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Grievance handling is an essential part of any business, in case people have been dismissed unlawfully

so there has to be a structure and rules and regulations in place. Even in well-run businesses, it may

sometimes be necessary to take disciplinary action against employees.

So in essence it is vitally important to have written disciplinary rules and procedures in place in the

workplace. If problems do arise, these procedures should help deter employees from

making employment tribunal claims and ensure that you are dealing with employees as fairly as possible

The rules and procedure with regards to grievance handling should be set out in writing, follow the good-

practice principles set out accordingly and follow your areas code of practice on disciplinary and

grievance procedures

If you do not meet these criteria then it may lead to extra compensation for theemployee if they succeed

in a tribunal claim. You should by law inform eachemployee about a number of things including your

disciplinary rules, your disciplinary/dismissal procedure and the name of the person to whom they should

appeal if they are unhappy about a disciplinary or dismissal decision.

There should be an employee's written statement of employment or the written statement may refer

the employee to a document which is handed to everyone beforeemployment. In cases that you do not

provide this information to an employee and they succeed in another employment tribunal claim against

you in a case of unfair dismissal, they could be awarded up to four weeks' pay.

However, if you do decide to make your disciplinary procedure contractual and you fail to follow it whentaking disciplinary action, the employee could bring something called a breach of contract claim against

you.

Participatory managementis the practice ofempoweringemployees to participate in

organizationaldecision making.This practice grew out of thehuman relationsmovement in the 1920s,

and is based on some of the principles discovered by scholars

doingresearchinmanagementandorganization studies,such as theHawthorne Effect.

While senior managers still retain final decision makingauthoritywhen participatory management is

practiced, employees are encouraged to voice their opinions about their working conditions in a safe

environment, protected from the potential defensiveness of middle managers who they might criticize.

In the 1990s, participatory management was revived in a different form through advocacy

oforganizational learningpractices, particularly by clients and students ofPeter Senge.

There is some criticism of participatory management (see Heckscher, below), particularly because it is

difficult to combine this practice with a more financially oriented approach torestructuringthat may

requiredownsizing.

Participatory ManagementThis Principle implies the progressive development of self-management and, consequently, of the participation of the

members in business management. This requires:

The development of adequate mechanisms and channels for participation.

Transparent information with respect to the performance of the basic management variables of the co-operative.

The use of methods of consultation and negotiation with the worker-members and their social representatives in those

economic, organisational and labour decisions which affect them.

The systematic application of social and professional training plans.

The establishment of internal promotion as a basic means of covering positions with greater professional responsibility.

The first and foremost body of participation is the General Assembly, in which rests the full sovereignty of the co-operative.

Its most important powers include: appointing and revoking members of the Governing Council and Accounts Auditors by

http://en.wikipedia.org/wiki/Empowermenthttp://en.wikipedia.org/wiki/Empowermenthttp://en.wikipedia.org/wiki/Empowermenthttp://en.wikipedia.org/wiki/Decision_makinghttp://en.wikipedia.org/wiki/Decision_makinghttp://en.wikipedia.org/wiki/Decision_makinghttp://en.wikipedia.org/wiki/Human_relationshttp://en.wikipedia.org/wiki/Human_relationshttp://en.wikipedia.org/wiki/Human_relationshttp://en.wikipedia.org/wiki/Researchhttp://en.wikipedia.org/wiki/Researchhttp://en.wikipedia.org/wiki/Researchhttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Organization_studieshttp://en.wikipedia.org/wiki/Organization_studieshttp://en.wikipedia.org/wiki/Organization_studieshttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Authorityhttp://en.wikipedia.org/wiki/Authorityhttp://en.wikipedia.org/wiki/Authorityhttp://en.wikipedia.org/wiki/Organizational_learninghttp://en.wikipedia.org/wiki/Organizational_learninghttp://en.wikipedia.org/wiki/Organizational_learninghttp://en.wikipedia.org/wiki/Peter_Sengehttp://en.wikipedia.org/wiki/Peter_Sengehttp://en.wikipedia.org/wiki/Peter_Sengehttp://en.wikipedia.org/wiki/Restructuringhttp://en.wikipedia.org/wiki/Restructuringhttp://en.wikipedia.org/wiki/Restructuringhttp://en.wikipedia.org/wiki/Downsizinghttp://en.wikipedia.org/wiki/Downsizinghttp://en.wikipedia.org/wiki/Downsizinghttp://en.wikipedia.org/wiki/Downsizinghttp://en.wikipedia.org/wiki/Restructuringhttp://en.wikipedia.org/wiki/Peter_Sengehttp://en.wikipedia.org/wiki/Organizational_learninghttp://en.wikipedia.org/wiki/Authorityhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Organization_studieshttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Researchhttp://en.wikipedia.org/wiki/Human_relationshttp://en.wikipedia.org/wiki/Decision_makinghttp://en.wikipedia.org/wiki/Empowerment

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means of a secret vote; examining company management, approving the annual accounts and the distribution of surplus

and apportioning of losses; approving the general policies and strategies of the co-operative; approving increases in share

capital, the rate of interest to be accrued by capital contributions and the joining fees for new members; modifying the

Company Statutes and approving everything implied by a substantial modification in the economic, organisational or

functional structure of the co-operative.

The Governing Council, elected by all the members at the General Assembly, is the representative, management and

governing body of the co-operative. It consists of a maximum of 12 members, with half being renewed every two years. The

term of office lasts four years, with re-election possible.

Its actions are subordinate to the policies and strategies set by the General Assembly and its responsibilities include: the

appointment and dismissal (at the request of the Director General of the respective Subgroup) of the Managing Director of

the co-operative; the calling of ordinary or extraordinary General Assemblies; the admission and withdrawal of members;

decisions concerning the work and disciplinary system and the application of sanctions; changes important to the

organisation and operation of the co-operative; proposing to the General Assembly the approval of the annual accounts, the

distribution of profits or apportioning of losses and the resolution of any doubts which may occur concerning the

interpretation of the Statutes.

Finally, the Social Council acts as an advisory and consultative body in representation of the members as a whole before the

internal authorities of the co-operative. Its members are elected by areas of activity and their number depends on how many

members the co-operative has. Its basic functions are advice, information, negotiation and social monitoring.

The responsibilities of the Social Council focus on the drawing up of proposals and reports on decisions to be adopted by

the governing bodies, transmitting the information received to those it represents and presenting members initiatives to the

governing and management bodies.