M&A - It’s time to merge breakfast cereals with some crisps

A new takeover has been announced this morning and its one that many students researching takeovers and mergers might want to use a topical case study. For many, the products involved will be close to their hearts…

Multinational Kellogg Co has announced that it will buy the Pringles potato chip brand from fellow multinational Procter & Gamble Co for $2.7 billion in cash. Kellogg said that it would borrow $2 billion to complete the deal.

Whilst best-known for its breakfast cereals, Kellogg has a much broader and extensive product and brand portfolio. It is a producer of cereal and convenience foods, including cookies, crackers, cereal bars, fruit-flavored snacks, frozen waffles, and vegetarian foods. Kellogg products are manufactured in 18 countries and marketed in more than 180 countries around the world.

The details of the takeover are described in this announcement to Kellogg shareholders The announcement is well worth printing off and reading through as it contains some key terms and concepts which are relevant for students building their understanding of takeovers and mergers.

For example, the rationale of the takeover is described thus: [my emphases are in bold]

Pringles is an excellent strategic fit for Kellogg Company. It significantly advances the company’s goal of building a global snacks business on par with its global cereal business.

Amongst the key features of the takeover, the Board of Kellogg point to:

- Pringles’ brand strength and consumer appeal fit well with Kellogg Company’s core strengths in brand-building and innovation, adding a complementary product to its high-quality snacks brands, most notably Keebler, Cheez-It and Special K Cracker Chips.

- In the U.S., the acquisition provides a new source of growth for the company’s already strong presence in the snacks category.

- Internationally, Pringles provides a strong brand and an established platform from which Kellogg can more aggressively leverage its brands in the international snacks category.

- Kellogg will benefit from the collective expertise of more than 1,700 talented Pringles employees. The similar heritage, culture and values of Kellogg and P&G are expected to facilitate a smooth transition

Finally, the announcement also refers to the potential synergies involved in the takeover. Here’s what is says: the takeover will…

Generate one-time costs of between $160 million and $180 million. The company expects that between $70 million and $90 million of these costs will be recognized in 2012, a lesser amount in 2013, and the remainder in 2014.

Generate synergies of at least $10 million in 2012, more in 2013 and ongoing synergies of between $50 million and $75 million a year thereafter.

So, what do you think of the deal?

Behavioral cusp

A behavioral cusp is any behavior change that brings an organism's behavior into contact with new contingencies that have far-reaching consequences.^[1] A behavioral cusp is a special type of behavior change because it provides the learner with opportunities to access (1) new reinforcers, (2) new contingencies (3) new environments, (4) new related behaviors (generativeness^[2]), (5) competition with archaic or problem behaviors, and it (6) impacts the people around the learner, and (7) these people agree to the behavior change and support its development after the intervention is removed.

The concept has far reaching implications for every individual, and for the field of developmental psychology, because it provides a behavioral alternative to the concept of maturation and change due to the simple passage of time, such as developmental milestones. The cusp is a behavior change that presents special features when compared to other behavior changes.

• 2 Properties of a behavioral cusp
• 2.1 New reinforcers
• 2.2 New contingencies of reinforcement
• 2.3 New environments
• 2.4 Generativeness
• 2.5 Competition with archaic behaviors
• 2.6 Impact on stakeholders
• 2.7 Social validity

• Rosales-Ruiz and Baer (1997) offered a “different but comparable concept that can be derived from the most basic mechanisms of behavior analysis, which are its environmental contingencies, and from its most basic strategy, which is to study behavior as its subject matter” (Rosales-Ruiz and Baer, 1997, p.1.) This different and comparable concept is the behavioral cusp. A cusp is a socially significant behavior change that allows an individual access to new reinforcers, contingencies, and environments that lead to further important behavior changes and that have an impact on the people within the individual’s verbal community (Baer & Rosales-Ruiz, 1997.) To compare developmental stages and behavioral cusps using a metaphoric example, the development or emergence of behavioral stages occurs in a linear format or fashion, whereas with the behavioral cusp it is more “…like the branches of a tree: They stem from an earlier branch or trunk, and new branches may stem from them, where their structure in conjunction with the environment allows for that. But their mutual order, size, and probability of twigs are not very thoroughly predetermined” (Baer & Rosales-Ruiz, 1997.)

  Bosch and Fuqua (2001) suggested a set of socially significant behavioral cusp guidelines that may assist behavior analysts and other professionals in identifying appropriate target behaviors when designing programs for individuals with developmental disabilities. Specifically, they proposed that the acquisition of a new behavior:

  1. should allow the learner access to new reinforcers, contingencies, and environments
  2. it should be socially valid
  3. generative in that the skill acquired should be a stepping stone to the acquisition of novel behaviors that are not programmed or specifically taught
  4. the new behavior is incompatible with an inappropriate behavior or makes a previous behavior obsolete
  5. should have an impact on individuals within the learner’s verbal community

USP building

How to Create Your "Unique Selling Proposition" (USP)
That Makes Your Marketing Generate More Results

Boost Your Sales And Profits By Positioning Your
Company As The Best Choice In The Market

What makes you more unique, more valuable, and more visible in the market? You've heard the old saying "Differentiate or Die" right? In our highly competitive world, you have to be unique and fill a special niche to be successful in the marketplace. Yet one of the most harmful mistakes small businesses make is not being unique and positioning themselves as the best choice in the market. How do you show that your product or service is the best?

Use a Unique Selling Proposition or "USP". Having a USP will dramatically improve the positioning and marketability of your company and products by accomplishing 3 things for you:

1. Unique - It clearly sets you apart from your competition, positioning you the more logical choice.
   

2. Selling - It persuades another to exchange money for a product or service.
   

3. Proposition - It is a proposal or offer suggested for acceptance.

The Force That Drives Your Business And Sales Success

Your USP is the force that drives your business and success. It can also be used as a "branding" tool that deploys strategy with every tactical marketing effort you use such as an ad, a postcard, or web site. This allows you to build a lasting reputation while you're making sales. The ultimate goal of your USP and marketing is to have people say to you... "Oh, yes I've heard of you. You're the company who..." - And then respond by requesting more information or purchasing.

The Federal Express Example:

Federal Express (FedEx) dominated the package shipping market with the following USP: "Federal Express: When it absolutely, positively has to be there overnight." The deployment of this USP allowed Federal Express to emerge as the dominant leader in the industry, taking market share rapidly, and also increasing its sales and profits.

In today's competitive market, your business cannot thrive if you are using the same old "me too" marketing that everyone else is using. Your small business absolutely positively has to have a USP that "cuts through the clutter", separates you from the competition, and positions you as the best choice... the ONLY choice.

Building your USP takes some effort, but it is absolutely worth it because of the added advantage you'll have in the market. Using a powerful USP will make your job of marketing and selling much easier, enabling you to more easily increase your sales and profits for the same budget.

Winning USP Examples

The following are 6 powerful USPs that alleviate the "pain" experienced by the consumers in their industries..

Example #1 - Package Shipping Industry

Pain - I have to get this package delivered quick!

USP - "When it absolutely, positively has to be there overnight." (Federal Express)

Example #2 - Food Industry

Pain - The kids are starving, but Mom and Dad are too tired to cook!

USP - "Pizza delivered in 30 minutes or it's free." (Dominos Pizza)
(This USP is worth $1 BILLION to Dominos Pizza)

Example #3 - Real Estate Industry

Pain - People want to sell their house fast without loosing money on the deal.

USP - "Our 20 Step Marketing System Will Sell Your House In Less Than 45 Days At Full Market Value"

Example #4 - Dental Industry

Pain - Many people don't like to go to the dentist because of the pain and long wait.

USP - "We guarantee that you will have a comfortable experience and never have to wait more than 15 minutes" or you will receive a free exam."

Example #5 - Cold Medicine Industry

Pain - You are sick, feel terrible, and can't sleep.

USP - "The nighttime, coughing, achy, sniffling, stuffy head, fever, so you can rest medicine." (Nyquil)

Example #6 - Jewelry Industry

Pain - The market hates paying huge 300% mark-ups for jewelry.

USP - "Don't pay 300% markups to a traditional jeweler for inferior diamonds! We guarantee that your loose diamond will appraise for at least 200% of the purchase price, or we'll buy it back."

How To Develop Your Unique Selling Proposition (USP)

Your USP is the very essence of what you are offering. Your USP needs to be so compelling that it can be used as a headline that sells your product or service. Therefore, since you want to optimize all your marketing materials for maximum results, create it before anything else (such as advertisements and marketing copy).

Print this article and jot down your ideas to construct a "Unique Selling Proposition" (USP) for your business. Follow this easy 7-step process:

Step 1: Use Your Biggest Benefits:

Clearly describe the 3 biggest benefits of owning your product or service. Let me be blunt. Your prospect doesn't care if you offer the best quality, service, or price. You have to explain exactly WHY that is important to them. Think in terms of what your business does for your customer and the end-result they desire from a product or service like yours. So, what are the 3 biggest benefits you offer? Write them down on a piece of paper...

1.

2.

3.

Step 2: Be Unique:

The key here is to be unique. Basically, your USP separates you from the competition, sets up a "buying criteria" that illustrates your company is the most logical choice, and makes your product or service the "gotta have" item. (Not your competitor's.)

Write your USP so it creates desire and urgency. Your USP can be stated in your product itself, in your offer, or in your guarantee:

• PRODUCT: "A unique baseball swing that will instantly force you to hit like a pro."
  

• OFFER: "You can learn this simple technique that makes you hit like a pro in just 10 minutes of batting practice."
  

• GUARANTEE: "If you don't hit like a pro baseball player the first time you use this new swing, we'll refund your money."

Write your ideas on paper now...

Step 3: Solve An Industry "Pain Point" Or "Performance Gap":

Identify which needs are going unfulfilled within either your industry or your local market. The need or "gap" that exists between the current situation and the desired objectives is sometimes termed a "performance gap". Many businesses that base their USP on industry performance gaps are successful.

For example, Dominos Pizza used the "Pizza delivered in 30 minutes or it's free" USP to become wildly successful. This worked because of the need or "gap" in the market - After a long day at work Mom and Dad are too tired to cook. But the kids are starving and don't want to wait an hour! They want pizza NOW. Call Domino's.

So, what are the most frustrating things your customer experiences when working with you or your industry in general? Alleviate that "PAIN" in your USP and make sure you deliver on your promises. Write your ideas on paper now...

Step 4: Be Specific And Offer Proof:

Consumers are skeptical of advertising claims companies make. So alleviate their skepticism by being specific and offering proof when possible. Write your ideas on paper now...

Step 5: Condense Into One Clear And Concise Sentence:

The most powerful USPs are so perfectly written, you cannot change or move even a single word. Each word earns you money by selling your product or service. After you get your USP written, your advertising and marketing copy will practically write itself!

Now take all the details about your product/service/offer from the steps above and sculpt them into one clear and concise sentence with compelling salesmanship fused into every single word. Write your ideas on paper now...

Step 6: Integrate Your USP Into ALL Marketing Materials:

Variations of your USP will be included in the ALL your marketing materials such as your...

• Advertising and sales copy headlines;

• Business cards, brochures, flyers, & signs;

• Your "elevator pitch", phone, and sales scripts;

• Letterhead, letters, & postcards;

• Website & Internet marketing.

Step 7: Deliver On Your USP's Promise

Be bold when developing your USP but be careful to ensure that you can deliver. Your USP should have promises and guarantees that capture your audience's attention and compels them to respond to you. Having a strong USP can make your business a big success, or a big failure if you don't deliver on it thereby ruining your reputation. In the beginning, it was a challenge for Federal Express to absolutely, positively deliver overnight, but they developed the system that allowed them to deliver the promise consistently.

Conclusion:

Using a powerful USP is the driving force that builds your business success. Build your USP and use it to optimize your marketing materials for maximum results.

Thanks for Reading
Suggestions are welcome

HR Facts

Myth 1: HR is for people who are 'good at interacting with others.'

Reality: Any profession needs people who are good at interacting with others. Can you be a successful football player, if you can't 'interact' with others? A salesperson? An advertising guy? Whatever! The core responsibility of an HR person is to maximise the returns on the money spent in hiring/retaining human resources. Of course, this needs to be done fairly, and within certain legal boundaries. HR has vast scope, and is broadly divided into:

1) Recruitment - includes strategic planning, forecasting, hiring, and selection
2) Learning and Development - training, learning management and administration, career enhancement
3) Performance Evaluation - appraisals and promotions
4) Industrial Relations - mainly for blue-collared jobs
5) Consulting

Now, think about it. Would just being an extrovert, and having a liking for 'talking and interacting with people' qualify you for a job in any of these fields? No, right? You'd have to work just as hard as any other professional, to do well.

Myth 2: No one picks HR. It's only because they have no other choice, that they do an HR course.

Reality: Whoever told you that! In the little circle of people that I know, I can count at least 5 people, who have opted for HR over marketing/finance/operations. And mind you, all the colleges that called them were sterling institutes. But, if you are clear in your mind that HR is your calling, go for it, then!

Myth 3: HR is a women's profession.

Reality: That's been a case because HR was perceived as a 'softer' profession earlier, but not any more. HR is as competitive as any other stream of management today. There are tough targets in hiring, selection, training, appraisals, consulting etc. Men and women are on equal footing. For example, in my 6 years of workex, I've seen a fair gender mix amongst HR professionals. So, have no worries on that front.

P.S. I'll be back with more. I don't claim to be an expert or a 'know it all'. These are just my opinions augmented with some research and interaction with HR gurus in my organization. Please feel free to add on, agree, disagree with me. Also, please post further queries and I'll try getting answers from some senior HR folks I know.

Sources of power and influence

Power is a force of influence and authority. Most leaders wield power, but how power is manifested and used often differs between leaders. Where does a leader get power from? Or do a leader’s followers give it to them? Well it’s both. In this article, we’ll be looking at the five different sources of power a leader can use, with some advice on when these powers should be used, and perhaps when not.

The five sources of a leader’s power come from distinctly different sources. Here’s an overview:

Expert Power: When a leader has significant domain knowledge/skills. E.g. an expert accountant influences how junior accountants go about their tasks

Positional Power: Comes when a leader has a legitimately held position of authority. E.g. typically, the CEO of an organization has the highest positional power

Reward Power: Is evident when a leader can give, or take away, a reward. E.g. a leader can influence a follower’s behavior by awarding a bonus, or taking away perks

Coercive Power: This is felt when a leader creates the perception of a threat. E.g. a leader has coercive power if her followers believe that she will initiate disciplinary action

Personal Power: Influence gained by persuasion. E.g. a manager may have to rely on nothing more than a friendly please and thankyou for an employee to perform a task

So now we will look at each of these sources of power and consider when they could be used, and when it’s not appropriate to use them…

Approaches to contingency model

Fred E. Fiedler’s contingency theory of leadership effectiveness was based on studies of a wide range of group effectiveness, and concentrated on the relationship between leadership and organizational performance. This is one of the earliest situation-contingent leadership theories given by Fiedler. According to him, if an organization attempts to achieve group effectiveness through leadership, then there is a need to assess the leader according to an underlying trait, assess the situation faced by the leader, and construct a proper match between the two. Leader’s trait In order to assess the attitudes of the leader, Fiedler developed the ‘least preferred co-worker’ (LPC) scale in which the leaders are asked about the person with whom they least like to work. The scale is a questionnaire consisting of 16 items used to reflect a leader’s underlying disposition toward others. The items in the LPC scale are pleasant / unpleasant, friendly / unfriendly, rejecting / accepting, unenthusiastic / enthusiastic, tense / relaxed, cold / warm,

helpful / frustrating, cooperative / uncooperative, supportive / hostile, quarrelsome / harmonious, efficient / inefficient, gloomy / cheerful, distant / close, boring / interesting, self-assured / hesitant, open / guarded. Each item in the scale is given a single ranking of between one and eight points, with eight points indicating the most favorable rating.

Friendly									Unfriendly
	8	7	6	5	4	3	2	1

Fiedler states that leaders with high LPC scores are relationship-oriented and the ones with low scores are task-oriented. The high LPC score leaders derived most satisfaction from interpersonal relationships and therefore evaluate their least preferred co-workers in fairly favorable terms. These leaders think about the task accomplishment only after the relationship need is well satisfied. On the other hand, the low LPC score leaders derived satisfaction from performance of the task and attainment of objectives and only after tasks have been accomplished, these leaders work on establishing good social and interpersonal relationships.

Situational factor

According to Fiedler, a leader’s behavior is dependent upon the favorability of the leadership situation. Three factors work together to determine how favorable a situation is to a leader. These are:

• Leader-member relations - The degree to which the leaders is trusted and liked by the group members, and the willingness of the group members to follow the leader’s guidance
• Task structure - The degree to which the group’s task has been described as structured or unstructured, has been clearly defined and the extent to which it can be carried out by detailed instructions
• Position power - The power of the leader by virtue of the organizational position and the degree to which the leader can exercise authority on group members in order to comply with and accept his direction and leadership

With the help of these three variables, eight combinations of group-task situations were constructed by Fiedler. These combinations were used to identify the style of the leader.

Figure 1: Correlation between leader’s LPC scores and group effectiveness

Leadership Effectiveness

The leader’s effectiveness is determined by the interaction of the leader’s style of behavior and the favorableness of the situational characteristics. The most favorable situation is when leader-member relations are good, the task is highly structured, and the leader has a strong position power.

Research on the contingency model has shown that task-oriented leaders are more effective in highly favorable (1, 2, 3) and highly unfavorable situation (7, 8), whereas relationship-oriented leaders are more effective in situations of intermediate favorableness (4, 5, 6).

Fiedler also suggested that leaders may act differently in different situations. Relationship-oriented leaders generally display task-oriented behaviors under highly favorable situations and display relationship-oriented behaviors under unfavorable intermediate favorable situations. Similarly, task-oriented leaders frequently display task-oriented in unfavorable or intermediate favorable situations but display relationship-oriented behaviors in favorable situations.

Cognitive resource Theory model

The Cognitive Resource Theory main claim is that various sources of stress are blocking the use of rationality in leadership. The more cognitively acute and experienced a leader is, the more she or he is able to overcome the effects of stress. Command, though, is the factor that overcomes the effects of stress. As for experience is the main factor enabling leadership under stress. Intelligence is more effective in less stressful situations. However, the leader's ability to think is more effective when her or his style is more orderly, premeditated and authoritarian. If the leader is similar to the average of a group, effective leadership will come from consensus-oriented approaches. In terms of objectives, the less complicated the tasks a group needs to do, the less of a need there is for an intelligent and experienced leader
.
Pro's

• Cognitive Resource Theory is a constant reminder of the hubris of intelligence. Stress is common in leadership situations, and this theory emphasizes how it limits even an intelligent person's ability to lead.
• The theory helps predict whether a certain type of person will be able to lead in a stressful situation.
• A specific model exists with the theory that allows testing in multiple environments and with making predictions.
• The theory helps the placement of persons in leadership positions by suggesting that people be tested for intelligence and the ability to manage stress in addition to assessing leadership qualities.

Con's

• Intelligence is not defined. There are many types and degrees of intelligence and the Cognitive Resource Theory doesn't account for them.
• The nature of tasking itself is not addressed. There are many types of objectives a group may need to achieve and each may involve a different level of stress and hence, require a different leadership method.
• Many types of stress exist; one cannot simply say "stress". For example, there is psychological and physical stress and each has its inhibiting effects that the theory does not account for.
• Stress often is measured subjectively, this in the face of the many measurable effects in the cognitive, psychological and physical domains. Without a quantitative evaluation instrument, it is difficult to create research instruments to evaluate the theory.

Hersey and Blanchard’s Situational Model

The situational leadership model, developed by Paul Hersey and Kenneth Blanchard, suggests that the leader’s behaviour should be adjusted according to the maturity level of the followers. The level of maturity or the readiness of the followers were assessed to the extent the followers have the ability and willingness to accomplish a specific task. Four possible categories of followers’ maturity were identified:

R1 : Unable and Unwilling

R2 : Unable but Willing

R3 : Able but Unwilling

R4 : Able and Willing

The leader behaviour was determined by the same dimensions as used in the Ohio studies, viz. production orientation and people orientation. According to the situational mode, a leader should use a telling style (high concern for task and low concern for people) with the least matured group of followers who are neither able nor willing to perform (R1). A selling style of leadership (high concern for both task and relationship) is required for dealing with the followers with the next higher level of maturity, that is those who are willing but unable to perform the task at the required level (R2). The able but unwilling followers are the next matured group and require a participating style from the leader, characterized by high concern for consideration and low emphasis on task orientation. Finally the most matured followers who are both able and willing requires a delegating style of leadership. The leader working with this kind of followers must learn to restrain himself from showing too much concern for either task or relationship as the followers themselves do accept the responsibility for their performance.

Though this theory is difficult to be tested empirically, it has its intuitive appeal and is widely used for training and development in organizations. In addition, the theory focuses attention on followers as a significant determinant of any leadership process.

The Path Goal Theory

In the recent time, one of the most appreciated theories of leadership is the path-goal theory as offered by Robert House, which is based on the expectancy theory of motivation. According to this theory, the effectiveness of a leader depends on the following propositions:

♦ leader behaviour is acceptable and satisfying to followers to the extent that they see it as an immediate source of satisfaction or as instrumental to future satisfaction

♦ leader behaviour is motivational to the extent that (1) it makes the followers’ needs satisfaction contingent or dependent on effective performance, and (2) it complements the followers’ environment by providing the coaching, guidance, support, and rewards necessary for realizing the linkage between the level of their performance and the attainment of the rewards available.

The leader selects from any of the four styles of behaviour which is most suitable for the followers at a given point of time. These are directive, supportive, participative, and the achievement-oriented according to the need and expectations of the followers. In other words, the path-goal theory assumes that leaders adapt their behaviour and style to fit the characteristics of the followers and the environment in which they work. Actual tests of the path-goal theory provides conflicting evidence and therefore it is premature to either fully accept or reject the theory at this point. Nevertheless the path-goal theory does have intuitive appeal and offers a number of constructive ideas for leaders who lead in a variety of followers in a variety of work environments.

Industrial Dispute 1947

1. Industrial Dispute Act 1947 Disputes manifest in the form of strikes, lockouts & commonly known as bandhs.
2. Industrial Dispute Act 1947 any dispute or difference between employers & employers, employers & workmen, or workmen & workmen, which is connected with the employment or non-employment or terms of employment or with the condition of labor of any person.
3. Causes for dispute
   • Wage demand:
   • The demand for has never been fully met because of high rate of inflation & equally high cost of living.
   • Wage agreement reached in one company will inspire unions in other plants .
4. Union-rivalry: Most organizations have multiple unions which leads to rivalry among different unions. Here, the problem of authenticity of membership occurs for the manager.( unions put members in such a way that overall the number exceeds the total number of employees in the organization). Secondly, the problem of collective bargain agent.
5. Political interference
   • Labor movement around the world would show that labor union by their nature political.
   • Drawbacks of unions being politicized:
   • Distant ideological issues divide & fragment issues on party lines.
   • Because of wrong political influence the unions sometimes do not sign on the agreement even though it is in favour of workers.
   • Political parties somehow engineers strikes, lockouts to show their political strength, which leads to long lasting disputes.
6. Unfair labour practices
   • Managements unwillingness to talk over ant dispute or matter, enrages the workers.
   • Managements unwillingness to recognize any particular trade union.
   • No enough authority to the officials to negotiate with the workers.
   • When during negotiations for settlement the representatives take the side of management.
7. When management uses such words like they have taken the decision of recruitment, selections & training & that it need not consult employees in any of these matters. Large number of managements have not even taken any step to provide benefits to the workers .
8. Too many laws:
   • Labor legislation is regarded as most dynamic institution. There are about 108 acts both central as well as state ,earning our country the dubious distinction of being highly labor legislated countries in the world.
   • But the employees & industries who are benefited by these laws are very few.
   • Judiciary also do not play a positive role .
9. ???? How to solve disputes ????
   • Collective bargaining.
   • Code of discipline.
   • Grievance procedure .
   • Arbitration.
   • Conciliation.
   • Adjudication.
10. Collective bargaining: it occurs when representatives of union meet with management. They meet to discuss over employee’s wages & benefits, to create or revise work rules & to resolve disputes of labor contract. The bargain is said to be collective in the sense that chosen representatives act as bargaining agent for all employees in dealing with management .
11. Code of discipline: Defines duties & responsibilities of employees & workers. It ensures that employees recognize the obligations and rights of one another. Promotes cooperation.
12. Grievance Procedure: 1. Section head shall try to resolve & if this fails. 2. Departmental heads shall intervene to resolve ,if they fail 3.Division heads intervene, if they fail. 4.Complaint is referred to the union.
13. Arbitration: It is procedure in which the third party studies the bargaining situation, listens to both the parties & gathers information ,& then makes recommendations that are binding on both the parties.
14. Conciliation: In this representatives of workers & employees are brought together before a third party with a view to persuade them to arrive at an agreement by mutual discussion between them.
15. It may be said that conciliator has no power to force a settlement but can work with parties separately to determine their respective positions, explain the positions more fully to the opposition & facilitates reaching of an agreement .
16. Adjudication
    • Refers to mandatory settlement of an industrial dispute by a labor court or a tribunal. Generally Government refers a dispute for adjudication on the failure of conciliation proceedings.