Forms of industrial relations - industrial relations - Manu Melwin Joy

The management of industrial relations within the framework of a culture of dominance can take three forms.

1. Forms of Industrial Relations Industrial Relations

2. Prepared By Kindly restrict the use of slides for personal purpose. Please seek permission to reproduce the same in public forms and presentations. Manu Melwin Joy Assistant Professor Ilahia School of Management Studies Kerala, India. Phone – 9744551114 Mail – [email protected]

3. Forms of Industrial Relations The management of industrial relations within the framework of a culture of dominance can take three forms.

4. Forms of Industrial Relations Managing by Contending – In which the stake holder engage in a contest of will with the dominant stake holder holding the reins and steering the choice making processes as well as choice.

5. Forms of Industrial Relations Managing by Contending – Pressure tactics coupled with employment of leverages like litigation and direct action go hand in hand with the reaction of the dominated to protect threatened interest.

6. Forms of Industrial Relations Managing by Conceding – In which the dominant stake holder manages interactions with other less dominant and dominated stakeholder by making concessions to buy peace on an ad hoc situation basis. A major ploy here is to adopt a ‘divide and rule’ policy.

7. Forms of Industrial Relations Managing by Colliding – In which mode the dominant stakeholder strikes up equations with individual stakeholder representatives or with coalitions of stakeholders, through which mechanism of choice making as well as choices are influenced to favor the dominant stakeholde r.

8. Forms of Industrial Relations Managing by Colliding – The collusive character of the interaction leads to the compromise of the interests of the less dominant stakeholder groups.

9. Forms of Industrial Relations Managing by Collaborative Problem Solving – In th e sphere of industrial relations choice making is the key to the development of a new ethos. The dominant stakeholder in today’s deregulated environment is likely to be the corporation and the onus is on it to create a new ethos revolving around collaboration.