KAMATH & KIRLOSKAR

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).

30 sep 1984

To:

Dear Friends

What is common between Kamath and Kirloskar?

Someone may say "both have names starting with K".

O.K.

But that is not all. '

There  is  a   lot  more  common  between   Mr.  M.V.  Kamath (Ex-editor of  Illustrated Weekly)  who once  addressed Powai Pageant  correspondents and  Mr.  Chandrakant Kirloskar  - an eminent industrialist from Maharashtra.

For one thing :

Both of  them firmly believe  that for  industries to survive and  grow,   co-operation  between  the  employees   and  the management is inevitable.

For second thing :

Both of  them believe,  with identical  passion, that  we, in India, can learn a lot from Japan in this matter.

For third thing :

Both  of  them believe,  with  equal  concern,  that  time is running out  on us.  If we  do not act  fast to patch  up our differences, pretty  soon there  will be no  industry left in India,  to provide  jobs either  to  the managers  or  to the workers.'

In the  following article, I present  to you  the thoughts of Mr. Kamath.  In subsequent articles,  I will be presenting to you the thoughts of Mr. Kirloskar.

It is quite possible  that many of you will agree  with their thoughts.

But would it suffice, just to agree?

Or, shall we translate some of these thoughts into ACTION?

And if yes. How?

H.C. PAREKH

A SHOP-REPRESENTATIVE SPEAKS

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).

Dear Friends :

A SHOP-REPRESENTATIVE SPEAKS

In one of my recent letters, I requested you to write to me your views on,

“What will motivate L&T Employees ?”

(to co-operate for survival)

I reproduce below a letter received from a shop-Representative. He has requested me not to publish his name. That only goes to show that we have a long way to go before we trust each other enough to be able to speak frankly and without fear.

And why should there be any fear? Ofcourse if I hurt others (even their feelings) I have reason to fear that they will hurt me. But I can be nice and polite and gentle and still disagree with others. As employee of L & T. we all have our views on how the organization should be managed. And our views may differ. But can we not express our differences without being nasty and feeling bitter ? After all the company is not the private property of an individual or a group of individuals.

On the other hand 40,000 add share-holders, 12,000 add employee and 10,000 add suppliers have COMMON INTEREST in the survival and growth of the company. And no one –absolutely no one-can be allowed to hurt the company, no matter what are his views or grievances.

And in the matter of improving inter-personal relations, I agree with most of (but not all) what you have to say, Mr. Shop-Representative. May I request you to take the leady and start the revolution by setting a personal example to others?

I hear many voices in the distance. Please come forward, indentify yourself and speak-up-whatever your views-politely, constructively.

H.C. PAREKH