Factors That Lead to the Achievement of Industrial Harmony, That Create the Environment for Best Practices in Management
CHAPTER 1 INTRODUCTION
1. Introduction
Industrial harmony has been viewed as an abstract concept. It is ideal and its existence is not felt in most organizations, as they are unstable and chaotic, resulting in tense working environment. This has been shown by the fact that most employers tend to believe they are the only ones who can be wronged. They overlook the fact that some of their practices could compromise relations with their employees. Management’s focus has been on the disciplinary matters as a way of setting the tone of labour relations. In as much as the disciplinary aspect is essential, so is the grievance resolution aspect of managing relationships at the workplace. The labour relationship, as it exists has its own expectations that can either be fulfilled or ignored. Such a scenario brings out clearly that each party in the labour relationship is bound to be dissatisfied. It is therefore imperative that the grievance management system in any workplace be seriously and properly handled as it impacts greatly on the industrial harmony.
The chapter covers the background of the study, statement of the problem, purpose of the study, research questions, significance of the study, assumptions, definition of terms, scope of study and limitations. 1. Background of Study Sino-Zimbabwe Cement Company (SZCC) is a joint venture between China Building Materials Corporation (CBMC) of China and Industrial Development Corporation (IDC) of Zimbabwe. It is a well established cement manufacturing organization. The plant started operating in 2001. As has been noted about the organization’s commencement, it has to be realized that the organization is still in its infancy stage, hence a lot of loop holes have been picked out pertaining to industrial harmony.
It has been noted that the language difference also affect the relaying of grievances to superiors, especially in a situation where the strategic and influential positions are occupied by the Chinese
1. Introduction
Industrial harmony has been viewed as an abstract concept. It is ideal and its existence is not felt in most organizations, as they are unstable and chaotic, resulting in tense working environment. This has been shown by the fact that most employers tend to believe they are the only ones who can be wronged. They overlook the fact that some of their practices could compromise relations with their employees. Management’s focus has been on the disciplinary matters as a way of setting the tone of labour relations. In as much as the disciplinary aspect is essential, so is the grievance resolution aspect of managing relationships at the workplace. The labour relationship, as it exists has its own expectations that can either be fulfilled or ignored. Such a scenario brings out clearly that each party in the labour relationship is bound to be dissatisfied. It is therefore imperative that the grievance management system in any workplace be seriously and properly handled as it impacts greatly on the industrial harmony.
The chapter covers the background of the study, statement of the problem, purpose of the study, research questions, significance of the study, assumptions, definition of terms, scope of study and limitations. 1. Background of Study Sino-Zimbabwe Cement Company (SZCC) is a joint venture between China Building Materials Corporation (CBMC) of China and Industrial Development Corporation (IDC) of Zimbabwe. It is a well established cement manufacturing organization. The plant started operating in 2001. As has been noted about the organization’s commencement, it has to be realized that the organization is still in its infancy stage, hence a lot of loop holes have been picked out pertaining to industrial harmony.
It has been noted that the language difference also affect the relaying of grievances to superiors, especially in a situation where the strategic and influential positions are occupied by the Chinese
References: Appleby R.C (1994), Modern Business Administration, Prentice Hall International London Beach, D S (1978) Personnel: Management of People at Work, Prentice Hall, New Jersey. Buckley and Caple (2000) Theory & Practice of Training, Prentice Hall International Cole Daft RL (2007) Organization theory and design -USA Drucker, P (1987), The Frontier of Management, William Heinemann Ltd London Hackett, P (1979) Success in Management: Personnel. John Murray (Publishers) Ltd: London Jubenkanda R.R (2004) Human Resources Management, ZOU Module, Harare Kreitner and Kinnick (1989) Management, New Jersey Prentice Hall Kurt Lewin (1999) Resolving Social Conflicts, Prentice-Hall International, New Jersey Mager and Pipe (1976) Analyzing Performance Problems-New York Maslow, Hertzberg (1959)-Motivation at Work Amazon, Amazon-UK Nduna D. J (2003) Management and Organisational Behaviour, ZOU,Module, Harare Nyamuda P (2002) Leadership in Organisations, ZOU Module, Harare Plunkett and Attner (1993) Introduction to Management Winthrop Publishers, INC, USA Robbins SP, Coulter M,(1996) Management, Prentice Hall International, New Jersey Robbin SP (2001), Organisational Behavior. Upper Saddle River. Prentice Hall Sambureni N.T, Mudyawabikwa P.(2003) Introduction to Industrial Labour and Relations, ZOU Module, Harare Stoner J F, Wankel C (1986) Management, Prentice-Hall International, New Jersey Thompson AA, Strickland AJ, (1998), Strategic Management, Concepts and Cases William. EB (1981) Public Organisation Behaviour and Development,