categorically discarded those utopian socialists who sought to arrive at communism through a gradual and evolutionary process, through a balanced advancement of the good. In fact Marx harked back to the apocalyptics, the post-millennia1 coercive German and Dutch Anabaptists of the sixteenth century, and to the various groups of pre-millennial Christians (Rothbard, 123-179). Earlier to the popularization of the Race, Gender

Family Law Essay Example | Topics and Well Written Essays - 1000 words - 2

Family Law - Essay Example Thus, the clause most applicable in this case is one of â€Å"unreasonable behaviour† on part of James. (Family Law Act 1996) It is important to note that the reason for divorce has very little bearing on how the court decides the award of maintenance amount, property ownership/share, etc (Cook 2006). Similarly, decisions regarding the children are made independent of property issues and spouse maintenance issues. Even though the Victorian house is inherited by James, there is no guarantee that he will retain his complete ownership of the house after divorce. Though Susan has not contributed financially to the home or the bills during the marriage, she still has a right to make a claim, for she has â€Å"contributed in kind†. Her complete care for the children allowed James to concentrate on his career. Thus, Susan has a â€Å"beneficial interest† on the property and the court will consider the house as â€Å"Matrimonial Property† (www.dca.gov.uk). The court even has the power to transfer ownership, if need be. Before deciding on how to share the property, the court will take into account the length of the marriage, the parties’ age, their lifestyle needs, their earning capacity and the children’s needs. (Family Law Act 1996) Essentially, when a couple seek divorce, a court can, and quite often does, divide up the matrimonial assets, his, hers and theirs, in any way it sees fit. The resolution of financial disputes in a divorce case is also known as â€Å"ancillary relief†. Regardless of who owns the property, the court may have it transferred to the other and this applies to all property owned either by James or Susan as well as the jointly owned ones. (Watson-Lee 2006) Ownership and Tenancy are two different things. Susan had indicated her wish to continue living in the house along with the children. Susan is being reasonable in making this claim. Given the previous case histories of divorce cases, it could be

The Importance of Safety and Security in Private Business Research Paper

The Importance of Safety and Security in Private Business - Research Paper Example Security concerns associated to criminalities and terrorism must be dealt in coordination and collaboration with police authorities and with the local government where a company is operating (Krieger & Meierrieks, 2008). Open collaboration with the police enforcement will augment business internal security problem by being updated on domestic security threats and by installing security cameras within the establishment to monitor the movement of customers within the company (Krieger & Meierrieks, 2008). Hiring security personnel will also help manage, monitor and prevent the potential security risks that may come in. Part of the corporate contingency would be to equip its human resources of knowledge on how to respond in case of terrorism or in the case of criminal intrusion within the vicinity (Krieger & Meierrieks, 2008). They should also be educated on how to be resilient and to be able to provide first aid medication in cases when staff is wounded or become the subject of a sad cr itical condition. As most companies use information technology for business competitive leveraging and to interact with customers or potential business partners, it’s essential that the management must have deep knowledge of the asymmetrical threat posed by cyber-attacks and the inherent vulnerabilities of cyberspace (from security risk) (Petrescu & Popescu, 2011). The company must have high-security measures for its web-based database and its IT experts must at all times be kept updated of threats posed by unscrupulous hackers. Considering the seriousness of cyber threats, imperative security measures and solutions must be comprehensively optimized in the use of information technology and be embedded also in a broad and sophisticated cyber security culture (Petrescu et.al., 2011). Companies must have contingent measures too for coherent information security policies in cooperation or collaboration with skilled public and private cyber security agents as a corporate

Global Marketing Strategy (China Automotive Industry) Essay - 1

Global Marketing Strategy (China Automotive Industry) - Essay Example legal, socio-cultural, technological and environmental condition of China has allowed to efficiently evaluating the scopes and barriers of market entry for the organisation. The discussion has also evaluated the Hofstede’s cultural dimensions of the China population to detail their purchasing behaviour. This analysis has allowed the study to demonstrate the rationale behind choosing the China automobile market. The next section of the discussion has evaluated different international entry modes and their advantages and disadvantages. It has also provided details about the China market entry strategies of different leading organisation such as Volkswagen, General Motors and Toyota. This study has assisted to select joint venture as a suitable entry mode for the organisation in China market. The study has elaborated different external and internal factors that are influencing the international market entry procedure. Finally the report has detailed the market development strateg ies of the organisation in terms of different marketing mix tools. The report is based on designing the international market entry mode and market strategy development for a British automobile business, Ariel Motor Company. The report will assist the management of the organisation to analyze the international market entry and development strategies for China automobile market. The discussion will give details about the external market environment of China and competitive position of its automobile industry. The study will also illustrate the available market entry mode while discussing the suitable market entry strategy for the organisation in the China market. Finally, the report will detail about the elements of marketing mix to discuss the market development strategies of the organisation. Ariel Motor Company is the smallest automotive company situated in Somerset, England. Currently, the organisation possesses a total of 19 employees. Till date, the organisation has produced almost

Produce a fully functional Essay Example for Free

Produce a fully functional Essay The company sells to small corner shops in the east midlands. All the sales to shops are currently recorded on an order form that will be processed in the companys main office. They use calculators to find out the total cost. They have a total of four company reps that they use to deliver orders and take new orders if required. Each of the rep carries a number of documents including order forms and a catalogue including a price list. The current system used to take orders can no longer handle the increasing quantity of trade and a new system is required. The company decided to solve this problem by giving each rep a laptop computer. A package will be installed into the laptops to process the data. The company will require the following features in the package:   An automated order form to replace the current one. A database containing each item of stock.   A facility to update the sales sheet.   A summary sheet to raise the stock order from the warehouse so they can be delivered on the next round.   A total sales sheet so it is possible to view any commission earned by the rep. A home page that can be used to navigate to the other pages.   An option to print so there is hard evidence of the documents. CURRENT METHODS USED   All of the sales to the shops are manually recorded on an order form that is processed in the main office.   The reps use calculators to calculate the costs.   The reps carry catalogues containing all the products available along with price lists.   The order forms are separate sheets.   The reps visit the shops about once a week and they make new orders if necessary   The reps receive 2% commission for any order over   1000. WORKING SPECIFICATION Front Page This sheet will link up with the rest of the sheets in the spreadsheet so users can search it easily. Order form. This sheet will be used when customers want to order products from the company. Information to go into the order form will include:   Date of order   Time of order   Sales persons name   Customer name and Address   Customer contact numbers   Name of product   Description   Price   Stock number   Quantity   Total cost Print out form This sheet will be identical to the order form and will show what the customers have ordered. There will be a print option so the customers have a receipt for what they have bought. Stock and price list This sheet will show all the products available from the company along with a price list. Address Sheet. This will include contact details for all the customers. DATA CAPTURE METHODS There are many of methods used to input data into a cell. Some are listed below.   Manually keying in information.   Selecting data from drop down lists   Macro programming   Hot keys Below I have drawn a table to show how the information will be captured. Typing into cells Selecting data from a list Automatic Hot keys Customer name Rep name Date Print Address Stock description Time Saving work done Contact numbers Stock model no. Total cost Quantity Total quote cost Below is a table to show what processing needs to be done to achieve the required output. Stock Code Lookup information within a database. Display stock in a cell. Rep Name Process index number from the rep table. Display the data in a cell. Customer Information Lookup information within the database. Display stock in a cell. Time and Date Process the system date and time. Display time and date in the cell chosen. Commission Finds out a total if over i 1000, and works out 2% of it. Displays commission total in a cell chosen. For a spreadsheet database to be successful, it should be as error free as possible. Information should be easily entered. An excel spreadsheet can provide the following functions. Tips and Help, to make it easier to use. Formatting of cells.   Labels and titles.   Highlighting and background colours   Drop down lists Validation and verification DESIGN AND DEVELOPMENT By designing the spreadsheet first, it will be easy to put it together. I will provide ways of easily entering data into the spreadsheet. These will include   Data entry forms   Form like sheets I am going to enter some tips to help the user use the database. These will include.   Data entry messages   Validation messages Marcos will play a big roll in the design of the spreadsheet. I will use it to make the spreadsheet user-friendlier. It will be used to   Simplify data input.   Produce printed reports I will use more complex spreadsheet facilities to make it even easier to use.   Drop down lists- so data can be selected from a choice and not typed in every time.   Named cells- some of the cells will be named so it will be easy to use when carrying out formulae. Validation- this will restrict what data can be put into certain areas so it is easier for the users.   Lists and tables- these will be used to sort the data so it can be looked up. The Front Page I will place a variety of links and macro buttons on this page so that users can search the spreadsheet easily. The buttons will all be placed on the page. I will include a company to show the user that they are on the right program. I may colour code it to make it user friendly. The order form The order form will contain many formulas. I will use a combo box to create an area where the customer information goes. When the user selects their name in this box, the rest of the information will be shown. I will use V-lookup to do this. V-lookup will also be used to find products that the user wishes to order. When the stock code is typed in, information on that product will be shown. The column headings will be stock code, stock and model number, description, and price. I may colour code the different columns to make it more user friendly. In order to find the total cost for the products the customer wishes to buy, I must multiply the cost of the product by the quantity. Calculation Sheet This sheet is private and can only be viewed by the sales representatives. All calculations the reps need to make will be done on this page. For example they can mark up prices on this page. As this page is private I will insert a lock function with a password so customers cannot enter it. Commission form The function of this page is to calculate the amount of commission. The formula to calculate this will be: . This means that the rep will only get commission is a sale is over i 1000. ORDER FORM DEVELOPMENT This order form includes all the relevant information needed. I have neatly lined up the buttons next to the customer details box. However there are a few problems with it. It looks very bland. None of it is emboldened so important parts dont stand out. There is no title to show what the sheet is for. I will include these improvements in my next design. Certain important words have been emboldened. This makes it much easier to read and looks more professional. I have placed Order Form at the top so the user can see what the page is for. The buttons are in an odd position and should be rearranged to get a better balance. The form should include Online Direct Computers address in case the used needs it. Also an option should be added to show the sales person. Also it currently shows the price without VAT. Another calculation must be added to show the price with VAT added. It is still very dull so some colour needs to be added to make it more attractive and more user friendly. By adding colour and rearranging the buttons has improved the image and it now looks finished. The sales person name can now be added from a drop down list box. I will maintain this image throughout the program. TESTING I carried out a number of tests in order to check that the spreadsheet is running correctly and to check whether it matches up with the specification. There were four tests that I carried out: Continuous Testing   Testing Data   Invalid Data Testing   Specification test Continuous Testing- I will test all the formulas that I have put into the database including all the combo boxes and buttons. Testing Data- I am going to test data in the spreadsheet to see if it all works properly. I will test: Product information   Customer details   Sales representative names Invalid Data Testing-I will deliberately input some invalid data into some of the cells to see whether the error messages, that I created, appear. Specification test- I will compare my original specification to with my finished package. This will tell me whether the package will be able to do the job the user requires.E-Mail [emailprotected] com Invalid Data If I enter a stock code that isnt between 1000 and 1047 an error message will appear because there is no stock out side of this. If letters are typed in by accident an error message with appear. Specification Test Original Specification Comments Target Met Front Page This sheet will link up with the rest of the sheets in the spreadsheet so users can search it easily. I have created a front page that links up all of the pages in the database. Order form This sheet will be used when customers want to order products from the company. Information to go into the order form will include: Date of order   Time of order Sales persons name Customer name and Address   Customer contact numbers   Name of product   Description   Price   Stock number   Quantity   Total cost Date and time of order have been added into order form using the formula =NOW() The sales person names have been inserted into a drop down list that can be selected. There is space in a box at the top of the form for the customer name. This automatically there address and contact numbers. There is a box on the order form for stock codes to be typed in. This automatically brings up details including a total cost. Print out form. This sheet will be identical to the order form and will show what the customers have ordered. There will be a print option so the customers have a receipt for what they have bought. I have included an option on the order form to print so customers will have a receipt of what they have bought. Stock and price list This sheet will show all the products available from the company along with a price list I have produced a list of all the products available from online direct computers Address Sheet This will include contact details for all the customers I have produced a list of all the customers and there contact details. Examples of the sheets.

Chicano Art Essay Example for Free

Chicano Art Essay Chicano art started in Mexican American communities within sustain of the civil rights society, suitable a national art progress with global span which includes CARA exhibition, Los fours and the other exhibitions. The appearance, institutional carry out the ritual though innovation, mythic construct; political and civilizing engagement. During the 1960’s there was a lot going on the world, not only did Chicano had to stand up for them. They wanted to find ways to express Chicanos, in searching of ways one popular movement came which is the art. First of all, phantom sighting after the Chicano movement was developed in the early 2000’s this exhibit wanted to still reveal about the Chicano society. The meaning of their exhibit was broken down into three reasons. According to the book, number one- Chicano art produces to be seen, does not exist in the art world. Number two- self identified Chicanos who refuse the category. Number three- homonym’s for sighting sitting, citing â€Å"actions that turn the apparitional into something real†. I agree with those terms, however this exhibit was made and feels modernize. In which the book, states that it is a visual of everyday life; therefore we have to understand that each of the artists will view the world differently. Further than a century of discrimination adjacent to one of the biggest alternative residing in the United States with the purpose of continues now. Hispanics are targets of unfairness and are not proffer equivalent opportunities in jobs and learning. The prejudice dates back toward the finish of the Mexican War while thousands of Mexicans became American citizens overnight. .according to history, this happened, because of the Treaty of Guadalupe Hidalgo. That helped them to settle in America. Unfortunately they had a rough time in America, and later than in the three generation of individual born in America Chicanos resolute to uprising. Secondly, another exhibition called Chicano vision American painter on verge, this exhibit consist majority of paintings. â€Å"They were Chicano looked and at the world though Chicano eyes† , during a reading came across this appealing quote. Hence it correlates with the book of this title. The book has come up with so many flaws and positive aspects. One issue was struggled to gain acceptance in the gallery world, as stated in the book. Rather than waiting around, the artists would go and display their works anywhere that has people, example the book said â€Å"in public places wall† this has grab viewers attention because most people think of tagging or graffiti. However that is not the reason, artists have reason to put such a mural or scene on the wall. They wanted to tell a story, and expressing how they felt. Wondering what types of influences did artists have? Music, expressionism, impressionism, and photorealism were the reasons as mentioned in the book. Glugio†Gronk†Nicandro one influence was listening to the Beatles; Carlos Almarez has painting style similarity as an expressionism. John Valdez has an excellent photorealism painting, called Car show; that painting could easily be mistaken as a photo, if the artist did not explain what medium was used. In the late 1960’s and 1970’s formed social and political literacy, according to the book; therefore 1965 there was a popluar civil right activist, Cesar E Chavez. Who is known to fight with the famers to gain respect and equality; the iconographic figure is sun mad by Ester Hernandez. One great example is frank Romero, who creates the death of Ruben Salazar the painting is remembering on Ruben Salazar’s death, because he was known as a writer and activist during the 1960’s involve with the Chicano movement. In addition, the Chicano Movement not just do the unruly early life of the 20th century form a strong alteration here the connotations linked with Mexican-Americans nevertheless they as well did sculpture, paintings, perform to outward appearance a cultural personality exceptional and definitely their hold. For the most part viewing on Southern California during the 1940’s to the current, Chicano Art looked into older ancestry from Mexican painters like Rivera, Siqueiros, and Kahlo, and they follow certain styles and images. Third exhibition, â€Å"Chicano Art: Resistance and Affirmation, 1965-1985toured major museums around the United States† as the author states, and known too CARA. This is an intriguing response from New York Times. â€Å"But where the Whitney show remains largely an attempt by art-world insiders to simulate an outsider art, Chicano Art: Resistance and Affirmation is the real thing, coming straight from the heart and mind of an entire culture, and having both the vitality and the limitations that such breadth of intention and intensity of feeling bring. † Agreement within the statement is highly recommended, those artists have work hard and fought for their place to put an art show; and illustrate to the world who are the Chicanos and what is going on in life. Overall all three exhibitions are admirable, but they each have similarities and differences. The exhibits discusses about these topics; people, culture, history and political aspects. Phantom sighting is view- conceptual over representative; that was stated in a lecture in class. Chicano Visions was look as creating an identity according to the book. CARA points of reasoning, is taken though all different ways such as â€Å"cultural studies, feminist theory, anthropology and semiotics† in which the author states.

Concept of Servant Leadership Overview and Analysis

Concept of Servant Leadership Overview and Analysis A new moral principle is emerging which holds that the only authority deserving ones allegiance is that which is freely and knowingly granted by the led to the leader in response to, and in proportion to, the clearly evident servant stature of the leader. Those who choose to follow this principle will not casually accept the authority of existing institutions. Rather, they will freely respond only to Individuals who are chosen as leaders because they are proven and trusted servants. To the extent that this principle prevails in the future, the only truly viable institutions will be those that are predominantly servant-led. ~ Robert K. Greenleaf Introduction In the current environment, confidence has been shaken in business leadership (i.e Enron,Worldcom Anglo), such that interest has been increasing in the development of leaders who set aside self-interest for the betterment of their followers and organisations (Goleman et al, 2005). Bennis (2002, p. 105) stresses that leaders must generate trust while others (Fayol, 1949; Ciulla, 1998) emphasise that leaders must practice management that does not violate moral principles. There are many concepts of leadership in the literature such as transformational, transactional, leader-member exchange (LMX), psychodynamic and servant leadership. These are just concepts and it is important to quickly discuss the differences and similarities of some of the more popular concepts from the point of view of servant leadership. Paterson Russell (2004) juxtaposed transformational and servant leadership and found that while there are many similarities between the two, it is the moral grounding of servant leadership which makes it distinctive. Conger (1990) argued that there can be a dark side to leadership. For example, leaders who are driven to accomplish their visions may ignore problems and misrepresent the realism of their visions. Clements and Washbush (1999) specifically assailed transformational leadership models for having overlooked potentially negative issues in leader-follower dynamics. Similarly, Kets de Vries (1993) cited personality problems that can lead to poor leader-follower relationships. For example, some leaders have narcissistic tendencies they thrive on power and enjoy manipulation. Some followers have dependent dispositions and form strong connections to leaders who satisfy their dependency needs (Kets de Vries, 1989). Such imperfect human tendencies can lead to problems among charismatic leaders and their followers. History is replete with examples of political, religious, business, and other charismatic leaders who have manipulated their followers. Charisma may have allowed them to ascend to leadership positions, but they ultimately used their charisma in oppressive ways. Of course, such leaders whose standards are poor really function outside the genre of the ideal transformational leadership paradigm. Since servant leaders do not rely on charisma, the risk of manipulation in this form of leadership comes from a different source. Servant leaders rely upon service, and in so doing, they endear the followers to the leaders in reciprocal relationships. Cialdini (2001) identified reciprocation as a primary means by which to influence people. According to the principle of reciprocation, when you do something for another person they are psychologically obliged to return the favour. Optimally, servant leaders have motives that have the best interest of others in mind. Therefore, they should develop a positive form of reciprocation whereby they encourage followers to respond not by serving the leader but by serving others. Of course, this law of reciprocity can potentially be used negatively. Persons, who seek to be servant leaders, but have poor motives, can take advantage of others by inducing them to return acts of service. Such self-centred service can rapidly degenerate into a form of manipulation that can be more subtly coercive than overt exploitive behaviour. However, those who use service for manipulative purposes abdicate the real responsibility of genuine servant leadership. Clearly, both transformational leadership and servant leadership, like other leadership models, have potentially negative aspects. Yet the benefits of the two concepts far outweigh their negative side (Patterson Russell, 2004). Servant leaders, however, derive influence from service itself. They develop relationships where followers are encouraged to follow their lead of service. Paterson et al, (2003) notes that servant-power is a category of influence outside the traditional kinds of power. Real servant hood is a leadership style that relies upon the influence of self-giving without self-glory. Some empirical evidence supports the distinctiveness of servant leadership from related leadership theories. For example, Ehrhart (2004) reported that servant leadership significantly predicted an additional 5% of the variance in employee commitment, 7% of the variance in satisfaction with supervisor, 4% of the variance in perceived supervisor support, and 8% of the variance in procedural justice above and beyond that of both leader-member exchange and transformational leadership. Similarly, Liden et al. (2008) reported that servant leadership behaviour explained variance in citizenship behaviour and in-role performance beyond that predicted by leader-member exchange and transformational leadership Liden et al (2008) evaluated the leadership style servant leadership which is based on the premise that to bring out the best in their followers, leaders rely on one-on-one communication to understand the abilities, needs, desires, goals, and potential of those individuals. With knowledge of each followers unique characteristics and interests, leaders then assist followers in achieving their potential. Servant leadership differs from traditional approaches to leadership in that it stresses personal integrity and focuses on forming strong long-term relationships with employees. It also is unique in that it extends outside the organization-servant leaders serve multiple stakeholders, including their communities and society as a whole (Graham, 1991) Neubert et al (2008) looked at the effects of servant leadership as a variable in the amount of regulatory focus the employee has. Their results supported the theory that servant leadership significantly induces promotion-orientated regulatory focus. Regulatory focus theory (RFT) stems from the notion that people are motivated to minimize discrepancies between actual and desired end states (i.e., seek pleasure) and maximize the discrepancy between actual and undesired end states (i.e., avoid pain) (Meyer, Becker, Vandeberghe, 2004, p. 996). The orientation toward seeking pleasure is considered a promotion focus, whereas the orientation toward avoiding pain is considered a prevention focus (Higgins, 1997). Compared with prevention-focused individuals, promotion-focused individuals are more likely to focus attention on (a) nurturance needs rather than security needs (Higgins et al., 1994), (b) hopes and aspirations rather than rules and responsibilities (Higgins et al., 1994), and (c) gains rather than losses (Shah, Higgins, Friedman, 1998). Paterson, Parolinni Winston (2003) have developed a working theory of servant leadership that creates a platform for more specific research by defining the values on which servant leadership is based values she calls the component constructs of leadership. In Pattersons view, popular leadership theories such as transformational leadership have not adequately explained the values for example, altruism that are sometimes demonstrated by leaders. According to Patterson and Russell (2004), Transformational leadership shows leaders focused on the organization, and is insufficient to explain behaviour that is altruistic in nature, or follower-focused; thus servant leadership theory, which is follower focused, explains such behaviour(p. 353). These virtues or morals are qualitative characteristics that are part of ones character, something that is internal, almost spiritual (Whetstone, 2001). Robert K. Greenleaf (1904-1990) is credited with initiating the servant leadership concept among modern organizational theorists. In Greenleafs (1977) opinion, leadership must primarily meet the needs of others. The focus of servant leadership is on others rather than upon self and on understanding of the role of the leader as a servant (Greenleaf, 1977). Self-interest should not motivate servant leadership; rather, it should ascend to a higher plane of motivation (Greenleaf, 1977). The servant leaders primary objective is to serve and meet the needs of others, which optimally should be the prime motivation for leadership (Russell and Stone, 2002). Servant leaders provide vision, gain credibility and trust from followers, and influence others (Farling et al., 1999). James Dittmar (2006) interviewed Larry Spears, the president CEO for the Greenleaf centre for servant leadership and concluded that Robert Greenleafs writings incorporated ten major attributes of servant leadership. These included: Listening; Empathy; Healing; Awareness; Persuasion; Conceptualization; Foresight; Stewardship; Commitment to the growth of people; and Building community. As you will see in the next section, certain dimensions of servant leadership can be observed in the workplace and has some have some academic grounding. Walumbwa et al (2010) conducted a detailed investigation of servant leadership, procedural justice climate, service climate and organisational citizenship behaviour (OCB). Their research looked at the extent to which servant leaders recognise their moral responsibility to the success of the organisation as well as the success of their subordinates, the organisations customers and other stakeholders. Their hypothesis that Servant leadership positively relates to organizational citizenship behaviour was supported as servant leadership significantly predicted OCB While servant leadership is an increasingly popular concept, throughout much of its history the concept has been systematically undefined and lacking in empirical support (Farling et al., 1999). In an attempt to give cohesion to the development of a theory, Russell and Stone (2002) established a practical model for servant leadership. They also identified functional and accompanying attributes of servant leadership Servant leadership dimensions According to Russell and Stone (2002) the servant leadership literature offers an inconsistent set of dimensions that define this construct and as a consequence, their exhaustive research was designed to define and validate the dimensions that constitute servant leadership as a construct. Based on their interpretation of servant leadership as well as existing taxonomies of servant they identified nine dimensions: Emotional healing-the act of showing sensitivity to others personal concerns Creating value for the community-a conscious, genuine concern for helping the community Conceptual skills-possessing the knowledge of the organization and tasks at hand so as to be in a position to effectively support and assist others, especially immediate followers Empowering-encouraging and facilitating others, especially immediate followers, in identifying and solving problems, as well as determining when and how to complete work tasks Helping subordinates grow and succeed-demonstrating genuine concern for others career growth and development by providing support and mentoring Putting subordinates first-using actions and words to make it clear to others (especially immediate followers) that satisfying their work needs is a priority Behaving ethically-interacting openly, fairly, and honestly with others Relationships-the act of making a genuine effort to know, understand, and support others in the organization, with an emphasis on building long-term relationships with immediate followers Servant hood-a way of being marked by ones self-categorization and desire to be characterized by others as someone who serves others first, even when self-sacrifice is required Their scale delivered a Cronbachs alpha = .8. Constructs of servant leadership According to Russell and Stone (2002) the following construct of servant leadership by Patterson (2003), were central to their servant leader dimension creation: Agapao love; a love derived from the virtues of their religious beliefs Acts with humility; Is altruistic; Is visionary for the followers; Is trusting; Is serving; and Empowers followers. Leadership in the African context Issah Huseini is Ghanaian in birth and has been living in Ireland for the last 12 years. A devote Muslim, his moral beliefs have been leveraged through his religious teachings. These unique characteristics will be discussed later however it is important to discuss leadership in the African and cultural context. To date, servant leadership has been discussed and described almost entirely in the American context (Farling et al., 1999). Unfortunately, there have been few efforts to examine the extent to which followers in the USA actually report having experienced servant leadership while working in a leader-follower relationship. Hale Fields (2007) explored the concept of servant leadership in a Ghanaian context and found that while there are many aspects of servant leadership that are similar to leader attributes that may be endorsed across cultures such as motive arousing, confidence building, team building and foresight, some differences among cultures may limit the extent to which the servant leadership approach is viewed as effective. For example, servant leadership often focuses on follower development with the intention of increasing follower capacity to exercise creative approaches and take on greater responsibilities at work. However, these efforts may be viewed as effective primarily in settings where the ability and willingness of followers to exercise initiative and direct their own activities is viewed as desirable (Fields et al., 2006; Hofstede, 2001). In more individualistic and lower power distance cultures such as the USA, leaders who help equip followers to take initiative and undertake cre ative solutions on their own tend to be viewed very positively (Hale Fields 2007). However, in higher power distance cultures, leaders whose followers take initiative on their own without waiting for explicit direction may be seen as weak leaders (Hofstede, 2001). In cultures which are more collective, followers may be not feel comfortable with leaders who emphasize follower individual initiative and creativity because these are viewed as being best accomplished through group discussion and decisions. Given the rich diversity of Sub-Saharan Africa, one must approach any generalization of cultural expressions with caution. However, some African scholars maintain that there are identifiable Sub-Saharan African cultural characteristics (Lassiter, 2000). Through his survey of numerous African thinkers, Lassiter (2000) organized these cultural characteristics into five broad categories: psychological characteristics society and the individual family and community worldview Response to foreign influences. Traditional Sub-Saharan African leadership centres on the concept of kingship. Masango (2003) points out that the hierarchy in African society is well defined, with the king at the top of the structure. However, kingship in pre-colonial times was not the autocratic dictatorship that appeared in the colonial and post colonial periods (Masango, 2003; Williams, 2003). Rather, in earlier periods, followers expected the king to function as a servant to the clan, tribe or community (Williams, 2003). In essence, the kingdom was more important than the king. Historical examples document the removal of kings who became a detriment to the kingdom (Williams, 2003). The king used influence to build consensus (Masango, 2003). Finally, the king was the religious leader and guardian of the kingdoms religious heritage (Williams, 2003). Leadership Trust in the not-for profit sector While the notion of trust is not exclusively attached to servant leadership and may be considered a key element in all leadership models, servant leadership has been particularly considered as strongly associated with trust (De Pree, 1997; Joseph and Winston, 2005; Russell, 2001), that is through servant leader exhibit and translate their personal integrity into organizational fidelity (De Pree, 1997, p. 127). Greenleaf (1977) maintained that trust is a building block for servant leaders, who in turn foster environments of trust. In their study of leaders in for-profit and not-for profit organizations in America and West Indies, Joseph and Winston (2005) reported positive correlation between employees perceived level of organizational servant leadership and leader trust, and between their perceived level of servant leadership and organizational trust. Relationships built on trust and services are the basis for the influence of servant leadership (Joseph and Winston, 2005). Greenleaf (1977) advanced that trust was central to servant leadership since leadership legitimacy begins with trust. He noted that the only sound basis for trust is for people to have the solid experience of being served by their institutions (p. 83). He asserted further that in servant leadership, leadership is bestowed upon persons who are trusted because of their stature as servants (p. 24). Servant leaders are trusted because they empathize with and fully accept followers (p. 35), because of their dependability, which results from their exceptional intuitive insight (p. 56), and because they lead by example (p. 342). Trust and respect are highest in circumstances where a community is created through service in which the liability of each for the other and all for one is unlimited (p. 52). Greenleaf (1977) posited that institutional trust is created when the ir trustees (leaders) reach distinction as servants who understand the institution and care for all the persons touched by it (p. 100). Greenleaf (1977) stated that leaders hold the responsibility for the level and type of institutional performance that would merit trust (p. 127-8). Therefore, from Greenleafs perspective, servant leadership is both a product and an antecedent of leader and organizational trust. This may be due to the fact that servant leadership increases perceptions of leader trustworthiness, which has a reciprocal relationship to leader trust. Interview Issah Huseini is CEO and one of the founding members of the grassroots charity the new communities partnership (NCP); an independent national network of 116 ethnic minority led groups comprising of 75 nationalities with offices in Dublin, Cork and Limerick. The mission of NCP is to be an effective network, representing and empowering ethnic minority-led groups, at all levels, in order to influence positive change in policies that impact on their lives. The flat structure of NCP is comprised in a flat manner which links in with ethnic led minority organizations (ELMO) communities such as the Afghan and Cameroon communities to provide support and training. There are now over 120 ELMO communities under the auspicious of the NCP (appendix B) which is supported by Russell Stones (2002) argument that building relationships is an important characteristic of servant leadership. One of NCPs mission statements is empowerment where We believe in our capacity to define our own needs, articulate our hopes and fears and represent ourselves locally, regionally and nationally (retrieved from http://www.newcommunities.ie/about/mission.html on January 5, 2011). I began by asking Mr. Huseini why he decided part company with Cairde and set up his own company the NCP. Mr. Huseini described that the reason was twofold. Firstly the degree of freedom and range of services were limited and they felt that they were not providing enough services to their ELMOs. This idea is supported by supported by Russell Stones (2002) assumption that creating value for the community by having a conscious, genuine concern for helping the community is a significant dimension of servant leadership. Secondly he illustrated the underlying worries that their clients held because as he put it: some of the people we work with are some of the most disadvantaged in society. Some of them are illegal and shouldnt even be here. We found that these people didnt trust us as they believed we were agents of the government. Certain constructs of servant leadership would support this statement as Patterson (2003) describes acting with humility, is trusting and is altruistic, whil e meeting the needs of others (Greenleaf, 1977). As a follow up question I asked what kind of services he expected to deliver and what he actually was giving to his clients. He began by explaining the power politics involved in working with such an institution (Cairde) was very frustrating. There were certain governmental regulations that narrowed the scope to which Cairde could deliver services. For example, they were very limited in how much involvement we could have in regards to immigration, visas, green cards etc and felt that they were not satisfying the needs of ELMOs. Again this fits in with various researchers positions that a core responsibility of servant leaders is to act and behave ethically (Russell Stone, 2002; Greenleaf 1977; Dittmar, 2006; Fayol, 1949). Continuing on from this Mr. Huseini explained the following services the NCP provides: capacity building in terms of forums, workshop, seminars and community cafes, training support for ELMOs both in terms of leadership training and media and training, secondary lobbying governments on issues of concern, conducting scholarly and legal research on topics of educations and law reform, advocacy services and many more day to day services that cannot be categorized. Paterson et als (2003) statement that: that servant-power is a category of influence outside the traditional kinds of power. Real servant hood is a leadership style that relies upon the influence of Self-giving without self-glory. (p. 280) would support this kind of multi-faceted support system. Moving away from the external stakeholders, questioning then focused on the internal dynamics of the organisation. In particular (after clarifying the meaning of regulatory focus) i asked him if he saw his employees tendencies to seek promotion was as a result of his leadership style or whether there was a degree of commitment in general to the organisation. Mr. Huseini contemplated this and explained that many of the employees were hired through employment schemes which were generally unpaid such as FAS and the Dublin city council. While at the same time he indicated that the office is so small that there was no opportunity for advancement although he did highlight that he thought he employees were generally committed to the cause. Therefore Neubert et als (2008) assertion employees promotion-orientated regulatory focus is because of the servant leadership nature of the organisation is not supported however the marginal declaration that his employees are committed to the company is supported by Ehrharts (2004) findings. Finally I wanted to establish if there was a spiritual or religiously underpinning to his leadership style. Mr Huseini concurred as he described how he started out as a taxi driver in Dublin and although he witnessed many activities he disapproved of he still maintained a level of honesty and integrity (Patterson Russell, 2004). He went on to describe how Islam has kept my head on my shoulders insisting that the laws of Muhammad have guided me through some difficult times. This statement is supported by Whetonsone (2001) as he describes these characteristics that are part of ones character, as something that is internal, almost spiritual. While Patterson concurs that Agapao love a love derived from the virtues of their religious beliefs are a construct of servant leadership.

Baldwins view of Nation of Islam in Down on the Cross Essay -- James

Superficial Power The Nation of Islam emerged as a very powerful organization during the 1960s. One of the Nation?s key goals was to create an independent Black America. It further preached about the White man as the devil, thus instilling faith within its followers that White society will be decimated, and Black society will prevail. Through these powerful messages, the Nation of Islam gave African-Americans a claim to divinity and created the notion of Black supremacy. However, in attempting to cement these ideas, the Nation of Islam?s message became extreme to the point of absurdity. While James Baldwin expounds on this irrationality in ?Down at the Cross?, he also understands and agrees with the underlying motivation behind the Nation?s absurd claims. According to the FBI files on the Nation of Islam, one of its principles was to ?separate the black man from the devil through the establishment of a black nation? (FBI). Many publications propounded on this philosophy. For example, Elijah Muhammad, the leader of the Nation of Islam, wrote in Message to the Blackman in America, ?it is far more important to teach separation of the Blacks and Whites in America than prayer? (Book Summary). According to Elijah Muhammad, integration and intermarriage between Blacks and Whites are an attempt by Whites to confuse Blacks, keep them enslaved, and prevent them from learning Nation of Islam's teachings. Furthermore, Blacks who assimilate into mainstream culture were regarded by the Nation of Islam as ?disgraceful Uncle Toms? (FBI) who simply seek to please their ?slave-masters? children? (FBI). Granted, these statements are coming from FBI files which clearly did not support the NOI movement, but the message that the Nat... ...s to nothing less than the perpetual achievement of the impossible? (346). Thus creating a new foundation for Black society, upon which hatred for other races will be justified, does nothing but stunt its ability to achieve its rightful spot in western society. Works Cited Baldwin, James. ?Notes of a Native Son.? 1955. James Baldwin: Collected Essays. Ed. Toni Morrison. New York: Library of America, 1998. 63-84. Book Summary ? Message to the Black Man in America. 8 March 2004. http://home.att.net/~phosphor/week1a/message.html Clark, Micheal. "Rise in Racial Extremism Worries Harlem Leaders." New York Times 25 Jan. 1960: 1+. Federal Bureau of Investigation. Elijah Muhammad. Federal Bureau of Investigation. 8 March 2004. http://foia.fbi.gov/muhammad.htm Fineman, Howard and Vern E. Smith. ?An Angry ?Charmer??. Newsweek. 30 Oct 1995: 35.

Schools Should Provide Teenage Parents with Daycare Essays -- Teen Pre

As times continually change, it is inevitable that statistics will change as well. For each student that fails to graduate from high school, another statistic comes about. An American epidemic that forever seems to be looming on the horizon is the issue of teenage parenting and pregnancies. According to an article pertaining to teen pregnancies compiled from teenhelp.com, the United States has been deemed the leading nation for teenage pregnancies in the Western industrialized world. Due to this statistic, it is important to evaluate what can be done to set up teenage parents for success, as well as what can be done for children born in to young families. In an article on teenage parenting compiled by Linda Mangel, it is said that nearly seventy percent of teenage mothers do not complete their secondary education, and because of this, it becomes evident that a solution is crucial. Secondary schools would benefit from considering the implementation of daycare systems in order to increase the graduation rate for teen parents. The debate as to whether or not daycares are appropriate for high schools poses an important question: does the placing of daycare centers in secondary schools condone teenage pregnancies? In an online journal obtained from MSNBC, it is argued that high school daycare centers do not effectively convey the ins and outs of teenage parenthood, and therefore appear to condone the concept of teenage pregnancies. The reality of this counterargument, though, is that the daycare centers exist solely to provide an ideal environment for the parent and child. As long as these daycare centers are not advertised and put out in plain sight for all to see, it does not appear tha... ... Chen, Grace. "Should Public Schools Provide Teenage Parents with Daycare? - Public School Review." Profiles of USA Public Schools - Public School Review. 24 Mar. 2009. Web. 12 Feb. 2012. Mangel, Linda. "Teen Pregnancy, Discrimination, and the Dropout Rate." American Civil Liberties Union of Washington. 25 Oct. 2010. Web. 12 Feb. 2012. "School's Pregnancy Spike Stirs Day Care Debate - Health - Children's Health - Msnbc.com." Msnbc.com - Breaking News, Science and Tech News, World News, US News, Local News- Msnbc.com. 2 July 2008. Web. 29 Jan. 2012. "Teen Pregnancy Statistics - Teen Pregnancy." Teen Help - Advice for Parents and Teens. 2012. Web. 12 Feb. 2012. Zuckerbrod, Nancy. "Schools Offering Day Care Centers - USATODAY.com." News, Travel, Weather, Entertainment, Sports, Technology, U.S. & World - USATODAY.com. 25 Aug. 2007. Web. 29 Jan. 2012.

A précis concerning Burleigh Wilkins, Can Terrorism Be Justified :: Terror Attack Septermber 11 Essays

A prà ©cis concerning Burleigh Wilkins, â€Å"Can Terrorism Be Justified† I. On September 11, 2001, I along with the rest of the nation, witnessed historical terror and devastation as the Twin Towers, a long-standing symbol of American prosperity, crumbled to the ground after two hijacked airplanes flew through them early that morning. Almost simultaneously in Washington D.C., a third airliner flew into the Pentagon, and shortly after, a fourth hijacked plane crashed in Somerset Country, PA. Few survivors emerged from the rubble; in the end, thousands were dead, and, without explanation or apology, millions of lives had been changed forever – all in a matter of minutes - a painful contrast to the far reaching affects that this sudden, single act had perpetuated. Over a month later we are only beginning to recover, further affirming the notion that will someday read like a line in a history book, that this was, is, and always will be one of the most horrible terrorist atrocities to ever plague our country. Terrorism has long been a global issue; for centuries it has gone on around the world. People with imperialist hopes for world domination often use acts of terrorism to scare smaller countries into support and subordination of the greater entity. Also, terrorism is often used to personify the hatred of one country for another. Burleigh Wilkins, who authored the piece, "Can Terrorism Be Justified?," raises the issue of whether acts of terrorism are ever morally justifiable, and utilizes situations where "a large number of people share guilt for a tragic situation," in what is known as collective guilt. According to Wilkins, terrorism is any act of violence against a group a people, whether they are the attackers or the victims of the attack. The answer to the title of the piece lies not in the definition of terrorism, but in the delineation of whether or not a terrorist act is justifiable. Wilkins uses this maxim: It is generally agreed that it is justifiable to do violence to another person in self-defense; some wars can be accommodated under the category of self-defense where this is construed in terms of a community of persons defending themselves against aggressors." Wilkins says that if we condemn unjust wars or unjust acts in wartime, then we also condemn terrorism where violence (or the imminent threat of

Enviromental Protection Act

Environmental Protection Act 1986 Submitted by:Prachi Soni Rashmi Singh Partho Pritam Sarkar Environmental laws ?Protect and improve the environment and to safeguard the forests and wildlife of the country. Department of Environment was established in India in 1980. later became the Ministry of Environment and Forests in ? ? The ? ?This Environmental Protection Act 1986 ?The constitutional provisions are backed by a number of laws – acts, rules, and notifications. EPA (Environment Protection Act), 1986 came into force soon after the Bhopal Gas Tragedy. large number of laws came into existence as the problems began arising, for example, Handling and Management of Hazardous ? ? The ? ? Thereafter List of the environmental legislations ?General ? Forest ? Water ? Air ? and wildlife General ?1986 Act ? 1986 –The Environment (Protection) Rules ? 1989 – The objective of Hazardous Waste (Management and Handling) Rules ? 1989 – The Manufacture, Storage, and Import of Hazardous Rules ? 1989 – The Manufacture, Use, Import, Export, and Storage of hazardous Micro-organisms/ Genetically The Environment (Protection) General ?1991 – The Public Liability Insurance Act and Rules and Amendment, 1992 ? 1995 – The National Environmental Tribunal Act ? 1997 – The National Environment Appellate Authority Act ? 1998 – The Biomedical waste (Management and Handling) Rules ? 1999 – The Environment (Siting for Industrial Projects) Rules, 1999 General ?2000 – The Municipal Solid Wastes (Management and Handling) Rules, 2000 ? 2000 – The Ozone Depleting Substances (Regulation and Control) ? 001 – The Batteries (Management and Handling) Rules, 2001 ? 2002 – The Noise Pollution (Regulation and Control) (Amendment) ? 2002 – The Biological Diversity Forest and wildlife ? ? 1927 ? ?1972 ? ?1980 –The Indian Forest Act and Amendment, 1984 – The Wildlife Protection Act, Rules 1973 and Amendment 1991 – The Forest (Conservation) Act and Rules, 1981 Water ?1882 ? ?1897 ? ?1956 ? ?1970 – The Easement Act – The Indian Fisheries Act – The River Boards Act – The Merchant Shipping Act ? Water ?1974 The Water (Prevention and Control of Pollution) Act ? 1977 – The Water (Prevention and Control of Pollution) Cess Act ? 1978 – The Water (Prevention and Control of Pollution) Cess Rules ? 1991 – The Coastal Regulation Zone Notification ? Air ?1948 – The Factories Act and Amendment in 1987 ? 1981 – The Air (Prevention and Control of Pollution) Act ? 1982 – The Air (Prevention and Control of Pollution) Rules ? 1982 – The Atomic Energy Act ? 1987 – The Air (Prevention and Control of Pollution) Amendment Act ? 1988 – The Motor Vehicles Act Thank You

Industrial Relations

The tolerance of the Tells workers suddenly gave way. The storm broke and wealth months the workforce, the management and the entire city of Pun were engulfed by this storm. Some attributed the cause to workers' leaders like Raja Nair, others to Tells officials like Unranked. The genesis of the phenomena however lay in the history of industrial relations in Tells over nearly fifteen years. Pun was one of the first industrial centre to be established pursuant to the policy of geographic relocation of industries away from established industrial centre in the aryl sixties.During the sixties a number of large engineering companies set up new Industries In the Pun region. Being predominantly engineering industries, the region attracted a large number of skilled workers from all over Maharajah's. This workforce was young, skilled, educated (being from technical training Institutes such as TIT and private Institutes); and there was a broad cultural homogeneity since most of them were Amaran th-speaking. Pun city, though not an industrial city to the sixties, has well established traditions of trade unionism amongst the municipal workers, the searchers and staff of other governmental bodies.Above all traditionally the workers in the engineering industry are known to be more militant and better organized. Basically this has to do with the nature of the work in the engineering industry, where man is invariably the master of the machine. Engineering Jobs require knowledge, perception, judgment, use of discretion and higher intellectual abilities, all of which results in a self-confident and assertive workforce. Added to all this Is the fact that the new workers coming to Pun had to find residential quarters on the outskirts of Pun. The suburban districts of Pun grew Into working class areas.Both better paid any badly paid workers' settlements grew within the same locates, leading to extensive social integration of the workforce. All this gave rise to strong traditions of u nity, solidarity and class sentiments in the most classical sense of the term. While the other industrial centre were plagued by trade union rivalries, political dissensions, and conflicts founded on caste, region and language Pun developed a tradition of class solidarity. In 1980, when the police fired on the rockers of Baja Auto, almost immediately the other factories closed in support, and a joint action committee was formed.Thereafter on most major events, ‘ad hoe trade union Joint action committees have cropped up. With the numerical strength of workers In Pun Increasing – today the city has 1. 75 to 2 lack industrial workers and, together with their families, they constitute 45-50 per cent of Pun's population – these traditions were reinforced In strength and Impact. The companies that came up in Pun region too developed a broad unified approach the first place they too like the workers were concentrated in one area. Besides, very few companies were in mutu al competition with one another.Many of them were keen to avoid the problems they had to confront in the older industrial centre like Bombay. One of the first things that almost every major company in the Pun region did right from the beginning was to ensure that no outsider, I. E. Professional trade unionist, established himself in Pun. These companies were established at a time when the fact of trade unionism as an inevitable aspect of industrial life had come to be accepted. In the Pun region formation of trade unions per SE never led to any ajar strife. The companies on the contrary encouraged their nascent workforce to form internal company unions.Barring a few exceptions the major pattern of trade union organization in the region is of internal unions with the workers themselves acting as office-bearers. In the mid-eighties Data Samoan from Bombay attempted a break-through but did not succeed. In a few companies unions affiliated to the Ship Seen and BGP tried to establish the ir unions but could not make any major headway. Against this backdrop, Tells is an Omni-present giant in the Pun region. Spread dead over a vast area, it employs, 8,500 blue collar workers, around 1,000 to 1,100 white collar workers, 2,000 supervisory staff and 2,500 engineers and officers.The average age off Tells worker is 32 years. Besides this a large number of ancillaries around Pun depend basically on Tells for their survival. It has been impossible to estimate the extent of mistranslation. Estimates vary from 400 units to 4,000 units. Besides, there is the consumption of goods and services by the company. To take one or two examples – the two industrial canteens at Tells employ 450 employees. The conservancy staff number around 450. Tells runs 110 buses on 265 routes. And all this growth has taken place over a span of 25 years.In keeping with the general pattern of industrial relations in the region, the company encouraged the formation of an internal trade union in th eir company. The new workforce formed the Tells Kamala Santayana (TTS), the very union with whom the company is refusing to negotiate today. The TTS was formed in February 1968 and was immediately recognized by the company. The constitution of the union provided amongst other things that the union will not have any outsider I. E. , a non-employee, as office-bearers. The elections were to be held once in every three years.It may be pointed out here that wage agreements are normally revised once in three years. It provided that workers would elect a council of 42 members and these 42 would then elect the office-bearers from amongst themselves. During this time the production in the company was growing rapidly. Normally in the older engineering industries Job classifications are precise. The content of each Job is described and evaluated, grades evolved, and quite often a worker could lawfully decline to do Job which were beyond the description or grade of his Job.Right from the beginn ing the company sought to avoid rigid classification of Job and to reserve for itself the absolute right to set up time standards, club Jobs, change production methods and systems and flexibility in the matter of deployment of workforce. This guarding its rights. Throughout, the growth in productivity was as a result of increased capacity utilization on the one hand and increase in the productivity of the workers on the other. The increase in productivity was mainly due to intensification of the workers' work output. Thus in 1980 the company produced 14,000 vehicles.This increased to 0,000 vehicles in 1988 (though the targeted production was 33,000). In 1981, 40 chassis were produced in a day, today it is 125 chassis. Throughout, the workforce remained constant. There was no major technological upgrading. The only areas where some technical modifications were made were in fatigue-related areas, I. E. Where fatigue of the workers reached a point where he became counter-productive. In order to facilitate this the company introduced a number of schemes designed to make optimum use of the workforce. In 1976, the TTS and the company Jointly finalized a skill benefit scheme.Under this scheme a worker could upgrade his skill and give required trade tests after which he would be entitled to two increments. Thereafter a versatility benefit scheme was introduced, whereby a workman who had learnt a new trade besides his own could after passing the requisite tests get three increments. All this made it possible for the company to utilize its workforce with complete flexibility after all, the company believed a worker during his work hours was at the company's disposal to get as much production from him as was possible..The internal leadership of the TTS could not perceive the impact of the company's policies. In 1976 it consented to the skill benefit scheme. The feeling spread amongst the workers that the union leadership was not standing up for their rights, while the ma nagement was asserting its rights. In the 1977 TTS elections the workers elected a new leadership which was perceived to be more militant. Under this leadership the workers conducted their first strike which went on for 22 days. This strike was against what is popularly described as ganging of machines and double designations.Ganging of machine meant that a worker who was until then required to load Jobs on one machine and attend to it was now required to load one bob on one machine and immediately attend to another machine or several machines depending on the nature of the Job before returning to the first one. Double designations meant one worker was called upon to do two Jobs. While the former method clubbed machines the latter clubbed Jobs. The state government intervened and referred the dispute for adjudication after which the strike was declared illegal. A number of activists were dismissed and other neutralized, and yet others won over.The workers attributed the failure of t he strike and the crushing of the TTS leadership to the absence of strong outside leadership and support. They then turned to the Sara Ashrams Shantung, a trade union affiliated to the Ala Ionians Party. The membership of the Sara Ashrams Shantung was not widespread over all shops and departments, and was concentrated in a few plants and departments. In 1980 the workers of the foundry section began agitation. Once again this was against work norms and methods. The company declared a lock-out of the foundry which other department workers in support of the foundry workers.The foundry workers' agitation fizzled out. The workers were compelled to give an undertaking of good conduct and report back to work. Some more activists were dismissed after this agitation. In order to defeat the Sara Ashrams Shantung, the company had to rely on the TTS leadership amongst other things. The TTS leadership, in the absence of over-whelming support of workers had to align with the management to defeat the Sara Ashrams Shantung. In the process the TTS leadership acquired privileges and concessions from the company that alienated them more and more from the workers.If workers were intimidated or strong-arm methods were used within the company premises the management looked the other way. Workers say the company actually circuited toughs to deal with the situation. Officers of the company deny this at times and at other times have Justified it saying strong-arm methods must be countered by strong-arm methods ‘sometimes'. The company also began to focus on what it describes as its welfare activities. Since 1981 there has been a sharp increase in industrial co-operatives of employees formed with the active support of the company.Between 1981 and 1987 the company has helped establish nine industrial cooperatives, for various purposes like recycling of scrap wood, conservancy, manufacturing safety shoes, printing, computer revise, felting, foundry-casting, battery cable assembly, welding, etc. Previously such societies were limited to helping widows of deceased employees, canteens and the like. Now it spilled over the industrial production. These co-operatives were intended to provide employment to the dependents and family members of the employees. The TTS leadership was the main agent for the implementation of these schemes.They therefore acquired enormous clout over the workers. Though out of a total workforce of 9,600, only 252 employees were members of the nine cooperatives formed between 1981 and 1987, and these cooperatives employed 698 rocker, the worker could always hope that by being on the right side of the TTS leadership, he could better the position of himself and his family. Besides it put enormous resources at the disposal of the TTS leadership. For the year 1987-88 alone the total turnover of these nine co-operatives was over RSI. 107 lack.The leadership of the TTS increasingly lost their identity as spokesmen of the workers. This got reflect ed in their style of functioning as union office-bearers. Issues were no longer represented on the basis of any clearest principles or rights, but on ad hoc basis. They were no longer resolved on the basis of the workers' strength but the clout of their office. Sometimes issues relating to production and shop floor problems were resolved satisfactorily, but most often they were not. It was an alienated leadership providing patchwork solutions.While these trends were developing within the TTS leadership, amongst the workers other developments were taking place. After the failure of the foundry workers' agitation, the workers began to look once again towards the internal union – the TTS. Leaders, Raja Nair and a few others who they perceived as being better. In the ginning of 1982, Raja Nair was elected general secretary of the TTS. Along with other members of the negotiating team, he too signed the 1981 settlement on wage revision. This settlement evoked widespread anger and r esentment among the workers.When compared to the increase in their productivity and the profits of the company the workers felt the settlement gave them very little. The 1979 settlement had revised the wages by between RSI 150 and RSI 210. The 1982 settlement had increased them by RSI. 350 to RSI. 370. Besides, the skill benefit and versatility benefits schemes had been modified to give more leverage to the management and o say to the union in matters relating to production. A large number of workers who gathered at the company's gate beat up the leaders and engaged in stone throwing.It is said that at this Juncture Raja Nair publicly admitted that he had signed the settlement under pressure from other committee members. He had been recruited in the company around 1979. When he became general secretary he had barely six year's service behind him. It is difficult at this Juncture to assess what subjective factors weighed with him in this turnabout. But from the point of view of under standing the Tells agitation this is hardly important. What is important is before the workers it refurnished his image as an honest leader.The workers at this stage needed a hero in whom they could concentrate their aspirations. The steps that the company took thereafter only reinforced that need and catapulted one individual into the position off hero. After the disturbances at the company's gate in September 1982, the company declared suspension of operations for over a week and demanded good conduct bonds from the workers. The workers gave this bond and returned to work. A few weeks after this the company suspended Raja Nair and after holding an enquiry smiled him from service in the beginning of 1983.To the company this was sure way to tackle rebellion. It had yielded results in the past, more particularly in 1977 and 1980 and there was no reason why it should not succeed this time. What the company did not take into account is the fact that the workers too were learning someth ing from their experiences and were growing more mature in their understanding of the company. Coincidentally it was during this time that Raja Nair himself was arrested in a murder charge. He was under trial for six months or so after which he was discharged for want of evidence.This factor added to his image as a leader capable of taking on the Tells management amongst the workers. The rebel group within the TTS now rallied under the banner of the Raja Nair Panel (RAN) and began working as a group. In December 1984 once again the TTS elections were held. In these elections RAN put up a panel of 20 candidates of whom 17 won the elections. In a committee of 42 members they were still a minority and from this point of time the RAN worked as a faction within the TTS. The RAN did not focus much on the wage revision agreement of 1985.They concentrated instead on building up grassroots organization. In order to do this, they first of all changed their style of functioning. Until now by v irtue of their working hours. The leaders were not required to work on the shop floor. They were given secretarial assistance by the company for their union work. The RAN decided they would not avail any of these privileges. They began to work on the shop floor. As a result, they were able to build up a rapport with the workers and tackle day-to-day shop floor problems directly. Workers too began to approach them for resolving day-to-day problems.Throughout the period between 1983 and 1987 the RAN focused on building grassroots support and organization. All this time Raja Nair was closely associated with the work of the activists of around 2,000 workers and staunch sympathizers of around 4,000 workers. Together with the fence-sitters the RAN had the overwhelming support of the Tells workers. In December 1987 when the TTS elections took place, the RAN put up a panel for all the seats. The RAN won 34 out of 42 seats. More significant was the fact that all the old leadership of the TTS lost badly in the elections.The language this new committee spoke was different. It actively took up issues on the shop floor. It questioned the supervisors on the methods of work distribution and allotment, on transfers and quantum of work and other issues. It must be mentioned here that the manner in which the productivity of the workers had been raised, as described above, required extensive supervision. The ratio of supervisors to workers is high in the company, roughly around 1:10. The supervisory staff rang the alarm and the management pushed the panic buttons. As a result a chain of events followed leading to the present impasse.At this stage it may be possible to argue that had the management shown greater statesmanship, balanced Judgment ND perceptiveness what followed need not have happened. But today this question will only be academic. In May 1988 the company suspended and later dismissed the vice president of the TTS. A group of workers went on a one-day hunger strike. The rest of the workers boycotted tea, snacks and lunch in the company's canteen as a mark of solidarity with the hunger strikers. In July 1988 the TTS held a general body meeting and decided to amend their constitution to allow admission to honorary members who were not Tells employees.Since there is a provision in the Trade Union Act which allows admission of honorary members, and there is nothing unusual or illegal about the amendment, the registrar of trade unions, Pun, allowed the amendments and registered the same. Raja Nair was then admitted as honorary member and elected working president. The wage agreement had in the meantime expired and the TTS now terminated the old agreement and submitted a fresh charter of demands. The management refused to speak to the negotiating committee on the ground that they would not deal with outsiders.Later the reasons for not talking to the committee kept changing giving rise to doubts among workers and the outside world of management's bon a fide. At this stage the government on its own motion referred the issue of wage revision for adjudication. As yet there was nothing to indicate that anything extra-ordinary company took the stand that the matters had been referred for adjudication to a tribunal by the government and so they would not negotiate with the new committee as the matter was subsidize. The workers were obviously not in agreement. Before Dalai of 1988 came the bonus issue.A large number of workers refused to accept bonus. The company declared 8. 33 per cent plus a production bonus of RSI. 1,207. 987-88 had been an excellent year for the company financially. Between 1985-86 when the last settlement was signed and 1987-88 when the next wage revision became due, turnover had gone up 37 per cent, net profits by 66 per cent from RSI. 16. 17 core to RSI. 26. 95 core and value added by 43 per cent. The workers could not therefore understand why only 8. 33 per cent was paid by way of statutory bonus. A large numbe r of workers (around 1,100) who had been lured into accepting the bonus returned the same.All these years the company had deducted the TTS subscription from the workers' wages and paid it to the TTS. This year the company refused to deduct the subscription. The TTS had to therefore organize a membership collection drive. It opened accounts in banks around the residential areas and called the workers to deposit the subscription amounts in those accounts. Workers began lining up in banks. By January 31, 3,811 members had paid subscriptions, by the end of February another 1,810 had paid and by the end of March a further 1,722. By now the company began suspending active supporters of the new committee.It Justified its action by saying that it would not tolerate indiscipline. Amongst the workers this argument had no takers because workers knew the company had allowed and tolerated far more indiscipline from the older committee. In the midst of all this the workers resorted too tool down strike in the beginning of January 1989. This agitation was peaceful and organized. On January 30, Rattan Data was to have visited the factory at Pun. On January 29 Raja Nair was suddenly detained by the police preventively under Section 151 of the Criminal Procedure Code.This action triggered a wave of anger. Though he had been detained on the January 29 the news spread to the factory on the 30th. The following day, when he was produced in court, rockers collected in the court premises spontaneously. The numbers began to swell. After arguments for his release, the Judgment was reserved for the next day and the police tried to whisk him away. But workers, whose number was swelling all the time, refused to let the Jeep go and resolved to sit in the court premises until the release of Raja Nair. The police then applied to the court and Raja Nair was released.In the meantime certain events happened outside the trade union scene in Tells which was to have a great impact on the Tells wor kers' struggle. In January 1989, the Trade Union Council was formed. In the past Joint action committees had been formed by the trade unions in Pun on the basis of events or issues. For sometime the idea that the Trade Union Council be constituted as permanent body had been suggested by a number of unions, but unions were also cautious since in the past joint councils tended to fizzle out after an agitation or campaign.For six to eight committee had fizzled out. In the meantime Baja] auto workers in Arranged were having their agitation and workers in Pun through a Joint action committee collected funds for the Arranged workers. During this time it was decided to form the trade onion council. The formation was announced on January 19, 1989 at a public meeting of over 20,000 workers and 31 organizations. The general mood of the Pun workers therefore was responsive to the Tells workers. Soon after the arrest and release of Raja Nair, the Tells Employees Union (TIES) was formed in Febru ary 1989.The company was all along saying they could not negotiate with the TTS because the matters were pending in court. Now TEE came out with a hand bill that the company was willing to negotiate with them. The members of the old committee who had lost in the TTS election were office-bearers of the TIES. The TEE then challenged the status of the TTS in the courts. Five office-bearers of the TTS went on a hunger strike outside the company and the workers boycotted canteen food in solidarity.On the intervention of Madman Banana, the ‘guardian minister' for Pun in the Maharajah's council of ministers, the hunger strike was withdrawn and assurances were made that their problems would be looked into by the government. The workers were under tremendous pressure to Join the TEE between middle of February and March but the membership of the TEE could not go beyond a few hundred. The company now started saying since the validity of the TTS elections was before the courts they would not talk to TTS unless the issue was decided.Within the company the atmosphere was tense and there was widespread feeling that the company would lock-out the factory. The leaders foots had prepared the workers and decided that nothing should be done in the company which may precipitate a lock-out even under gravest provocation. At this point on March 14, 1989, one of the office-bearers of the TTS was assaulted badly within the company premises by TEE members. Since the TTS had given strict instruction not to do anything that would precipitate a lock-out, the workers remained under control, but the anger had cached flash-point.The following day TEE members who were on their way to work were accosted and beaten up in various parts of the city. Now the company suspended around 70 – 75 persons of the TTS for engaging in violence. The company now began to say they would not talk to TTS because they had engaged in violence. However when things became too obvious the company suspend ed and charge-sheeted one of the office-bearers but continued to recognize the TIES. In the meantime the chief minister's statement in the Vida Saba that the Tells must talk to the TTS and government would mediate raised the hopes of the workers.The TTS in the meantime began to step up its organizational work and began holding meetings in the residential localities of workers. These meetings though intended for Tells workers were attended by other workers in the locality. The Tells agitation was spreading to those factories too. It appears that at this point other managements in the region began to get anxious about the developments in Tells and began to press for a resolution of the dispute there. On August 18 was the annual general meeting was seen as the architect of the industrial relation policy in Tells, was not given further extension after retirement.The company temporarily clubbed the responsibility of personnel with production by handing charge of industrial relations to t he works deputy director (auto division). All this also raised the hopes of the workers and gave a feeling that the changes reflected a reappraisal by the company. As a matter of fact tripartite meetings were fixed between TTS, the company and the government. Though nothing substantial came of it further meetings were fixed. Then suddenly the company signed a wage agreement within the TEE on September 19. By the wage agreement the company sought to give a rise of RSI. 85 on an average.Perhaps it was felt this would lure the workers into the fold of TEE. The company then sought to apply to the industrial tribunal to pass an award in terms of the agreement so that it binding on all the workers. The workers had reached a point of desperation. On September 20 the TTS organized a huge rally of Tells workers, where on the spot the workers decided to fast indefinitely. Around 6,000 workers are estimated to have gone on a indefinite hunger strike. This was in the middle of the city, and gen erated a massive wave of public sympathy. For the first time perhaps a racketing agency conducted an opinion poll on a workers' agitation.The opinion poll conducted by the Marketing and Econometric Consultancy Service revealed that 86 per cent of the respondents, all Pun citizens, were aware of the Tells issue, 82 per cent said they believed TTS was the majority union, 68 per cent felt workers were peaceful in their methods of agitation, 69 per cent felt the union was Justified in its agitation and 67 per cent felt the struggle of the Tells workers was for democratic rights. The Trade Union Council called for a one-day sympathy strike by Pun workers which was a complete success. Further tripartite negotiations had been fixed for October 1 .On September 29, the trade Union Council gave a call for demonstrations and street meetings in as many parts of the city as possible by the workers of other companies to draw attention on the Tells issue. The police used this as a pretext and swoo ped down on the hunger strikers and arrested over 4,000 Tells workers. Of these 2,000 were taken in buses and left off on the outskirts of the city, and 2,000 or so were taken into custody at places like Rating and Nashua. The TTS had been in quandary about how to call of the mass hunger strike without appearing to be back racking or weakening.The police action solved that problem. The company had not been too keen on the tripartite meeting and that problem too was resolved as no meeting could take place after the arrests. This triggered off a new wave of anger which spread throughout the city. The Trade Union Council called for an indefinite industrial strike of Pun workers. But the sight of Tells workers who had been on hunger strike for 10 days being beaten, pushed into buses and carried away evoked stone throwing and numerous incidents all over Source : Economic & Political Weekly, Industrial Relations The tolerance of the Tells workers suddenly gave way. The storm broke and wealth months the workforce, the management and the entire city of Pun were engulfed by this storm. Some attributed the cause to workers' leaders like Raja Nair, others to Tells officials like Unranked. The genesis of the phenomena however lay in the history of industrial relations in Tells over nearly fifteen years. Pun was one of the first industrial centre to be established pursuant to the policy of geographic relocation of industries away from established industrial centre in the aryl sixties.During the sixties a number of large engineering companies set up new Industries In the Pun region. Being predominantly engineering industries, the region attracted a large number of skilled workers from all over Maharajah's. This workforce was young, skilled, educated (being from technical training Institutes such as TIT and private Institutes); and there was a broad cultural homogeneity since most of them were Amaran th-speaking. Pun city, though not an industrial city to the sixties, has well established traditions of trade unionism amongst the municipal workers, the searchers and staff of other governmental bodies.Above all traditionally the workers in the engineering industry are known to be more militant and better organized. Basically this has to do with the nature of the work in the engineering industry, where man is invariably the master of the machine. Engineering Jobs require knowledge, perception, judgment, use of discretion and higher intellectual abilities, all of which results in a self-confident and assertive workforce. Added to all this Is the fact that the new workers coming to Pun had to find residential quarters on the outskirts of Pun. The suburban districts of Pun grew Into working class areas.Both better paid any badly paid workers' settlements grew within the same locates, leading to extensive social integration of the workforce. All this gave rise to strong traditions of u nity, solidarity and class sentiments in the most classical sense of the term. While the other industrial centre were plagued by trade union rivalries, political dissensions, and conflicts founded on caste, region and language Pun developed a tradition of class solidarity. In 1980, when the police fired on the rockers of Baja Auto, almost immediately the other factories closed in support, and a joint action committee was formed.Thereafter on most major events, ‘ad hoe trade union Joint action committees have cropped up. With the numerical strength of workers In Pun Increasing – today the city has 1. 75 to 2 lack industrial workers and, together with their families, they constitute 45-50 per cent of Pun's population – these traditions were reinforced In strength and Impact. The companies that came up in Pun region too developed a broad unified approach the first place they too like the workers were concentrated in one area. Besides, very few companies were in mutu al competition with one another.Many of them were keen to avoid the problems they had to confront in the older industrial centre like Bombay. One of the first things that almost every major company in the Pun region did right from the beginning was to ensure that no outsider, I. E. Professional trade unionist, established himself in Pun. These companies were established at a time when the fact of trade unionism as an inevitable aspect of industrial life had come to be accepted. In the Pun region formation of trade unions per SE never led to any ajar strife. The companies on the contrary encouraged their nascent workforce to form internal company unions.Barring a few exceptions the major pattern of trade union organization in the region is of internal unions with the workers themselves acting as office-bearers. In the mid-eighties Data Samoan from Bombay attempted a break-through but did not succeed. In a few companies unions affiliated to the Ship Seen and BGP tried to establish the ir unions but could not make any major headway. Against this backdrop, Tells is an Omni-present giant in the Pun region. Spread dead over a vast area, it employs, 8,500 blue collar workers, around 1,000 to 1,100 white collar workers, 2,000 supervisory staff and 2,500 engineers and officers.The average age off Tells worker is 32 years. Besides this a large number of ancillaries around Pun depend basically on Tells for their survival. It has been impossible to estimate the extent of mistranslation. Estimates vary from 400 units to 4,000 units. Besides, there is the consumption of goods and services by the company. To take one or two examples – the two industrial canteens at Tells employ 450 employees. The conservancy staff number around 450. Tells runs 110 buses on 265 routes. And all this growth has taken place over a span of 25 years.In keeping with the general pattern of industrial relations in the region, the company encouraged the formation of an internal trade union in th eir company. The new workforce formed the Tells Kamala Santayana (TTS), the very union with whom the company is refusing to negotiate today. The TTS was formed in February 1968 and was immediately recognized by the company. The constitution of the union provided amongst other things that the union will not have any outsider I. E. , a non-employee, as office-bearers. The elections were to be held once in every three years.It may be pointed out here that wage agreements are normally revised once in three years. It provided that workers would elect a council of 42 members and these 42 would then elect the office-bearers from amongst themselves. During this time the production in the company was growing rapidly. Normally in the older engineering industries Job classifications are precise. The content of each Job is described and evaluated, grades evolved, and quite often a worker could lawfully decline to do Job which were beyond the description or grade of his Job.Right from the beginn ing the company sought to avoid rigid classification of Job and to reserve for itself the absolute right to set up time standards, club Jobs, change production methods and systems and flexibility in the matter of deployment of workforce. This guarding its rights. Throughout, the growth in productivity was as a result of increased capacity utilization on the one hand and increase in the productivity of the workers on the other. The increase in productivity was mainly due to intensification of the workers' work output. Thus in 1980 the company produced 14,000 vehicles.This increased to 0,000 vehicles in 1988 (though the targeted production was 33,000). In 1981, 40 chassis were produced in a day, today it is 125 chassis. Throughout, the workforce remained constant. There was no major technological upgrading. The only areas where some technical modifications were made were in fatigue-related areas, I. E. Where fatigue of the workers reached a point where he became counter-productive. In order to facilitate this the company introduced a number of schemes designed to make optimum use of the workforce. In 1976, the TTS and the company Jointly finalized a skill benefit scheme.Under this scheme a worker could upgrade his skill and give required trade tests after which he would be entitled to two increments. Thereafter a versatility benefit scheme was introduced, whereby a workman who had learnt a new trade besides his own could after passing the requisite tests get three increments. All this made it possible for the company to utilize its workforce with complete flexibility after all, the company believed a worker during his work hours was at the company's disposal to get as much production from him as was possible..The internal leadership of the TTS could not perceive the impact of the company's policies. In 1976 it consented to the skill benefit scheme. The feeling spread amongst the workers that the union leadership was not standing up for their rights, while the ma nagement was asserting its rights. In the 1977 TTS elections the workers elected a new leadership which was perceived to be more militant. Under this leadership the workers conducted their first strike which went on for 22 days. This strike was against what is popularly described as ganging of machines and double designations.Ganging of machine meant that a worker who was until then required to load Jobs on one machine and attend to it was now required to load one bob on one machine and immediately attend to another machine or several machines depending on the nature of the Job before returning to the first one. Double designations meant one worker was called upon to do two Jobs. While the former method clubbed machines the latter clubbed Jobs. The state government intervened and referred the dispute for adjudication after which the strike was declared illegal. A number of activists were dismissed and other neutralized, and yet others won over.The workers attributed the failure of t he strike and the crushing of the TTS leadership to the absence of strong outside leadership and support. They then turned to the Sara Ashrams Shantung, a trade union affiliated to the Ala Ionians Party. The membership of the Sara Ashrams Shantung was not widespread over all shops and departments, and was concentrated in a few plants and departments. In 1980 the workers of the foundry section began agitation. Once again this was against work norms and methods. The company declared a lock-out of the foundry which other department workers in support of the foundry workers.The foundry workers' agitation fizzled out. The workers were compelled to give an undertaking of good conduct and report back to work. Some more activists were dismissed after this agitation. In order to defeat the Sara Ashrams Shantung, the company had to rely on the TTS leadership amongst other things. The TTS leadership, in the absence of over-whelming support of workers had to align with the management to defeat the Sara Ashrams Shantung. In the process the TTS leadership acquired privileges and concessions from the company that alienated them more and more from the workers.If workers were intimidated or strong-arm methods were used within the company premises the management looked the other way. Workers say the company actually circuited toughs to deal with the situation. Officers of the company deny this at times and at other times have Justified it saying strong-arm methods must be countered by strong-arm methods ‘sometimes'. The company also began to focus on what it describes as its welfare activities. Since 1981 there has been a sharp increase in industrial co-operatives of employees formed with the active support of the company.Between 1981 and 1987 the company has helped establish nine industrial cooperatives, for various purposes like recycling of scrap wood, conservancy, manufacturing safety shoes, printing, computer revise, felting, foundry-casting, battery cable assembly, welding, etc. Previously such societies were limited to helping widows of deceased employees, canteens and the like. Now it spilled over the industrial production. These co-operatives were intended to provide employment to the dependents and family members of the employees. The TTS leadership was the main agent for the implementation of these schemes.They therefore acquired enormous clout over the workers. Though out of a total workforce of 9,600, only 252 employees were members of the nine cooperatives formed between 1981 and 1987, and these cooperatives employed 698 rocker, the worker could always hope that by being on the right side of the TTS leadership, he could better the position of himself and his family. Besides it put enormous resources at the disposal of the TTS leadership. For the year 1987-88 alone the total turnover of these nine co-operatives was over RSI. 107 lack.The leadership of the TTS increasingly lost their identity as spokesmen of the workers. This got reflect ed in their style of functioning as union office-bearers. Issues were no longer represented on the basis of any clearest principles or rights, but on ad hoc basis. They were no longer resolved on the basis of the workers' strength but the clout of their office. Sometimes issues relating to production and shop floor problems were resolved satisfactorily, but most often they were not. It was an alienated leadership providing patchwork solutions.While these trends were developing within the TTS leadership, amongst the workers other developments were taking place. After the failure of the foundry workers' agitation, the workers began to look once again towards the internal union – the TTS. Leaders, Raja Nair and a few others who they perceived as being better. In the ginning of 1982, Raja Nair was elected general secretary of the TTS. Along with other members of the negotiating team, he too signed the 1981 settlement on wage revision. This settlement evoked widespread anger and r esentment among the workers.When compared to the increase in their productivity and the profits of the company the workers felt the settlement gave them very little. The 1979 settlement had revised the wages by between RSI 150 and RSI 210. The 1982 settlement had increased them by RSI. 350 to RSI. 370. Besides, the skill benefit and versatility benefits schemes had been modified to give more leverage to the management and o say to the union in matters relating to production. A large number of workers who gathered at the company's gate beat up the leaders and engaged in stone throwing.It is said that at this Juncture Raja Nair publicly admitted that he had signed the settlement under pressure from other committee members. He had been recruited in the company around 1979. When he became general secretary he had barely six year's service behind him. It is difficult at this Juncture to assess what subjective factors weighed with him in this turnabout. But from the point of view of under standing the Tells agitation this is hardly important. What is important is before the workers it refurnished his image as an honest leader.The workers at this stage needed a hero in whom they could concentrate their aspirations. The steps that the company took thereafter only reinforced that need and catapulted one individual into the position off hero. After the disturbances at the company's gate in September 1982, the company declared suspension of operations for over a week and demanded good conduct bonds from the workers. The workers gave this bond and returned to work. A few weeks after this the company suspended Raja Nair and after holding an enquiry smiled him from service in the beginning of 1983.To the company this was sure way to tackle rebellion. It had yielded results in the past, more particularly in 1977 and 1980 and there was no reason why it should not succeed this time. What the company did not take into account is the fact that the workers too were learning someth ing from their experiences and were growing more mature in their understanding of the company. Coincidentally it was during this time that Raja Nair himself was arrested in a murder charge. He was under trial for six months or so after which he was discharged for want of evidence.This factor added to his image as a leader capable of taking on the Tells management amongst the workers. The rebel group within the TTS now rallied under the banner of the Raja Nair Panel (RAN) and began working as a group. In December 1984 once again the TTS elections were held. In these elections RAN put up a panel of 20 candidates of whom 17 won the elections. In a committee of 42 members they were still a minority and from this point of time the RAN worked as a faction within the TTS. The RAN did not focus much on the wage revision agreement of 1985.They concentrated instead on building up grassroots organization. In order to do this, they first of all changed their style of functioning. Until now by v irtue of their working hours. The leaders were not required to work on the shop floor. They were given secretarial assistance by the company for their union work. The RAN decided they would not avail any of these privileges. They began to work on the shop floor. As a result, they were able to build up a rapport with the workers and tackle day-to-day shop floor problems directly. Workers too began to approach them for resolving day-to-day problems.Throughout the period between 1983 and 1987 the RAN focused on building grassroots support and organization. All this time Raja Nair was closely associated with the work of the activists of around 2,000 workers and staunch sympathizers of around 4,000 workers. Together with the fence-sitters the RAN had the overwhelming support of the Tells workers. In December 1987 when the TTS elections took place, the RAN put up a panel for all the seats. The RAN won 34 out of 42 seats. More significant was the fact that all the old leadership of the TTS lost badly in the elections.The language this new committee spoke was different. It actively took up issues on the shop floor. It questioned the supervisors on the methods of work distribution and allotment, on transfers and quantum of work and other issues. It must be mentioned here that the manner in which the productivity of the workers had been raised, as described above, required extensive supervision. The ratio of supervisors to workers is high in the company, roughly around 1:10. The supervisory staff rang the alarm and the management pushed the panic buttons. As a result a chain of events followed leading to the present impasse.At this stage it may be possible to argue that had the management shown greater statesmanship, balanced Judgment ND perceptiveness what followed need not have happened. But today this question will only be academic. In May 1988 the company suspended and later dismissed the vice president of the TTS. A group of workers went on a one-day hunger strike. The rest of the workers boycotted tea, snacks and lunch in the company's canteen as a mark of solidarity with the hunger strikers. In July 1988 the TTS held a general body meeting and decided to amend their constitution to allow admission to honorary members who were not Tells employees.Since there is a provision in the Trade Union Act which allows admission of honorary members, and there is nothing unusual or illegal about the amendment, the registrar of trade unions, Pun, allowed the amendments and registered the same. Raja Nair was then admitted as honorary member and elected working president. The wage agreement had in the meantime expired and the TTS now terminated the old agreement and submitted a fresh charter of demands. The management refused to speak to the negotiating committee on the ground that they would not deal with outsiders.Later the reasons for not talking to the committee kept changing giving rise to doubts among workers and the outside world of management's bon a fide. At this stage the government on its own motion referred the issue of wage revision for adjudication. As yet there was nothing to indicate that anything extra-ordinary company took the stand that the matters had been referred for adjudication to a tribunal by the government and so they would not negotiate with the new committee as the matter was subsidize. The workers were obviously not in agreement. Before Dalai of 1988 came the bonus issue.A large number of workers refused to accept bonus. The company declared 8. 33 per cent plus a production bonus of RSI. 1,207. 987-88 had been an excellent year for the company financially. Between 1985-86 when the last settlement was signed and 1987-88 when the next wage revision became due, turnover had gone up 37 per cent, net profits by 66 per cent from RSI. 16. 17 core to RSI. 26. 95 core and value added by 43 per cent. The workers could not therefore understand why only 8. 33 per cent was paid by way of statutory bonus. A large numbe r of workers (around 1,100) who had been lured into accepting the bonus returned the same.All these years the company had deducted the TTS subscription from the workers' wages and paid it to the TTS. This year the company refused to deduct the subscription. The TTS had to therefore organize a membership collection drive. It opened accounts in banks around the residential areas and called the workers to deposit the subscription amounts in those accounts. Workers began lining up in banks. By January 31, 3,811 members had paid subscriptions, by the end of February another 1,810 had paid and by the end of March a further 1,722. By now the company began suspending active supporters of the new committee.It Justified its action by saying that it would not tolerate indiscipline. Amongst the workers this argument had no takers because workers knew the company had allowed and tolerated far more indiscipline from the older committee. In the midst of all this the workers resorted too tool down strike in the beginning of January 1989. This agitation was peaceful and organized. On January 30, Rattan Data was to have visited the factory at Pun. On January 29 Raja Nair was suddenly detained by the police preventively under Section 151 of the Criminal Procedure Code.This action triggered a wave of anger. Though he had been detained on the January 29 the news spread to the factory on the 30th. The following day, when he was produced in court, rockers collected in the court premises spontaneously. The numbers began to swell. After arguments for his release, the Judgment was reserved for the next day and the police tried to whisk him away. But workers, whose number was swelling all the time, refused to let the Jeep go and resolved to sit in the court premises until the release of Raja Nair. The police then applied to the court and Raja Nair was released.In the meantime certain events happened outside the trade union scene in Tells which was to have a great impact on the Tells wor kers' struggle. In January 1989, the Trade Union Council was formed. In the past Joint action committees had been formed by the trade unions in Pun on the basis of events or issues. For sometime the idea that the Trade Union Council be constituted as permanent body had been suggested by a number of unions, but unions were also cautious since in the past joint councils tended to fizzle out after an agitation or campaign.For six to eight committee had fizzled out. In the meantime Baja] auto workers in Arranged were having their agitation and workers in Pun through a Joint action committee collected funds for the Arranged workers. During this time it was decided to form the trade onion council. The formation was announced on January 19, 1989 at a public meeting of over 20,000 workers and 31 organizations. The general mood of the Pun workers therefore was responsive to the Tells workers. Soon after the arrest and release of Raja Nair, the Tells Employees Union (TIES) was formed in Febru ary 1989.The company was all along saying they could not negotiate with the TTS because the matters were pending in court. Now TEE came out with a hand bill that the company was willing to negotiate with them. The members of the old committee who had lost in the TTS election were office-bearers of the TIES. The TEE then challenged the status of the TTS in the courts. Five office-bearers of the TTS went on a hunger strike outside the company and the workers boycotted canteen food in solidarity.On the intervention of Madman Banana, the ‘guardian minister' for Pun in the Maharajah's council of ministers, the hunger strike was withdrawn and assurances were made that their problems would be looked into by the government. The workers were under tremendous pressure to Join the TEE between middle of February and March but the membership of the TEE could not go beyond a few hundred. The company now started saying since the validity of the TTS elections was before the courts they would not talk to TTS unless the issue was decided.Within the company the atmosphere was tense and there was widespread feeling that the company would lock-out the factory. The leaders foots had prepared the workers and decided that nothing should be done in the company which may precipitate a lock-out even under gravest provocation. At this point on March 14, 1989, one of the office-bearers of the TTS was assaulted badly within the company premises by TEE members. Since the TTS had given strict instruction not to do anything that would precipitate a lock-out, the workers remained under control, but the anger had cached flash-point.The following day TEE members who were on their way to work were accosted and beaten up in various parts of the city. Now the company suspended around 70 – 75 persons of the TTS for engaging in violence. The company now began to say they would not talk to TTS because they had engaged in violence. However when things became too obvious the company suspend ed and charge-sheeted one of the office-bearers but continued to recognize the TIES. In the meantime the chief minister's statement in the Vida Saba that the Tells must talk to the TTS and government would mediate raised the hopes of the workers.The TTS in the meantime began to step up its organizational work and began holding meetings in the residential localities of workers. These meetings though intended for Tells workers were attended by other workers in the locality. The Tells agitation was spreading to those factories too. It appears that at this point other managements in the region began to get anxious about the developments in Tells and began to press for a resolution of the dispute there. On August 18 was the annual general meeting was seen as the architect of the industrial relation policy in Tells, was not given further extension after retirement.The company temporarily clubbed the responsibility of personnel with production by handing charge of industrial relations to t he works deputy director (auto division). All this also raised the hopes of the workers and gave a feeling that the changes reflected a reappraisal by the company. As a matter of fact tripartite meetings were fixed between TTS, the company and the government. Though nothing substantial came of it further meetings were fixed. Then suddenly the company signed a wage agreement within the TEE on September 19. By the wage agreement the company sought to give a rise of RSI. 85 on an average.Perhaps it was felt this would lure the workers into the fold of TEE. The company then sought to apply to the industrial tribunal to pass an award in terms of the agreement so that it binding on all the workers. The workers had reached a point of desperation. On September 20 the TTS organized a huge rally of Tells workers, where on the spot the workers decided to fast indefinitely. Around 6,000 workers are estimated to have gone on a indefinite hunger strike. This was in the middle of the city, and gen erated a massive wave of public sympathy. For the first time perhaps a racketing agency conducted an opinion poll on a workers' agitation.The opinion poll conducted by the Marketing and Econometric Consultancy Service revealed that 86 per cent of the respondents, all Pun citizens, were aware of the Tells issue, 82 per cent said they believed TTS was the majority union, 68 per cent felt workers were peaceful in their methods of agitation, 69 per cent felt the union was Justified in its agitation and 67 per cent felt the struggle of the Tells workers was for democratic rights. The Trade Union Council called for a one-day sympathy strike by Pun workers which was a complete success. Further tripartite negotiations had been fixed for October 1 .On September 29, the trade Union Council gave a call for demonstrations and street meetings in as many parts of the city as possible by the workers of other companies to draw attention on the Tells issue. The police used this as a pretext and swoo ped down on the hunger strikers and arrested over 4,000 Tells workers. Of these 2,000 were taken in buses and left off on the outskirts of the city, and 2,000 or so were taken into custody at places like Rating and Nashua. The TTS had been in quandary about how to call of the mass hunger strike without appearing to be back racking or weakening.The police action solved that problem. The company had not been too keen on the tripartite meeting and that problem too was resolved as no meeting could take place after the arrests. This triggered off a new wave of anger which spread throughout the city. The Trade Union Council called for an indefinite industrial strike of Pun workers. But the sight of Tells workers who had been on hunger strike for 10 days being beaten, pushed into buses and carried away evoked stone throwing and numerous incidents all over Source : Economic & Political Weekly,