Rectify The Problem Of Formal Communication Commerce Essay

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The data shows that the Maruti has faced major strike during the last thirteen months and strike is basically because the problem of communication gap between the management and workers.

Till last decade Maruti is did not face any major strike except in the year 2000. In 2000 the strike run for around 90 days and in past thirteen months Maruti has five major strike . The last strike in the maruti lasted for 13 days and this strike lead to heavy loss .

The main problem is the labour force being divided into permanent workers which constitute about 60% of the workforce and rest being the contract workers.

Around 2000-3000 are the workers who are working in Maruti on a single day and more than thousand are contract workers . Contract workers are paid less than the permanent workers which was the main concern.

The other major problem that Maruti faced was the Communication Barriers between the labour and the management of the company. It was seen from the statements and the actions of the management that a communication barrier was included in both the downward and the upward communication channels of the company.

The major observation of the data is presence of grapevine in the organization, another problem is the closed door policy lack of formal communication.

TO RECTIFY THE PROBLEM OF FORMAL COMMUNICATION BETWEEN THE MANAGEMENT AND WORKERS IN MARUTI SUZUKI

BASED ON A STUDY OF 2011 AND 2012

INTRODUCTION

1.1 Problem Statement

To rectify the problem of the formal communication between the management and workers in Maruti Suzuki .

Factors of the problem statement

Internal Communication

External Communication

Upward Communication

Downward Communication

Grapevine

1.3 Framing a Hypothesis

Are there any barriers which company facing and what they are doing to improve it.

Strikes is the major problem or not .

How is relationship between the subordinates and supervisors.

COMPANY PROFILE

Suzuki Motor Corporation is situated in Japan and it is the Holding Company of Maruti Suzuki India Limited with the share ownership of more than 54%. Earlier Maruti Suzuki India Ltd. was known as Maruti Udyog Limited. Maruti have occupied a large market share and is the leader of the Indian car market for over twenty years. It has assembling cum manufacturing units at Manesar and Gurgaon which have the production capacity of over 1.5 million vehicles annually.

Maruti has around 15 brands consisting of more than 150 models. It has a large variety of cars which includes Swift, Ritz, DZire, Ertiga, The Classic Maruti 800, Alto, Baleno and many others.

Maruti Suzuki is a strong believer of eco-friendly vehicles and thus in an environment friendly initiative, it introduced in India for the first time factory fitted CNG option in its 5 Models in August 2010. It is the only company in India to produced over 10 million vehicles since the roll out of its first vehicle on 14thDecember, 1983.

According to the records(31st March, 2012) the company employed more than 9000 people. It has also been given the top position for 12 successive years in customer satisfaction according to JD Power Survey. Maruti Suzuki also exports cars to several countries in Europe, Asia, Latin America, Africa and Oceania. (Maruti Suzuki,n.d).

 

The Manesar Production Plant of Maruti Suzuki has the area of more than 600 acres and was inaugurated in February 2007. The initial production capacity of this plant was of 100,000 vehicles annually which increased to 300,000 vehicles annually in October 2008 and finally the present capacity is 550,000 vehicles annually. Models produced in  the Manesar plant are Ritz, SX4, Swift, DZire and A-Star.

THE HISTORY OF STRIKES IN MARUTI SUZUKI INDIA LTD.

Maruti Suzuki has relatively enjoyed good relationships with the labour force and the unions. Though the company has faced labour strikes thrice in the ten year period from 1991-2001 mainly because of demand for more wages. But in the last thirteen months Maruti Suzuki has faced five strikes and shutdown of its production facilities in Gurgaon and Manesar.

3.1 STRIKES IN THE PERIOD

1991-2012

2002-2012

April 1995

Duration 3 Days

Reason Wages Demand

June 2011

Duration 13 Days

Reason To Form A New Independent

Union For Manesar Facility

March 1998

Duration 2 Days

Reason Local Issues Of Workers

August 2011

Duration 33 Days

Reason Workers Refusal To Sign "Good

Conduct Bond"

October 2000

Duration 89 Days (LONGEST STRIKE AT

MARUTI)

Reason Wages Demand

September 2011

Duration 2 Days

Reason Support For The Manesar

Striking Workers

October 2011

Duration 14 Days

Reason To Restore The Services Of

1100 Contract Workers

July 2012

Duration 12 Days

Reason Castist Remarks Between

Management And Workers

As It is clear from the above table something has terribly gone wrong between the management and the labours in the Maruti's Gurgaon and Manesar Production facility between June 2011 and August 2012. (KK&Chauhan,2011).

3.2 STORY BEHIND THE LAST THIRTEEN MONTHS

The last major strike by the Maruti Workers took place in October 2000 demanding hike in wages which resulted in a 3 month shutdown of Maruti's production facility. For the next Decade Maruti enjoyed a healthy relationship between the management and the labours. The problem started towards the end of 2010 or early 2011 when demand for separate trade union for the Manesar production facility arose. The company persuaded the Manesar workers to be a part of the present union. In may 2011 company announced the election for the labour union with a proposed new chapter for the Manesar workers to be held on July 18th. Though when the election took placed the Manesar workers boycotted it.

The agitation started and the Manesar workers struck work at 4:00 pm on 4th June. This agitation and subsequent strike by the workers was called as "THE FIRST OCCUPATION" which lasted for 13 days from 4th June to 17th June.

Workers accused that the company officials were forcing them to sign an affidavit stating that they were happy with the Gurgaon Union and do not want a new Union for the Manesar production facility. (The Economic Times,2011).

The company denied this and stated that some of the workers were taking the signatures of others for the purpose of forming a union during the work hours and the supervisors objected to this resulting in suspension of 11 workers. On June 6th the workers organized a strike as the 11 workers who were suspended included 4 Office Bearers of the proposed Union and this strike went on till 16th June when the management finally revoked the suspension of the 11 workers. After the strike was over Maruti went on a Damage Control Mode. To encourage the workers to speak freely about their problems the company brought in spiritual organization Brahamkumari and external trainers to train them.

Management then accused that the 11 workers who were earlier suspended interfered with the company production process and defied all the rules of the shop floors and asked the workers to follow their orders instead of the supervisors. Although the workers denied these acquisitions but production of cars fell rapidly from 1200 units per day to 700 per day and then further to 400 units per day on the last 2 days of August. Out of the output produced only 95% cleared the quality control check and the company accused that the workers were sabotaging the cars on purpose.

On August 29, the company locked the factory and demanded workers to sign a 'good-conduct bond' and suspended 18 trainees and 44 regular workers for sabotaging the production of the company. The workers said that the allegations made by the management of the company about sabotaging and damaging the cars were false and were made to force the 'good-conduct bond' on them. The workers declined to sign the good-conduct bond and started a second round of protest outside the factory gates which eventually lasted for 33 days. During this period the company started to work on the negotiations with the workers and to pressurize the workers on strike also started production with 170 workers who signed the bonds and the rest by hired contract labour. The production of the company at the starting of the second strike was only 50% of its capacity i.e. 600 cars per day but it gradually increased to 800 cars per day. By the end of the second half of the strike the management had the upper hands in the negotiations and the workers were starting to tire raising serious questions about the need of such a prolonged strike. Finally when the negotiations were over on October 1st and the two sides reached a conclusion according to which the workers agreed sign the 'good-conduct bond' and in return the company reinstated 18 trainees and the 44 regular workers who were earlier dismissed were now put into suspension and internal investigation was put on them. (KK&Chauhan,2011).

When the work started on October 3rd The Company, the management allowed only 170 contract workers to enter the Company's Premises and denied entry to 1200 workers who participated in the strike. This and few other factors such as transfers of workers from one job to another and the suspension of bus service made the workers feel violated and exploited from the management and gave way to a second strike which was called "THE SECOND OCCUPATION" and it lasted for seven days from 7th October to 14th October.

During this period the workers working for Maruti Suzuki in Manesar, Suzuki Powertrain, Suzuki Castings and Suzuki Motorcycles came in support of the temporary workers working for the Parent Company Maruti Suzuki India ltd. At this stage there are around 1500 workers inside and 1000 workers outside the factory gates protesting against the Company. The company suspended 10 workers and 5 trainees and evict another 100 from inside its plant premises. The production during this period falls from 2800 units per day to 1000 units per day and subsequently on 12th October falls to 600 units per day. On 13th October the company announced that it will shut down the plant as does not have spare parts to produce the cars because of the 5 day long strike at Suzuki Powertrain. This in turns leads to shutting down of plants of the suppliers of Maruti Suzuki. At this point the Police enters the plant with the strength of 1500-2500 cops and Late that night the workers leave the factory and continue their strike outside the factory. On October 15th the workers from Maruti Powertrain and Suzuki Motorcycles also end their occupation and continue their strike outside the factory.

The strike continues till 21st October until the management reinstated 64 permanent workers but 33 workers remain suspended. They also promise to hire 1200 contract workers and resume the Bus Service which got suspended on the 3rd October. The company also set up a "grievance committee" and "labour welfare committee" with equal representations from the management and the workers. On 22nd October the production of cars in The Company's Production Facility in Manesar resumes.

Though the matter between the management and the labours seemed to have been solved after the negotiations took place on 21st October but barely eight months after the long strike resolved, the company is faced another agitation between the workers and the management. This time it is not because of wage hike or union related problem, but because of the strife between one worker and his supervisor.

It all started on July 18 when a supervisor made a castiest remark against a permanent worker, who belonged to the schedule caste category and when he opposed, the worker was slapped and physically assaulted and was finally suspended. On the other hand the management claimed that the worker had beaten the supervisor and the union prevented the management from taking any disciplinary action and that they instead prevented the executives from leaving the factory and held them hostage. (Sharma, 2012).

After this incident there were violent fights between the workers and the management which resulted in the death of the General Manager, Human Resources Mr. Avnish Kumar Dev and injury of nearly 100 executives including managers and foreign nationals and damaged the property of the company setting fire in various parts of the plant turning a basic act of stupidity into a riot.

On 21st July after Three days of violence and strike by the workers the management declared an indefinite lockout in the plant. Till now Police has arrested 114 workers including 10 office bearers of The Maruti Suzuki Workers Union, including its president Ram Meher and Its General Secretary Sarabjit Singh. The Haryana Government has announced the formation of a Special Investigating Team(SIT) to probe into the matter headed by The Assistant Commissioner Of Police Mr. Ravinder Tomar. (ZEEBIZ,2012).

The operations at The Maruti Manesar Plant resumed on 21st August 2012, after a month of lockout. The plant opened amidst heavy security, 1200-1500 policemen were deployed for the security of the production facility among which 540 were from India Reserve Battalion(IRB). Maruti itself has taken the security of the management and labour and formed its own Special Force of 100 personnel which includes ex-servicemen.

On the opening day of the plant the production capacity dropped from 1500-1700 units per day to 150 units per day as only 300 permanent resumed work in a single shift even though there were 3300 employees prior to the riots among which 1528 were permanent. The company also decided to terminate the services of all the workers allegedly involved in violence and riots which includes 500 permanent and 500 contract workers. This incident costed Maruti approximately 10 crores in plant and property damage and over 1400 crores in loss of production.

There are some speculations that even though this incident looked like unplanned but the workers at the plant were planning to attack the supervisor for about a week and have been piling up rods and sticks, the caste slur was just the trigger. Though the police denied any such speculation. (Hindustan Times,2012)

Even with all the agitations between the labour and the management the company has still not lost it's hope in the Manesar Production Facility and The Chairman Mr.R.C.Bhargava, Managing Director & Chairman Mr. Shinzo Nakanishi said that the production in the Manesar Facility will continue and very soon will reach its full production capacity of 5.5 lakhs units per year. (Hindustan Times,2012).

ANALYSING THE PROBLEM

The problem at the Maruti Production Facility is not a single problem that can be defined but it is cluster of small issues which has resulted in such a violent and unethical manner which was earth shattering both to the management and to the people who are associated with Maruti.

The biggest problem of the cluster is the labour force being divided into permanent workers which constitute about 60% of the workforce and rest being the contract workers. There are approximately 2000-3000 workers working in Maruti on any given normal day, out of which more than thousand are contract workers. Whereas a permanent worker in Maruti earns around 17000 rupees in a month a contract worker only makes around 7000 rupees a month. Clear from the figures it creates a disparity in income. The concept of contract workers is not only present in Maruti but it is the reality of the whole auto industry.

The story of Maruti can be seen as a worker friendly association to a company which has started to exploit the workers. To start with, after the slowdown of 2008 and 2009 was over in early 2010 Maruti experienced a high growth in demand, while the company somehow expected the demand to rise but never expected it to be as high as 30%. What made the situation worse was that Maruti did not invest on expansion during the slowdown and in the words of Mr. M.M. Singh, the head of Manufacturing

""Losing market share due to lack of capacity can prove to be the death knell for an auto company,"  (KK&Chauhan,2011).

and as a result Maruti induced a series of measures to meet the demand and avoid "DEATH KNELL OF AN AUTO COMPANY" . These measures included frequent maintenance of machinery, reprogramming and introducing better robots and controlling the assembly line to squeeze out efficiency. The policy worked and there was increase of 40% in the production capacity of the Manesar Plant. The production capacity increased from 2,50,000 units to 3,50,000 per year. This also saved the company approximately 1700 Crore rupees but it resulted in the workers paying the final price. It was this policy that finally resulted in an increased frictional relationship between the management and the employees.

Over the past nine years the profits of the company has increased by 2200%(2001-02 to 2010-11), the salary of the CEO has increased by 419% in four years (2007-08 to 2010-11) and the production of the company increased 400% by just increasing the workforce by 65% and still the real increase in the wages of the workers only rose by 5.5%.But this is not the end of the story, the working conditions of the workers are also tough. During an eight hour shift a workers gets only a thirty minute break for lunch and a seven and a half minute break for tea. During the tea break one has to drink tea use the bathroom and head back to the working station. If late even by a minute one can end up losing half a day's pay and an abusive scolding from the supervisor.

This is just not the problem with Maruti Suzuki India Limited but with the auto industry and needs rapid reforms. The Government needs to address this problem of labour exploitation and make strict labours laws and more importantly implement the same.

The other major problem that Maruti faced was the Communication Barriers between the labour or the workforce and the management of the company. It was evident from the statements and the actions of the management that a communication barrier was present in both the downward and the upward communication channels of the company.

"Hum apna connect kahaan kho gaya? Kya gadbad hua? (how did we lose the connect with our workers? what went wrong?)," Singh said in his opening remarks, in part question, part introspection.

M.M. Singh is the company's head of manufacturing and these were his exact words when he addressed a meeting of the company's functional head of departments. (KK&Chauhan,2011).

One of the major communication barriers in Maruti is the presence of internal and external Grapevine. Grapevine is an informal way of communication which is mostly present in the middle and lower levels of management of a company. If used effectively grapevine can be used by the management for the benefit of the company, but in majority of the cases grapevine hinders the company. It is such a powerful tool of communication as it spreads like wildfire through gossips and creates rumors which may not be true. In case of Maruti grapevines played a major role in creating confusion between the management and the labours. Most of these grapevines or rumors were spread by a fraction of the workforce and members of the already existing trade unions like the All India Trade Union Congress (AITUC) and the Hind Mazdoor Sabha (HMS) for the sole reason of personal gains by people in influential positions. The company was unable to control these rumors and as a result faced bigger problems in finding the solution to the strikes.

Other communication barrier present in Maruti is the Organisational Barrier which includes a closed door policy by the management. According to the labour in Maruti the management is not interested in the problems and grievances faced by the workers but is only interested in making profits and attaining higher efficiency. This may look like a small barrier initially but in the long runs it hampers the organization as it creates a rift between the involved parties. As in the case of Maruti the management may not have considered the small problems of the workers as very important but with the passage of time it created agitation in the workers which resulted in lockouts and strikes and eventually one of the worst strike situation that Maruti has ever faced in its history.

The last major communication barrier present in Maruti is the lack of Formal Communication between the middle and lower management and the workers. In an organization as big as Maruti formal communication is important not only between the upper and middle levels of management but also between workers and lower level of management. In case of Maruti formal communication between the labours and the lower level of management such as the supervisors and floor supervisors is absent. According to the workers supervisors abuse the workers on a regular basis and sometimes physically assault them. The company denies the allegations about the physical abuse but does not deny the fact that the workers are abused by the supervisors.

5.CONCLUSION AND RECOMMENDATION

Maruti has come a long way in India from its establishment in 1981 2012, and in this brief period of time has acquired the biggest market share in the small and medium car segment launching some of the iconic cars in the Indian Auto Industry. But this journey has had its own problems and Maruti was able to overcome them and continue forward striving new grounds of success in quality and customer satisfaction. Even today the company was able to strike an understanding between the management and the workers but to completely overcome the labour problems Maruti needs to take some harsh steps and make some strong reforms in its working style.

5.1CONCLUSION FROM THE QUESTIONNAIRE

From the questionnaire answered by the management, labours, suppliers and the customers of the company it is evident that there is a communication problem present in the structure of the company specially between the lower level of management and the labours and with the customers. The majority of the customers feel that the company should introduce new communication channels and keep the customers updated about the delivery of the product to increase the customer loyalty. As of the management, the company has still not introduced a new communication channel, though the management claims that there is no agitation present in Manesar right now but some workers beg to differ on this point. Some other points of differentiation between the workers and the management was related to the way management is behaving with the workers. While the workers say that it is still the same and no major change can be seen, the management seem feel that it has changed substantially. Even the workers feel that the working conditions have improved but there is still a gap in communication between the management and the workers.

5.2RECOMMENDATION

Suzuki Motor Corporation has established itself as a respectful company all over the world and is it operates in India from its subsidiary Maruti Suzuki India Limited. Suzuki all over the world boosts itself as an employee friendly company, but the working conditions in India is different and Suzuki has not adapted to these conditions perfectly. In the last three decades it has faced some serious labour related problems and the majority of the problems started after 2000. Some of the auto Industry companies that have pioneered the art of labour relationships in India are TATA Motors and TVS Motors. These two companies have never faced any serious labour problems. Tata Group of Industries as a whole group is considered one of the best employers in the country and maintains one of the best employee retention record.

On the Other hand TVS Group Of Industries has never faced a serious labor problem in more than a hundred years after it was first established in 1911. The first company of the group TVS and sons has had a strike free record. TVS motors on the other hand faced a strike in 1992 for a few days but these strikes were supposed to be organized by the external forces and did not create major problems between the management and the workers. The policy followed by the company on labour matters consists of very small but well-organized points such as adopting an open door policy, taking labour viewpoints in major decisions, treating workers like family and putting their interest ahead of the company's interest, honoring the assurances given to the workers etc.

These may look small and inefficient things but they have worked magically for TVS Motor Corporation. Maruti should follow the footsteps of these companies and adopt these policies to avoid further conflicts between the labours and the management to work in complete harmony and peace to realize not just company's goals but the individuals goals of the members of the company and people associated with it.(Madhavan,2011)

APPENDICES

The answers here shows the majority of the responses and not the individual answers of any person.

6.1 QUESTIONNAIRE

6.1.a FOR MANAGEMENT

IS THE LABOUR AGITATION STILL PRESENT IN THE MANESAR PLANT? NO

IF YES, HEN IS IT SUCH A LEVEL THAT IT WORRIES THE MANAGEMENT AND THE TOP MANAGEMENT? NO

IS THE POLICE FORCE STILL DEPLOYED IN THE MANESAR PLANT? YES

HAS THIS AGITATION AFFECTED THE WORKING STYLE OF THE MANAGEMENT PERSONELL? YES

HAS THIS RIOT MADE THE LABOUR AND THE UNION MORE DOMINANT THAN IT WAS BEFORE? YES

WAS THERE ANY TRUTH IN THE ALLEGATIONS MADE BY THE LOBOURS AND UNIONS? YES

IF YES, THEN WAS THE PHYSICAL ABUSE IN ANY CASE JUSTIFIED? NO

DO YOU THINK THAT IN THE NEAR FUTURE, THE RELATIONSHIP BETWEEN MANAGEMENT AND LABOUR WILL EVER REMAIN THE SAME AS IT WAS BEFORE? YES

ARE THE PROMISES MADE BY THE MANAGEMENT FULFILLED? YES

HOW ARE THE FAMILY MEMBERS OF THE SENIOR HR MANAGER COMPENSATED AFTER HIS DEATH? According to his work terms and monetarily

HOW HAS THE RIOTS EFFECTED THE OVERALL IMAGE OF THE MARUTI BRAND? Affected A lot and working on the same

ARE ANY STEPS TAKEN TO RE-BRAND THE MARUTI SUZUKI AS AN EMPLOYER ? YES

IS THERE A NEW POST CREATED TO TACKLE THE LABOUR GRIEVENCES AFTER THIS RIOT ? NO

ARE THERE ANY STEPS BEEN TAKEN TO SOLVE THE LABOUR GRIEVENCES BEFORE IT TURNS INTO AN AGITATION ? YES

ARE THE EMPLOYEES OF THE COMPANY GIVEN NEW DIRECTONS IN THE WAY TO INTERACT WITH EACH OTHER ? YES

IF YES, ARE THESE DIRECTIONS ONLY APPLICABLE IN THE MANESAR PLANT OR ON THE ORGANISATION AS A WHOLE ? ORGANIZATION AS A WHOLE

WAS THE MANAGEMENT SATISFIED WITH THE RESPONSE FROM THE ADMINISTRATION AND THE POLICE ? YES

IF NO, WHAT ELSE WAS EXPECTED FROM THE ADMINISTRATION BY THE MANAGEMENT ?

ARE ANY STEPS TAKEN TO ENSURE THE SAFETY OF THE EMPLOYEES OF THE COMPANY IN CASE SUCH AN INCIDENET HAPPENS AGAIN ? YES

IF YES, DO THESE PLAN INCLUDES THE SAFETY OF THE MANAGEMENT ONLY OR ALSO THE SAFETY OF THE INNOCENT LOWER LEVEL EMPLOYEES ? BOTH

DO YOU THINK THAT THIS INCIDENT COULD HAVE BEEN AVOIDED ? YES

HAS THIS RIOT EFFECTED THE FUTURE PLANS OF THE COMPANY REGARDING ITS OPERATIONS IN INDIA ? YES

HAS THIS RIOT EFFECTED THE PLAN FOR THE UPCOMING PLANT IN GUJRAT ? NO

WHAT WAS THE LOSS TO THE COMPANY DUE TO THE RIOTS FINANCIALLY ? NO Comments

HOW ARE THE INNOCENT EMPLOYEES OF THE COMPANY WHO HAVE SUFFERED DURING THE RIOTS BEING COMPENSATED ? Yes

IN WHAT PERIOD OF TIME WILL THE MANESAR PLANT BE FULLY NORMAL ? One Financial Year

WHAT IS IN STORE FOR THE MANESAR PLANT ?

IS THERE A NEW COMMUNICATION CHANNEL WHICH IS INTRODUCED AFTER THE RIOTS ? NO

6.1.b FOR EMPLOYEES

ARE THE LOBOURS STILL ANGRY EVEN THOUGH THE STRIKE IS OVER ? NO

HAS THIS RIOT OR STRIKE AFFECTED THE RELATIONSHIP BETWEEN THE MANAGEMENT AND THE LOBOURS ? YES

DO THE LABOURS HAVE A MORE DOMINANT POSITIONS NOW ? NO

HAVE THE RIOTS AND STRIKES MADE THE UNIONS MORE POWERFULL ? NO

WAS THE KILLING OF THE SENIOR HR MANAGER IN ANYWAY JUSTIFIED ? NO

DO YOU FEEL THAT THE RIOT WAS BASICALLY DUE TO A FRACTION OF THE LABOURS AND THE UNIONS OR WAS IT REALLY REQUIRED ? NO

HAS THE STRIKE BENEFITTED THE LABOURS IN ANYWAY ? YES

WERE THE PROMISES MADE BY THE MANAGEMENT FULFILLED ? YES

ARE THERE ANY SPECIAL ARRANGEMENTS DONE FOR THE SECUIRTY OF THE EMPLOYEES? YES

HAS THE STRIKE AFFECTED THE WORKING STYLE OF THE MANAGEMENT ? NO

HAS THE STRIKE AFFECTED THE BEHAVIOUR OF THE MANAGEMENT TOWARDS THE EMLOYEES ? NO

WAS A NEW POST FOR LABOUR GRIEVENCES MADE ? YES

DO YOU THINK THAT THE ADMINISTATION PLAYED ITS PART APPROPRIATELY IN HANDLING THE MANESAR RIOTS ? NO

WAS THERE ANY KIND OF POLICE BRUTALITY INVOLVED ? NO

WERE THE INNOCENT LABORS ASSAULTED BY THE POLICE AND ADMINISTRATION ? NO

DO YOU THINK THAT THE COMPANY WAS CORRECT IN SACKING A SUBSTANTIAL PART OF THEIR LABOURS WHO WERE ASSOCIATED WITH COMPANY FOR A LONG TIME ? NO

DO YOU FEEL SAFE WHILE WORKING FOR MARUTI NOW ? YES

WERE THE WORKING CONDITIONS BETTER BEFORE THE STRIKES OR AFTER THE STRIKES? AFTER

WERE THE INNOCENT EMPLOYEES WHO SUFFERED DURING THE RIOTS COMPENSATED IN ANYWAY ? NO

IS THE LIFE INSIDE THE MANESAR PLANT GETTING BACK TO NORMAL ? YES

DO YOU THINK THE LABOURS WHO ARE BEHIND BARS AND ARE PROSCECUTED DESERVED THAT FOR WHAT THEY DID ? YES

DO YOU FEEL BAD FOR WHAT HAS HAPPENED AND THE DEATH OF THE SENIOR HR MANAGER ? YES

ARE THERE ANY COMMUNICATION DIFFERENCE OR PROBLEMS BETWEEN THE EMPLOYEES AND THE MANAGEMENT ? YES

IF YES, WHAT ARE THEY ?

HOW DO YOU THINK THESE COMMUNICATIONS BRRIERS CAN BE OVERCOME ?

6.1.c FOR SUPPLIERS

HAS THE STRIKES AND THE RIOTS IN THE MARUTI'S MANESAR PLANT AFFECTED YOUR RELATIONSHIP WITH THE COMPANY ? YES

IS YOUR CONFIDENCE IN THE MARUTI COMPANY AS A EMPLOYER OR AS A BUSINESS CLIENT SHAKEN ? NO

AS A SUPPLIERS OF MATERIALS TO THE COMPANY'S MANESAR PLANT DO YOU THINK THAT THE STRIKES BY THE LABOURS WAS THE CORRECT DECISION ? YES

HAVE YOU EVER FACED PROBLEMS OF EXPLOITATION BY THE COMPANY ? NO

HAS THE MANAGEMENT EVER IN ANYWAY TROUBLED YOU WHEN IT CAME TO BUSINESS DEALINGS ? NO

DOES THE MANAGEMENT OF THE COMPANY EVER ACT UNPROFESSIONALY WITH YOU ? NO

DO YOU THINK THAT THE MARUTI AS A BRAND IS EFFECTED AFTER THE RIOTS ? YES

IN THE SUPPLIERS MARKET HAS THE CREDIT RATING OF THE MARUTI COMPANY DECREASED AFTER THE RIOTS ? YES

IF YES, THEN HOW MUCH TIME DO YOU THINK IT WILL TAKE FOR THE COMPANY TO ENJOY ITS OLD STATURE? As soon as they recover everything as before

HAS THE STRIKE EFFECTED THE SUPPLIER MARKET AS WELL ? YES

WERE THERE ANY FINANCIAL LOSSES TO THE SUPPLIERS AS WELL ? YES

IF YES, WERE THE SUPPLIERS COMPENSATED IN ANYWAY ? NO

ARE THE WORKING CONDITIONS WITH MARUTI THE SAME AS THEY WERE BEFORE THE STRIKE ? YES

ARE THERE ANY COMMUNICATION DIFFERENCES OR PROBLEMS BETWEEN YOU AND MARUTI ? NO

IF YES, WHAT ARE THEY ?

HOW DO YOU THINK CAN THESE COMMUNICATION BARRIERS BE OVERCOME ?

6.1.d FOR CUSTOMERS

DO YOU THINK THE STRIKE BETWEEN THE MANAGEMENT AND THE LABOURS WAS JUSTIFIED ? YES

FROM ALL THE INFORMATION AVAILABLE TO YOU, WHO DO YOU THINK WAS AT FAULT , THE LABBOUR OR THE MANAGEMENT ? THE MANAGEMENT.

HAS THIS RIOT EFFECTED YOUR PERCEPTION OF THE BRAND MARUTI AS WELL ? YES

IF YES, DO YOU THINK IT WILL BE ABLE TO REGAIN ITS OLD POSITION ? NO

DID YOU BOOK A MARUTI PRODUCT BEFORE THE STRIKES ? YES

HAS THE STRIKE EFFECTED THE PRODUCT YOU ORDERED IN ANYWAY ? YES

IF YES, IS THE COMPANY COMPENSATING YOU IN AN ADEQAUATE MANNER? NO

DO YOU GET PROPER UPDATES ABOUT THE DELIVERY OF YOUR PRODUCT? NO

IS THE COMMUNICATION BETWEEN YOU AND THE COMPANY PROPER ? NO

IF NOT, WHAT IS THE PROBLEM? THEY DON'T UPDATE THEIR CUSTOMER ABOUT THE PRODUCT DELIVERY

WHAT DO YOU SUGGEST SHOULD BE DONE TO OVERCOME IT ? BETTER COMMUNICATION CHANNEL

IS THE SITUATIUON BAD ENOUGH FOR YOU TO CANCEL YOUR ORDER AND GO FOR A DIFFERENT COMPANY? YES

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