Public Relation in context of Nursing and Collective Bargaining

Subject : Management of Nursing Services and Education. Topic: Public Relation in Context of Nursing and Collective Bargaining, Elements, Tools and Various Forms of Public Relation, Nurses Role in Public Relation. History of Collective Bargaining in India, Theory Behind collective bargaining, importance of collective bargaining, Advantages and disadvantages of collective bargaining, Nurse managers role in collective bargaining, Functions and types of collective bargaining, Collective bargaining and National commission on labor, Problems in Growth of collective bargaining in India.

1. MANAGEMENT OF NURSING SERVICES AND EDUCATION SEMINAR PUBLIC RELATION IN CONTEXT OF NURSING AND COLLECTIVE BARGAINING SUBMITTED BY: ALKA KUMARI AIN/495/BSC NURSING AIN GUWAHATI SUBMITTED TO: NASIMA LASKAR (TUTOR) AIN GUWAHATI

2. INDEX INTRODUCTION DEFINITION ELEMENTS IMPORTANCE OR NEED OF PUBLIC RELATION FORMS OF PUBLIC RELATION TOOLS OF PUBLIC RELATION QUALITIES OF PUBLIC RELATION METHODS OF PROMOTING GOOD PUBLIC RELATION PUBLIC RELATION IN CONTEXT OF NURSING ROLE OF ADMINISTRATOR IN MAINTAINING PUBLIC RELATION NURSES ROLE IN PUBLIC RELATIONS

3. DEFINITION Public relation is knowing what the public expects and explaining how administration is meeting these desires. - JOHN MILLET

4. ELEMENTS OF PUBLIC RELATION

5. NEED OF PUBLIC RELATION

6. FORMS OF PUBLIC RELATION

7. FORMS OF PUBLIC RELATION

8. TOOLS OF PUBLIC RELATION

9. QUALITIES OF A PUBLIC RELATION OFFICER Abundant common sense. First class organizing capacity. Good judgement and objectivity. Be realistic and sense of humour. Willingness to work for long hours. Infinite capacity for taking pains. Pleasant voice and ability to speak in public. Resilience to work long and inconveniencing hours when necessary. Imagination and the ability to appreciate the other persons point of view. Basic understanding about the profession.

10. METHODS OF PUBLIC RELATION IN HOSPITALS Broadly speaking, there are two methods of promoting good public relations in a hospital. OPERATIVE METHOD COMMUNICATIVE METHOD

11. OPERATIVE METHOD Operative methods are essentially connected with almost every aspect of hospital’s operations, including those which are carried out by such workmen as telephone operators, admission clerks etc. The three fundamental ingredients of a hospital’s operations are : Cheerful and courteous behaviour. Prompt and efficient treatment. Clean surrounding and well appearance of workers.

12. ROLE OF ADMINISTRATOR IN MAINTAINING PUBLIC RELATIONS

13. COMMUNICATIVE METHOD These methods employ means of communication in all possible forms to enable the hospital to convey its message to the public. The communicative methods may be used in the following ways : Give appropriate information to patient’s relatives and visitors at enquiry and registration and at the time of discharge. Open-house approach to visit without interfering with the routine medical care function. Administrative rounds by hospital administrators at different levels. Provision to listen to verbal complains instead of insisting on written ones. Visual communication film show, inhibitions, hospital brochure. Provision of suggestion box at an appropriate place.

14. NURSES ROLE IN PUBLIC RELATIONS

15. INDEX INTRODUCTION DEFINITION HISTORY AIM AND OBJECTIVES CHARACTERISTICS PRINCIPLES TYPES FUNCTIONS IMPORTANCE OF COLLECTIVE BARGAINING COLLECTIVE BARGAINING (MEMBERS) COLLECTIVE BARGAINING (PROCESS) LEVELS OF COLLECTIVE BARGAINING PROBLEMS IN GROWTH OF COLLECTIVE BARGAINING THEORIES OF COLLECTIVE BARGAINING ADVANTAGES DISADVANTAGES NURSE MANAGERS ROLE IN COLLECTIVE BARGAINING COLLECTIVE BARGAINING AND NATIONAL COMMISSION ON LABOR RECENT ADVANCEMENT SUMMARY & CONCLUSION BIBLIOGRAPHY

16. Introduction

17. DEFINITION ILO (1980) defines collective bargaining as an institutional procedure of joint determination of the rules to govern the terms and conditions of employment of the workers concerned and the labour management relations itself. Collective bargaining is an agreement between a single employer or an association of employers on the one hand and a union labour on the other which regulates the terms and conditions of the employment. - TUDWIG TELLER Collective bargaining is a process of discussion & negotiation between two parties .

18. HISTORY Though started in the 1920’s in the mills of Ahmedabad with initiative of our great leader Mahatma Gandhi, Collective bargaining gained ground only after independence. Importance felt when unions realized that settlement of disputes through industrial countries courts is wasteful in terms of time, money and energy and also a hinderance to the industrial peace and harmony. Royal commission on Labor declared in 1931 : Textile Mills of Ahmedabad only place where collective bargaining practiced in true sense. By the end of 1961, 49 companies involving 4.5 lakh employees started practising collective bargaining as a tool for maintaining peace and harmony in industrial organisations. OF COLLECTIVE BARGAINING IN INDIA

19. HISTORY Of collective bargaining in India The history of collective bargaining in India shows that : Practice of collective bargaining in true sense was done only in private sector, no real attempt was made in public sector except in case of Indian Railways. Bharat Heavy Electricals made an experiment in 1978 by workers representative. Name of Company Situated in Year/Tenure (started with c.bargaining ) Dunlop Rubber Company (1st) W.B 1947 Bata Shoe W.B 1951 Indian Aluminum Company Belur 5 Year Agreement Imperial Tobacco - 1952 Tata Iron & Steel Tatanagar 1955 Hindustani Lever - 1955

20. AIM AND OBJECTIVES

21. CHARACTERISTICS OF COLLECTIVE BARGAINING

22. PRINCIPLES Periodically examine the rules and regulations which govern the labour forces and the industrial relations to promote the interest of employees. Thereby management gains trust and goodwill of its employees. Give recognitions to the unions without reservations and assume the workforce as a constructive and cooperative force in its organization to elevate their status as well as their responsibility. Develop and follow a realistic labour policy that should be accepted at all levels of govt. organizations and should be implemented to support the effectiveness of collective bargaining. Involve in an organized effort and exercise to establish a strong and satisfactory relationship with the employee unions and their representatives to increase the confidence levels of the union in the management which restricts the union from doing anything drastic that has potential to disturb industrial relations. Make efforts to educate the unions or its members regarding the importance and advantages of collective bargaining to make them understand its importance in bringing flexibility and adjustment. Principles for management

23. PRINCIPLES Understand the economic implications of collective bargaining, avoid putting undue pressure on management and realize that the demands of unions must be met from income and resources of organization . To promote collective bargaining, make complete efforts to eliminate undemocratic practices within their organization . Take responsibility and obligations to support management in elimination of wasteful resources and give importance to improving productivity and quality. Understand that bargaining is a two-way process of give and take rather than take it or leave it method of settlement of disputes. Make collective bargaining a complementary process and not a competitive process where each party take care of needs of the other. Principles for trade unions

24. TYPES OF BARGAINING Conjunctive or Distributive Bargaining Conjunctive bargaining is the most common type of bargaining & involves zero sum negotiations. In other words , one side wins and other side loses. Cooperative or Integrative Bargaining Integrative Bargaining is like problem solving sessions in which both sides are trying to reach a mutually beneficial alternative, i.e., a win-win situation. Productivity Bargaining A form of collective bargaining leading to a productivity agreement in which management offers a pay raise in exchange of alterations to employee practices designed to increase productivity.

25. FUNCTIONS OF COLLECTIVE BARGAINING

26. IMPORTANCE OF COLLECTIVE BARGAINING Develops better understanding between the employees and the employer. Promotes industrial democracy. Beneficial to both employer as well as the employees. Adjustable to the changing conditions. Facilitates the speedy implementation of decision arrived at collective negotiations.

27. COLLECTIVE BARGAINING MEMBERS

28. COLLECTIVE BARGAINING PROCESS Process of Collective Bargaining

29. LEVELS OF COLLECTIVE BARGAINING Collective bargaining happens at three levels. NATIONAL LEVEL SECTOR or INDUSTRY LEVEL COMPANY or ENTERPRISE LEVEL

30. Problems in growth of collective bargaining Main problem: Management Prerogative, a right or privilege of management to do what it likes with the factors of production, men, material and money. Problem posed by trade unions: multiple unions cause internal conflicts and rivalry which keeps aside main issue of bargaining and focus more on political issue rather than economic issue. Trade unions in India are affiliated to political parties which discourages them from entering into an agreement through collective bargaining. Indian laws doesn’t enforce collective bargaining .

31. THEORIES OF COLLECTIVE BARGAINING The Marketing concept and agreement as a contract: views collective bargaining as a contract, which is for sale for labourers. It says that individual employees shall set their labour on terms defined collectively based on the contract made by the process of collective bargaining. The Government concept and the agreement as a law: Viewed as constitutional system in the industry by the governmental concept and is made as a trade agreement in the form of compromise. Provision mentioned in the agreement relevant to the ethics and needs of the case. The Industrial relations decided jointly by directives: Considered as a system of industrial governance by industrial associations. Regraded as a functional relationships where essential matters jointly discussed and finalized by union representatives and officials.

32. ADVANTAGES OF COLLECTIVE BARGAINING Contract to guide standards. Participation in decision making process. All union members and management confirmation to terms of contract without exceptions. Process exists to question manager’s authority if some injustice happens. Nurses gain control of practice. Improve professional relationships. Protect patients from inadequate and unsafe care. Ensure nurses a fair pay, good benefits and safe working environment. Provide power.

33. DISADVANTAGES OF COLLECTIVE BARGAINING Reduced individuality. Other union members may outvote one’s decisions. Disputes are not handled by individual and management only; less room for professional judgement. Must pay union dues even if one doesn’t support organisation.

34. NURSE MANAGER’S ROLE

35. COLLECTIVE BARGAINING & NATIONAL COMMISSION ON LABOuR National commission on labour states that compulsory adjudication of disputes should be used as last resort, reducing the role of government in maintaining industrial relation and demanding collective effort of management and the union in maintaining good relation. Recommends national bargaining procedure which can satisfy the demands of both the parties must be implemented. The National Commission on labour also gives importance to the role of trade unions in the process of collective bargaining making a legal provision either by a separate legislation or by amending existing enactment for: - compulsory recognition of trade unions and certification of union as bargaining agents. - bargaining in good faith by both employees and unions. - conferring legal validity and legitimacy on collective agreements.

36. RECENT ADVANCEMENT The employer’s perspective on collective bargaining centralization : An Analytical framework September 2005, The International Journal of Human Resource Management. Author : STEFAN ZAGE LMEYER This research has largely focused on macro-level factor. The role of microlevel determinants has still not been systematically scrutinized. This article develops a multi-disciplinary framework for analyzing the employer’s perspective on collective bargaining centralisation and discusses the advantages and disadvantages of different forms and levels of collective bargaining from the perspective of management, the focus being on the comparison between the single-employer and multi-employer collective bargaining. This framework can be used for quantitative and qualitative empirical research as well as for discussions of the costs and benefits of different levels of collective bargaining.

37. BIBLIOGRAPHY BOOKS: I. Clement ; “Management of nursing services & Education”: 2 nd Edition;2015 | Published by Reed Elsevier Pvt. Ltd, New Delhi – 110001; Page no- 297-302. Kaur kamaljit ; “Textbook of Nursing Management & Services”: 1 st Edition; 2013| Published by Jaypee Brother Medical Publishers; Page no. 342-345. Kumari Neelam ; “ A textbook of Management of Nursing Services and Education”: 2011 Edition| Published by S.Vikas & Compare (Medical Publishers) India; Page no. 310-312. INTERNET: https://www.slideshare.net/shwetaPashwan/public-relation-in-nursing https://www.slideshare.net/mustafaabad31/collective-bargaining-for-nursing http://www.slideshare.net/Sujatamohapatra/collective-bargaining-in-nursing