Tesco Cranes Engineers Pvt. Ltd. closed company’s sub-assembly plant in December 2012 after a strike by workers. However, the company did not succeed to stop employees from joining a regional trade union in July 2012 and ultimately many of the workers, soon after joining the union, slowed down the production and went to strike that decline the production and led to the closure of the plant by the owner.
The owner was considering the impact of various issues, on one side, he was considering whether to use a proactive approach to avoid this threat in the future in other two plants of the company, while on the other hand the owner was thinking whether it was an ethical decision to close the sub-assembly plant because he was aware of the consequences of the decision he made that many of the employees had become unemployed and most of them returning to their villages.
Debi S. Saini and Harshita Singh are affiliated with Management Development Institute, Gurgaon.
Related Case Solutions & Analyses:
The Challenges of Reputation Formation
Martingale Asset Management LP in 2008 13030 Funds and a Low-Volatility Strategy
Sloan & Harrison: The Associate Challenge
Pine Street Initiative at Goldman Sachs
China Resources Corp. (B): China Resources Microelectronics
Vermeer Technologies (F): FrontPage 97
Otis South Africa (B)
Barbara Norris: Leading Change In General Surgery Unit
Marketing Transformation Using Social Network on Digital Media: How BJP Used WhatsApp to Create a Successful WOM Campaign
Floodgate: On the Hunt for “ThunderLizards”
