Synopsis: Communication For Productivity
Letters written to some 7500 Workers / Managers /
Union Leaders, following a period of strike / Go slow / Murders (1979 -
1987), at Mumbai factory of Larsen & Toubro Ltd. This direct / open /
honest communication led to a remarkable atmosphere of trust between
Workers and Management, which, in turn, increased productivity at 3% per year
(ave).
|
11 Feb 1985
To:
Dear
Colleague
The Changing pattern of Industrial Relations:
I enclose
herewith, a write-up on a research-study conducted
by the Jamnalal Bajaj Institute of Management Studies.
After
reading this write-up, if you start wondering
whether L&T was one of the companies covered by this research, let me tell
you that we did not participate in this research.
But that
does not diminish the value of this research.
The fact that we are able to identify some of the characters in this
study in the context of L&T, only proves its
relevance to our own situation here at Powai.
The
researcher says,
" --------- in
the name of professionalism,
managements have tended to impersonalize their
relationship with the work-force. "
" They (supervisors)
have an authoritarian style
of functioning which is not
acceptable to the young, conscious and aware worker who prefers an involving
or participatory type of management."
"At
present the level of communication is very poor and there is lack of
trust. ----- it is not enough
to merely communicate with the Union leaders or
Union Committee.
" The Issues before the Organisation".
When
the 'ranking' exercise is over,
I have a feeling that
"Developing harmonious Industrial
Relations" will rank quite high on the list.
How do we go
about this? A debate must ensue at all
levels. So, can I request you to
circulate the enclosed write-up
to all officers and supervisors of your dept.?
H.C. PAREKH
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