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A CASE STUDY on AIR FLY AIRLINES Merger issues leading to failure of Industrial relations Critical Incidents - strikes, employee separation, Retrenchment Voluntary retirement and revenue losses. Major Stakeholders - Employer, Management, Trade Unions, Employees, Labour & Government Abstract With the transformations and gradual change in business environment, the Industrial Relation system has seen a vast change over a period of time, due to which, the role of employer and employees have become more tough and challenging. Of all the human resource management problems that have occurred in the Indian Airlines Industry in recent times, the problem of Industrial Relations is the most critical. The reason behind this is the fact that Industrial Relation deals with people who are foundation of the Industry. Their action or counter reaction matters a lot for the Industrial Harmony of the economy country. Harmonious Industrial Relations are pre-requisite for economic development of a country. Success and growth of the Airlines Industry depends on cordial relationship between the employers and the employees. The Objective of this case study is to examine the "Industrial Relations in Airlines Industry in India: "A Case Study of Air Fly Airlines". Research in this field can be of practical utility to all those involved in Industrial Relations scene like management, employees and the government. Success of the Airlines Industry depends on cordial relationship between the employers and the employees. This study assesses the state of Industrial Relations in the Airlines Industry and also identifies the factors that affect it. The case study also proposes to redefine the pattern of Industrial Relations in Airlines Industry by suggesting some changes in the role of various stakeholders such as employer, management, union and government. Introduction Indian industrial enterprises are hugely affected by disinvestments, privatization, restructuring and takeovers which,

Millennium Core issues related to the case: * To establish a formal set up in the organisation and a productive relationship with Millennium's management team while maintaining its entrepreneurial vision and culture. * To bring Millennium back to profitability by moving it from its R&D roots to a more commercially-focused platform. * To regain credibility with the investment community. * To reallocate the resources of Millennium between its commercial and R&D platforms. * To optimize current commercial opportunities without jeopardizing future product development. * Informal review process and compensation system. * Lack of employees in commercial wing of Millennium. * Ignorance of competition faced by the company with regard to its products. * Failure due to marketing philosophy of Millennium. * Losses due to failure of some alliances. * Lack of competent employees at executive level mainly in R&D. Analysis of data for the root cause/s of the problem Millennium's organizational structure and processes had always been more informal than those of larger companies. It was organized around its people. Employees relied on informal committees and ad-hoc systems throughout the firm to help guide the business and coordinate operations. A lot of people resisted or resented the change in culture when Levin began to professionalize executive meetings when Millennium prepared to launch Velcade commercially and to restructure its business. There was Frustration among employees due to informal review process and biasness in terms of deciding over compensation policy. Over time some disadvantages of the alliances began to manifest themselves. Failure occurred in acquisition of CORE by Millennium. Huge cost incurred in restructuring process in 2003. Millennium fails to consider the competition Integrilin faced in the market. Marketing philosophy of Millennium that markets were won through good science and clinical data so products based on good data woul

Marketing strategies with free samples. Who would free samples directly from the Internet does not like to have or as an addition in retail? Exactly the marketing strategists have thought and implemented this successfully in the company.

This report also states import/export consumption, supply and demand Figures, cost, price, revenue and gross market Nuclear Decommissioning Services.
The provincial analysis of the worldwide Nuclear Decommissioning Services Industry splits the global market area into key areas that include both con

If you are planning to enter the Dutch BNPL market, you can get a detailed cost breakdown with Kody Technolab's analysis for creating a BNPL app like In3 in the Netherlands.In3 is a Dutch fintech platform that lets consumers pay in 3 equal parts without interest or BKR registration. Contact now to get a detailed cost breakdown analysis for creating a BNPL App like In3.

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Organisational culture JCBPPI GLOBSYN M & M ONGC 1.UNIQUENESS The culture at JCBPPI is marked by unique characteristic of "Sense -Of - Urgency' that prevails seamlessly through entire JCB Group. Globsyn strongly believes in 'Taking People to the Next Level'. Globsyn is a problem solver with an unwavering passion for performance. The unique aspects of culture in the organization is philosophy of 'Rise'. Three important pillars Of Mahindra & Mahindra's culture is 1. Alternative thinking 2. Driving positive change, and 3. Accepting No limits. creativity and out of box thinking is the foundation upon which culture of ONGC prevails. 2.Changes to be made Need for a unique customer centric culture that shall be very different from JCB culture as a market leader organization as the Head Office is now. Need for an employee centric culture in order to increase the satisfaction level of the employees and the organisation has adopted this change too. No changes required to be made as they continuously work on bringing and adopting positive changes to increase the level of efficiency. Need to empower, act as a global thinker and provide opportunities for initiatives creativity and innovation. 3.Organisational set up Informal Set Ups Dominate. 90% of the work in and b/w departments is done on telephonic / direct meeting basis and mails and memos are limited to those absolutely necessary to record keeping. Informal Set Ups Dominate. More than 70 % of the work in and b/w departments is done on telephonic / direct meeting basis and mails and memos are limited to those absolutely necessary to record keeping. Mix of formal and informal set ups prevail. As per the requirement of the scenario, formal rules are followed and for routine work they show little endeavor to go on writing work and prefer oral communication. Highly formalized and organized set ups. Proper written communication is followed in order to perform the tasks of the organisation. Circulars, notice

Frame Grabber Breakdown Data by Application, OEMs, Manufacturers, System Integrators. The Frame Grabber Market was valued at Million US$ in 2017 and is projected to reach Million US$ by 2025, at a CAGR of during the forecast period. In this study, 2017 has been considered as the base year and 2018 t