Download GTU MBA 2019 Winter 3rd Sem 2830303 Management Of Industrial Relations And Labour Legislations Question Paper

Download GTU (Gujarat Technological University) MBA 2019 Winter 3rd Sem 2830303 Management Of Industrial Relations And Labour Legislations Previous Question Paper

Page 1 of 4


Seat No.: ________ Enrolment No.___________

GUJARAT TECHNOLOGICAL UNIVERSITY

MBA - SEMESTER ? III EXAMINATION ? WINTER 2019
Subject Code: 2830303 Date: 05-12-2019

Subject Name: Management of Industrial Relations and
Labour Legislations

Time: 10:30 AM TO 1.30 PM Total Marks: 70

Instructions:

1. Attempt all questions.

2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Question Text and Option 6
Q.1 (a) The scope of IR does not include
1.
A. Employer & Employee
relation
B. Employee & Trade Union relation
C. Employee, Employer &
Trade Union relation
D. Employee & Customer relation
2.
Workers participated in Management has _____ objectives
A. Economic B. Psychological
C. Both A & B D None of these
3.
The objectives of Trade Union includes
A. Employee Competition B. Working Condition
C. Recognization &
Participation
D. All of these
4.
Which of the following are the main causes of indiscipline.
A. Wage differentials B. Unreasonable work assignment
C. Non payment of Bonus D. Any of the above
5.
Which of the following is not the most important aspects of the process of
collective bargaining

A. Negotiations B. Confrontations
C. Discussions D. Compromise
6.
Reduction of labour force is called
A. Termination B. Retrenchment
C. Layoff D. Right sizing


Q.1 (b) Define terms
- Social security
- Lay-off
- Lockout
- Productivity
04
Q.1 (c) What is collective bargaining?. Explain its process 04

Q.2 (a) What do you mean by Industrial Disputes?. What are the legal provisions
concerning Strikes and Lockouts.
07
(b) What do you mean by ?Discipline?. In what ways the positive approach to
managing discipline more effective than the legal approach.
07


OR
FirstRanker.com - FirstRanker's Choice
Page 1 of 4


Seat No.: ________ Enrolment No.___________

GUJARAT TECHNOLOGICAL UNIVERSITY

MBA - SEMESTER ? III EXAMINATION ? WINTER 2019
Subject Code: 2830303 Date: 05-12-2019

Subject Name: Management of Industrial Relations and
Labour Legislations

Time: 10:30 AM TO 1.30 PM Total Marks: 70

Instructions:

1. Attempt all questions.

2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Question Text and Option 6
Q.1 (a) The scope of IR does not include
1.
A. Employer & Employee
relation
B. Employee & Trade Union relation
C. Employee, Employer &
Trade Union relation
D. Employee & Customer relation
2.
Workers participated in Management has _____ objectives
A. Economic B. Psychological
C. Both A & B D None of these
3.
The objectives of Trade Union includes
A. Employee Competition B. Working Condition
C. Recognization &
Participation
D. All of these
4.
Which of the following are the main causes of indiscipline.
A. Wage differentials B. Unreasonable work assignment
C. Non payment of Bonus D. Any of the above
5.
Which of the following is not the most important aspects of the process of
collective bargaining

A. Negotiations B. Confrontations
C. Discussions D. Compromise
6.
Reduction of labour force is called
A. Termination B. Retrenchment
C. Layoff D. Right sizing


Q.1 (b) Define terms
- Social security
- Lay-off
- Lockout
- Productivity
04
Q.1 (c) What is collective bargaining?. Explain its process 04

Q.2 (a) What do you mean by Industrial Disputes?. What are the legal provisions
concerning Strikes and Lockouts.
07
(b) What do you mean by ?Discipline?. In what ways the positive approach to
managing discipline more effective than the legal approach.
07


OR
Page 2 of 4

(b) What are the silent features of Trade Union Act 1926?. Explain the
procedure of registration of Trade Union.
07

Q.3 (a) ?The concept of workers participation management leads to healthier
industrial relations?. Comment. Explain the concept of WPM.
07
(b) Write a note on ?Gandhian Approach? towards Industrial Relations. 07
OR
Q.3 (a) Define the ?Factory?. Explain the provision regarding the welfare of
workers as per the Factory Act 1948
07
(b) Mention the objectives of the Shop & Establishment Act 1948. What are
the important provisions regarding employment of children, young
person?s and women in this Act?.
07

Q.4 (a) Define the term ?Retrenchment?. Explain the conditions precedent to
Retrenchment of workmen.
07
(b) Define the ?Contract Labour?. Explain the prohibition of employment of
contract labour.
07
OR
Q.4 (a) Explain the term Standing Orders. Why are they called so?. Mention some
major items converted in the Standing Order as per Industrial Employment
(Standing Order) Act, 1946.
07
(b) Explain various stages of Grievance Handling Mechanism within an
organization.
07

Q.5 Star is a Multinational Company, which is specialized in food processing
has been operating in India for about 3 decades. The Company has recently
decided to expand its production. It was decided to shift the factory to a
new location about 20 kilometers away from its present site. As the
workers transferred to the new site were living in town, the union
demanded an increase of Rs. 60/- per month in the salary, but the
Company offered to give Rs. 25/- only to cover the transport cost.

When the plant was being shifted to the new site, negotiations went on
uninterrupted between the Management and the Union on this issue.
However both the parties could not come to a settlement even after 6
months.

The Management was firm on their decision even though the union
indicated some flexibility. The Union refused to compromise fully on the
issue. They adopted go-slow tactics to pressurize the Management. The
production went down drastically, but still the Management was firm on
their stand. In the meanwhile the Management charge-sheeted some of the
Trade Union leaders and suspended them pending enquiry.

Questions:
a) Analyze the case given above and elucidate the problem and
causes.
b) Do you justify the Management?s decision? If Yes/No- why?
c) Are the workers right in their approach? Comment.
d) As a General Manager ? HR of this Company how would you
resolve the Problem?

14
OR

FirstRanker.com - FirstRanker's Choice
Page 1 of 4


Seat No.: ________ Enrolment No.___________

GUJARAT TECHNOLOGICAL UNIVERSITY

MBA - SEMESTER ? III EXAMINATION ? WINTER 2019
Subject Code: 2830303 Date: 05-12-2019

Subject Name: Management of Industrial Relations and
Labour Legislations

Time: 10:30 AM TO 1.30 PM Total Marks: 70

Instructions:

1. Attempt all questions.

2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Question Text and Option 6
Q.1 (a) The scope of IR does not include
1.
A. Employer & Employee
relation
B. Employee & Trade Union relation
C. Employee, Employer &
Trade Union relation
D. Employee & Customer relation
2.
Workers participated in Management has _____ objectives
A. Economic B. Psychological
C. Both A & B D None of these
3.
The objectives of Trade Union includes
A. Employee Competition B. Working Condition
C. Recognization &
Participation
D. All of these
4.
Which of the following are the main causes of indiscipline.
A. Wage differentials B. Unreasonable work assignment
C. Non payment of Bonus D. Any of the above
5.
Which of the following is not the most important aspects of the process of
collective bargaining

A. Negotiations B. Confrontations
C. Discussions D. Compromise
6.
Reduction of labour force is called
A. Termination B. Retrenchment
C. Layoff D. Right sizing


Q.1 (b) Define terms
- Social security
- Lay-off
- Lockout
- Productivity
04
Q.1 (c) What is collective bargaining?. Explain its process 04

Q.2 (a) What do you mean by Industrial Disputes?. What are the legal provisions
concerning Strikes and Lockouts.
07
(b) What do you mean by ?Discipline?. In what ways the positive approach to
managing discipline more effective than the legal approach.
07


OR
Page 2 of 4

(b) What are the silent features of Trade Union Act 1926?. Explain the
procedure of registration of Trade Union.
07

Q.3 (a) ?The concept of workers participation management leads to healthier
industrial relations?. Comment. Explain the concept of WPM.
07
(b) Write a note on ?Gandhian Approach? towards Industrial Relations. 07
OR
Q.3 (a) Define the ?Factory?. Explain the provision regarding the welfare of
workers as per the Factory Act 1948
07
(b) Mention the objectives of the Shop & Establishment Act 1948. What are
the important provisions regarding employment of children, young
person?s and women in this Act?.
07

Q.4 (a) Define the term ?Retrenchment?. Explain the conditions precedent to
Retrenchment of workmen.
07
(b) Define the ?Contract Labour?. Explain the prohibition of employment of
contract labour.
07
OR
Q.4 (a) Explain the term Standing Orders. Why are they called so?. Mention some
major items converted in the Standing Order as per Industrial Employment
(Standing Order) Act, 1946.
07
(b) Explain various stages of Grievance Handling Mechanism within an
organization.
07

Q.5 Star is a Multinational Company, which is specialized in food processing
has been operating in India for about 3 decades. The Company has recently
decided to expand its production. It was decided to shift the factory to a
new location about 20 kilometers away from its present site. As the
workers transferred to the new site were living in town, the union
demanded an increase of Rs. 60/- per month in the salary, but the
Company offered to give Rs. 25/- only to cover the transport cost.

When the plant was being shifted to the new site, negotiations went on
uninterrupted between the Management and the Union on this issue.
However both the parties could not come to a settlement even after 6
months.

The Management was firm on their decision even though the union
indicated some flexibility. The Union refused to compromise fully on the
issue. They adopted go-slow tactics to pressurize the Management. The
production went down drastically, but still the Management was firm on
their stand. In the meanwhile the Management charge-sheeted some of the
Trade Union leaders and suspended them pending enquiry.

Questions:
a) Analyze the case given above and elucidate the problem and
causes.
b) Do you justify the Management?s decision? If Yes/No- why?
c) Are the workers right in their approach? Comment.
d) As a General Manager ? HR of this Company how would you
resolve the Problem?

14
OR

Page 3 of 4

Q.5 On January 08, 2006, Toyota Kirloskar Motor Private Limited (TKM)
announced an indefinite lockout of its vehicle manufacturing plant at
Bidadi located near Bangalore, Karnataka. The decision was taken
following a strike, which had entered its third day, by the Toyota Kirloskar
Motor Employees Union (Employee Union), the only company recognized
union. The lockout notice stated that the strike was illegal as the Employee
Union did not give the mandatory 14 day notice period as per Industrial
Disputes Act, 1947.It also stated that the workers were indulging in
violence and destruction.

TKM was a joint venture, established in 1997, between Toyota Motor
Corporation (Toyota), Japan's largest car company and the second-largest
car manufacturer in the world, and the Kirloskar Group of India. Toyota
holds an 89% equity stake and while the Kirloskar Group holds the
remaining 11%.Toyota has invested nearly US$ 336 million (INR 15
billion) in the plant with capacity of producing 60,000 units per year.
Toyota manufactures its world famous cars like Corolla, Camry and
Innova at the plant. The plant had a total workforce of 2,378 out of which
around 1,550 employees belonged to the Employee Union.

On January 06, 2006, the Employee Union went on strike with the demand
to reinstate three dismissed employees, ten suspended employees, and
improve the work conditions at the plant. These employees had been
dismissed and suspended by the company, on disciplinary rounds, for
attacking a supervisor and misconduct. TKM declared that it would not
rehire nor reinstate those employees culminating in the strike and lockout.
TKM made several serious allegations against the Employee Union.

The company said that the striking workers were threatening to blow up
LPG gas cylinders in the company premises, obstructing the outward
movement of manufactured vehicles, illegally stopping production, and
manhandling other workers, who were not part of the Employee Union, to
strike. In response, the Employee Union said that three employees were
dismissed because they were actively participating in trade union activities
and the company wanted to suppress the trade union. They further said that
working conditions at the plant were inhuman and 'slave-like'. They were
often made to stretch their working hours without sufficient relaxation and
compensation. The issue took a new turn when representatives from the
management at TKM refused to attend a meeting before the Labor
Commissioner on January 09, 2006 for resolving the dispute with the
union. The company said that the atmosphere was not conductive for talks
as the Employee Union was in a violent and agitated mood. Though, the
company appealed for two weeks? time to appear before the Labor
Commissioner so that situation could become stable, they were given time
only till January 12, 2006. The Employee Union got support from various
trade unions and demanded the intervention of the state government to
help resolve the dispute in their favor.

14
FirstRanker.com - FirstRanker's Choice
Page 1 of 4


Seat No.: ________ Enrolment No.___________

GUJARAT TECHNOLOGICAL UNIVERSITY

MBA - SEMESTER ? III EXAMINATION ? WINTER 2019
Subject Code: 2830303 Date: 05-12-2019

Subject Name: Management of Industrial Relations and
Labour Legislations

Time: 10:30 AM TO 1.30 PM Total Marks: 70

Instructions:

1. Attempt all questions.

2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Question Text and Option 6
Q.1 (a) The scope of IR does not include
1.
A. Employer & Employee
relation
B. Employee & Trade Union relation
C. Employee, Employer &
Trade Union relation
D. Employee & Customer relation
2.
Workers participated in Management has _____ objectives
A. Economic B. Psychological
C. Both A & B D None of these
3.
The objectives of Trade Union includes
A. Employee Competition B. Working Condition
C. Recognization &
Participation
D. All of these
4.
Which of the following are the main causes of indiscipline.
A. Wage differentials B. Unreasonable work assignment
C. Non payment of Bonus D. Any of the above
5.
Which of the following is not the most important aspects of the process of
collective bargaining

A. Negotiations B. Confrontations
C. Discussions D. Compromise
6.
Reduction of labour force is called
A. Termination B. Retrenchment
C. Layoff D. Right sizing


Q.1 (b) Define terms
- Social security
- Lay-off
- Lockout
- Productivity
04
Q.1 (c) What is collective bargaining?. Explain its process 04

Q.2 (a) What do you mean by Industrial Disputes?. What are the legal provisions
concerning Strikes and Lockouts.
07
(b) What do you mean by ?Discipline?. In what ways the positive approach to
managing discipline more effective than the legal approach.
07


OR
Page 2 of 4

(b) What are the silent features of Trade Union Act 1926?. Explain the
procedure of registration of Trade Union.
07

Q.3 (a) ?The concept of workers participation management leads to healthier
industrial relations?. Comment. Explain the concept of WPM.
07
(b) Write a note on ?Gandhian Approach? towards Industrial Relations. 07
OR
Q.3 (a) Define the ?Factory?. Explain the provision regarding the welfare of
workers as per the Factory Act 1948
07
(b) Mention the objectives of the Shop & Establishment Act 1948. What are
the important provisions regarding employment of children, young
person?s and women in this Act?.
07

Q.4 (a) Define the term ?Retrenchment?. Explain the conditions precedent to
Retrenchment of workmen.
07
(b) Define the ?Contract Labour?. Explain the prohibition of employment of
contract labour.
07
OR
Q.4 (a) Explain the term Standing Orders. Why are they called so?. Mention some
major items converted in the Standing Order as per Industrial Employment
(Standing Order) Act, 1946.
07
(b) Explain various stages of Grievance Handling Mechanism within an
organization.
07

Q.5 Star is a Multinational Company, which is specialized in food processing
has been operating in India for about 3 decades. The Company has recently
decided to expand its production. It was decided to shift the factory to a
new location about 20 kilometers away from its present site. As the
workers transferred to the new site were living in town, the union
demanded an increase of Rs. 60/- per month in the salary, but the
Company offered to give Rs. 25/- only to cover the transport cost.

When the plant was being shifted to the new site, negotiations went on
uninterrupted between the Management and the Union on this issue.
However both the parties could not come to a settlement even after 6
months.

The Management was firm on their decision even though the union
indicated some flexibility. The Union refused to compromise fully on the
issue. They adopted go-slow tactics to pressurize the Management. The
production went down drastically, but still the Management was firm on
their stand. In the meanwhile the Management charge-sheeted some of the
Trade Union leaders and suspended them pending enquiry.

Questions:
a) Analyze the case given above and elucidate the problem and
causes.
b) Do you justify the Management?s decision? If Yes/No- why?
c) Are the workers right in their approach? Comment.
d) As a General Manager ? HR of this Company how would you
resolve the Problem?

14
OR

Page 3 of 4

Q.5 On January 08, 2006, Toyota Kirloskar Motor Private Limited (TKM)
announced an indefinite lockout of its vehicle manufacturing plant at
Bidadi located near Bangalore, Karnataka. The decision was taken
following a strike, which had entered its third day, by the Toyota Kirloskar
Motor Employees Union (Employee Union), the only company recognized
union. The lockout notice stated that the strike was illegal as the Employee
Union did not give the mandatory 14 day notice period as per Industrial
Disputes Act, 1947.It also stated that the workers were indulging in
violence and destruction.

TKM was a joint venture, established in 1997, between Toyota Motor
Corporation (Toyota), Japan's largest car company and the second-largest
car manufacturer in the world, and the Kirloskar Group of India. Toyota
holds an 89% equity stake and while the Kirloskar Group holds the
remaining 11%.Toyota has invested nearly US$ 336 million (INR 15
billion) in the plant with capacity of producing 60,000 units per year.
Toyota manufactures its world famous cars like Corolla, Camry and
Innova at the plant. The plant had a total workforce of 2,378 out of which
around 1,550 employees belonged to the Employee Union.

On January 06, 2006, the Employee Union went on strike with the demand
to reinstate three dismissed employees, ten suspended employees, and
improve the work conditions at the plant. These employees had been
dismissed and suspended by the company, on disciplinary rounds, for
attacking a supervisor and misconduct. TKM declared that it would not
rehire nor reinstate those employees culminating in the strike and lockout.
TKM made several serious allegations against the Employee Union.

The company said that the striking workers were threatening to blow up
LPG gas cylinders in the company premises, obstructing the outward
movement of manufactured vehicles, illegally stopping production, and
manhandling other workers, who were not part of the Employee Union, to
strike. In response, the Employee Union said that three employees were
dismissed because they were actively participating in trade union activities
and the company wanted to suppress the trade union. They further said that
working conditions at the plant were inhuman and 'slave-like'. They were
often made to stretch their working hours without sufficient relaxation and
compensation. The issue took a new turn when representatives from the
management at TKM refused to attend a meeting before the Labor
Commissioner on January 09, 2006 for resolving the dispute with the
union. The company said that the atmosphere was not conductive for talks
as the Employee Union was in a violent and agitated mood. Though, the
company appealed for two weeks? time to appear before the Labor
Commissioner so that situation could become stable, they were given time
only till January 12, 2006. The Employee Union got support from various
trade unions and demanded the intervention of the state government to
help resolve the dispute in their favor.

14
Page 4 of 4

TKM continued with partial production of vehicles with the help of non-
unionized workers and the management staff, who were specially trained
for these kinds of emergencies. However, the company's output had fallen
from 92 vehicles per day to 30 vehicles with an estimated production loss
of around INR 700 million. The Company lifted the lockout on January
21, 2006 stating that it was responding to the request from workers who
eager to return to work. The workers were required to sign a good conduct
undertaking to maintain discipline and ensure full production. The
Employee Union relented and withdrew their strike following a
Government Order on January 21, 2006, which was against the strike and
referred the issue to the third Additional Labor Court.

However, the union said that they would not sign the good conduct
declaration specified by TKM. The unrest had other ramifications as the
Toyota spokesperson said that the company would rethink its recent
decision to build a second car manufacturing plant in the state. It was also
felt that this incident would seriously affect the Karnataka Government's
efforts in trying to attract Volkswagen to establish a vehicle manufacturing
plant in the state. This was the second dispute involving a Japanese vehicle
manufacturer and trade unions in India. Earlier in July 2005, workers of
Honda Motor & Scooters India Limited had a violent clash with the police
at Gurgaon, near New Delhi, resulting in a revenue loss of around INR1.25
billion for the company.

This recent rise in trade union activism resulting in violence and business
loss has attracted the attention of the national and international media.
With around US$ 2 billion equity investment since 1991, Japan was the
fourth largest investor in India. During the Honda incident, the Japanese
ambassador in India had stated that these kinds of incidents would show
India in poor light. Discuss following Issues:

1) Understand the factors that lead to strikes and lockouts at a factory and
the impact of such happenings on the employees and the company
2) Study HR policies adopted by organizations to prevent labor unrest at
the workplace
3) Examine the role played by the top management in ensuring peaceful
working environment
4) Analyze the role of external parties such as trade unions



*************
FirstRanker.com - FirstRanker's Choice