ABSTRACT
Crises are inherent in any human enceinte and perform an integral part in any be managed. It generates problems between employees and the management, between groups in the organization and affects the society at large.
The researcher finds out the causes of crises and management of it in our case study Anammco Plc Emene Enugu chasing the working system, non-payment of wages and salary as at when due, non employees participation on matters affecting them, poor working conditions and management insensitive of employees welfare. These result to poor working morals, low productively on the part of the employees.
After analyzing the data collected from both secondary and primary, the researcher suggested or holds that crises can be reduced through two-way communication system, operative open door policy, ensuring good working condition. These preventive approaches were confirmed after testing the hypothesis.
The research methodology employed were questionnaire, collection of relevant textbooks, in all addition, statistical models – Chi-Square is used in calculating the sample size and testing of hypothesis.
It was recommended that management must be sincerely concerned with the welfare of employees, solicit and respect suggesting of employees and must realize that participatory management is the best approach to reduce crises and ensures obedient and higher productivity.
CHAPTER ONE
INTRODUCTIONS
1.1 GENERAL BACKGROUND OF THE STUDY
Industrial /organizational crisis constitute a very important component of the industrial relations system. They can be seen as any disputes between employers and worker or between workers and workers, which is connected with the employment or terms of employment and deployment or terms of work. They involve the pursuit of incompatible on at least seemingly incompatible goods by two or more parties so that gains for one party result in loss for the other. Organizational crisis are usually more exciting to observers and so invariably attract greater attention and comment than peace. As a result in all countries, news papers contain more reports about labour disputes than labour harmony. Keller 1954 holds two views concerning industrial conflict or crises. The harmony. Relation view: holds that conflict is unavoidable and only occurs because of abnormality in a stable and well integrated organization which has restore a natural homoeostasis while the other realistic view: hold that crises is inherent in any human encounter. It performs an integral part in any dynamic social system and is necessary element of change. Dispute is the essence of industrial relations because the structural features of organization necessarily result in tensions among persons on different strata. The industrial relations system consists largely of maintaining a balance among these tensions in the interest of pressuring a going enterprise. Organizational crisis are of the most part normal and even necessary; They have both advantages and disadvantages for the enterprise, demands by worker forces management to search for efficiency or for new market in order to meet new demands. On the other hard, demand which impair the efficiency of the enterprise or result in an unacceptably higher costs to the customer, threaten the enterprise’s future. For the society as a whole workers demands have been an engine for social porgies brining shorter working how’s, longer holidays, better working conditions and many other improvements over the years. But the welfare of society also may be adversely affected by productivity where prices are forced up or efficiency excessively lowered and by the inflationary effects of increase in labour costs not covered by increase productivity. Although crises are an element in the maintenance of equilibrium in industries comes abnormal, dysfunctional or pathological. Examples include crises accompanied by pervasive violence and disputes which results in major economic and social disorganization of a community. In the cost majority of industries, the sources of disputes are to be found in tensions innate to the industrial relations system. Studied have shown that where people work together in an enterprises many interests are to be found, some shared, some not. The employer wants the operations to be a successful as possible whether judged by profit, non –profit or other measures of efficiency. The needs to keep his labour costs reasonably commensurate with those of his inspires managers and supervisors, but in addition they have other interests of their own as also the employees. On the worker’s side their diverse interests maximizing wages and improving the condition under which they supply their labour, ensuring the securing of their job. Fair treatment from their managers, avoiding any unduly tough work place, belonging to congenial work groups and working in a sate and reasonably pleasant environment. In addition, all staff in the enterprise may have outside interests, which affect their life within it. For example, work may share common objectives with comrades elsewhere through their trade union or even under aims through political movements, which influences their conduct at work. Their interests may conflict with the achievement of enterprise goals set by management.
