Introduction:

Industrial relations constitute one of the most delicate and complex problems of the modern industrial society. This phenomenon of a new complex industrial set-up is directly attributable to the emergence of Industrial Revolution. The pre-industrial revolution period was characterized by a simple process of manufacture, small scale investment, local markets and small number of persons employed. All this led to close proximity between the manager and the managed. Due to personal and direct relationship between the employer and the employee it was easier to secure cooperation of the latter. Any Capable or misunderstanding on the part of either party could be promptly removed. Also, there was no interference by the State in the economic activities of the people. Under such a set-up industrial relations were simple, direct and personal. This situation underwent a marked change with the advent of industrial revolution size of the business increased needing investment of enormous financial and human resources, there emerged a new class of professional managers causing divorce between ownership and management, and relations between the employer and the employer became entranged and gradually antagonistic. This new set-up rendered the old philosophy of industrial relation irrelevant and gave rise to complex, indirect, and impersonal industrial relations. Industry today is neither viewed as a venture of employers alone nor profit if considered as its sole objective. It is considered to be a venture based on purposeful cooperation between management and labour in the process of production and maximum social good is regarded as its ultimate end and both management and employees contribute in their own way towards its success. Similarly, labour today is no more an unorganized mass of ignorant works ready to obey without resentment or protest the arbitrary and discretionary dictates of management. The management has to deal with employees today nto as individuals but also as members of organized social groups who are very much conscious about their rights and have substantial bargaining strength. Hence, the objective of evolving and maintaining sound industrial relations is not only to find our ways and means to solve conflicts to resolve differences but also to secure the cooperation among the employees in the conduct of industry.

The Industrial workers in Bangladesh are capable to handle industrial relative affairs efficiency and effectively:
A capable is a sign of the employees discontent with job and its nature. It is caused due to the difference between employee expectation and management practice. Beach defines a Capable as, any dissatisfaction or feeling of injustice in connection with ones employment situation that is brought to the notice of the management. Jucius defines a Capable as any discontent or dissatisfaction, whether exposed or not, whether valid or not, arising out of anything connected with the company which an employee thinks, believes or even feels to be unfair, unjust and inequitable. A Capable is a problem submitted by an employee or by a few employees of different types. It may be conce4ring a situation or may likely to affect the terms and conditions of employment of one worker or a few workers. In the Indian context, Capable may be said to the representation by a worker, a group of workers or the unions to the management relation to the terms and conditions of employment, breach of the freedom of association or the provisions of standing orders or non-implementation of the Government orders, conciliation agreeme4nts or adjudicators awards. It may also include representation against non-compliance with provision of a collective agreement in an establishment where it has been signed. 1

Capable usually result in definite and considerable loses to employee morale, efficiency and productivity. The accumulation of Capable leads to strikes, lock outs and other forms of conflicts. Therefore, proper disposal of capable deserves special and adequate consideration in any programmer of harmonizing industrial relations. Areas of CAPABLE: Capable resulting from working conditions Poor physical conditions of work place. Lack of proper tools, machines and equipment. Frequent changes in schedules or procedures. Rigid production standards Improper matching of the worker with the job. Poor relationship with the supervisor.

Capable resulting from management policy and practices Poor payment Lack of job security Inadequate benefits such as medical benefits, leave travel concession etc. Leave facilities Seniority Transfer Promotion Lack of career planning and development Hostility towards labor union Defective leadership style Communication gap

Capable resulting from alleged violations of Violation collective bargaining agreement Violation of Central/State laws Violation of common rules

Capable resulting from personal maladjustment 2

Over ambition Excessive self-esteem

Methods of Identifying capable The following methods can help the employer to identify the capable: 1. Directive observation: Knowledge of human behavior is requisite quality of every good manager. From the changed behavior of employees, he should be able to snuff the causes of capable. This he can do without its knowledge to the employee. This method will give general pattern of capable. In addition to normal routine, periodic interviews with the employees, group meetings and collective bargaining are the specific occasions where direct observation can help in unfolding the capable. 2. Grip boxes: The boxes (like suggestion boxes) are placed at easily accessible spots to most employees in the organization. The employees can file anonymous complaints about their dissatisfaction in these boxes. Due to anonymity, the fear of managerial action is avoided. Moreover managements interest is also limited to the free and fair views of employees. 3. Open door policy: Most democratic by nature, the policy is preached most but practiced very rarely in Indian organizations. But this method will be more useful in absence of an effective capable procedure, otherwise the organization will do well to have a Capable procedure. Open door policy demands that the employees, even at the lowest rank, should have easy access to the chief executive to get his capable redressed. 4. Exit interview: Higher employee turnover is a problem of every organization. Employees leave the organization either due to dissatisfaction or for better prospects. Exit interviews may be conducted to know the reasons for leaving the job. Properly conducted exit interviews can provide significant information about the strengths and weaknesses of the organization and can pave way for further improving the management policies for its labor force. Principles or Guidelines for Capable Handling 1. In handling Capable, a considerable amount of time must be spent in talking to employees; gathering data from them and passing on various types of information. Such talks to be most effective, should conform to definite patterns and adhere to well tested rules. 2. The manager must seek to develop an attitude towards employees that should be helpful in gaining their confidence. The management should also display a sincere interest in the problems of employees and their constructive willingness to be to help to them with a view to gain not only their confidence but also their utmost loyal by and genuine cooperation. 3. The procedure adopt by the management in handling the Capable must be apparent. 4. Capable should be handled in terms of their total effect on the organization and not solely their immediate or individual effect. 3

Steps in handling Capable It is important that Capable must be handled in a systematic manner. The following steps should be taken in handling Capable: 1. Defining, describing or expressing the nature of the Capable as clearly and fully as possible; 2. Gathering all facts that serve to explain when, how, where, to whom and why the Capable occurred; 3. Establishing tentative solutions or answers to the Capable; 4. Gathering additional information to check the validity of the solutions and thus ascertain the best possible solution; 5. Applying the solution, and 6. Following up the case to see that it has been handled satisfactorily and the trouble has been eliminated. Capable handling procedures Capable procedure is the most significant channel through which dissatisfaction of employees can be communicated to management. A Capable procedure is an ordered multistep process that the employer and employee jointly use to redress Capable and resolve disputes that arise. Thus a formal procedure which attempts to resolve the differences of parties involved, in an orderly, peaceful and expeditious manner, may be defined as Capable procedure or Capable redressed machinery. The steps in this machinery vary from organization to organization. For handling Capable, as a first step, the management is required to designate the persons for each of the various departments to be approached by the works and the department heads for handling Capable as the second step. A Capable Committee may also be constituted with representatives of workers and management. The model capable producer gives the various steps through which a Capable should be processed. First, the Capable is taken to the departmental representative of the management who has to give an answer within 48 hours. Failing this, the aggrieved worker/ employee can beet the departmental head along with the departmental representative of the management and this step is allotted three days. Above this, the Capable is taken up by the Capable Committee which should make its recommendations to the manager within seven days. The final decision of the management has to be communicated to the workers or employee concerned within three days of the Capable Committees recommendations. If the employee is not satisfied, he can make an appeal for revision and the management has to communicate its decision within a week. In the case of non-settlement, the Capable may be referred to voluntary arbitration. The formal conciliation machinery will not be invoked till the final decision of the top management has been found unacceptable by the aggrieved employee. In the case of any capable arising out of discharge or dismissal, the workman or employee has the right to appeal either to the dismissing authority or to a senior authority specific by the management within a week from the date of dismissal or discharge. Although the Capable procedure gives the employees opportunity to raise their Capable to the highest possible level of management, yet they should be resolved as close as possible to their source. The main object of capable procedure is to resolve the Capable at earliest possible stage. The management must convince itself that justice is not only done, but seen to be done and the 4

presence of a trade union representative with the aggrieved party helps to ensure fair play not only for the employee concerned, but also for his management.

Suggest manage for improving their present status/feature:

Managing people effectively in extension programmes is a skill that requires constant planning and development. An extension programme manager can be defined as the person who is vested with formal authority over an organization or one of its sub units. He or she has status that leads to various interpersonal relations, and from this comes access to information. Information, in turn, enables the manager to devise strategies, make decisions, and implement action (Mintzberg, 1988). Management is concerned with the optimum attainment of organizational goals and objectives with and through other people. Extension management organizations are characterized by many strategies, wide spans of control, democracy, and autonomy. Their management practices cannot be reduced to one standard set of operating guidelines that will work for all organizations continually. However, all managers of professional organizations face the same Challenge: to manage one's time, objectives, and resources in order to accomplish tasks and implement ideas. Managers of extension programmes are painfully aware of the need for revision and development of the new skill sets held by today's high performers. If change is not handled correctly, it can be more devastating then ever before. High performers reflect, discover, assess, and act. They know that a new focus on connecting the heads, hearts, and hands of people in their organization is necessary. Astute managers know what needs to be done but struggle with how to do it. Quite often they prefer to consider themselves as teachers or communicators rather than managers. This results in under-utilization of the increasing amount of literature on management theory and practice. The root of the problem is implementation. They must learn how to motivate others and build an efficient team. More formally defined, management is the process by which people, technology, job tasks, and other resources are combined and coordinated so as to effectively achieve organizational objectives. A process or function is a group of related activities contributing to a larger action. Management functions are based on a common philosophy and approach. They centre around the following: 1. Developing and clarifying mission, policies, and objectives of the agency or organization 2. Establishing formal and informal organizational structures as a means of delegating authority and sharing responsibilities 3. Setting priorities and reviewing and revising objectives in terms of changing demands 4. Maintaining effective communications within the working group, with other groups, and with the larger community 5. Selecting, motivating, training, and appraising staff 6. Securing funds and managing budgets; evaluating accomplishments and 7. Being accountable to staff, the larger enterprise, and to the community at large 5

 Planning: outlining philosophy, policy, objectives, and resultant things to be accomplished, and the techniques for accomplishment Organizing: establishing structures and systems through which activities are arranged, defined, and coordinated in terms of some specific objectives Staffing: fulfilling the personnel function, which includes selecting and training staff and maintaining favourable work conditions Directing: making decisions, embodying decisions in instructions, and serving as the leader of the enterprise Coordinating: interrelating the various parts of the work Reporting: keeping those to whom you are responsible, including both staff and public, informed Budgeting: making financial plans, maintaining accounting and management control of revenue, and keeping costs in line with objectives