lwati logo LWATI Training Institute (Pty) Ltd
& Management Services

PO Box 592, Mbabane, Swaziland, Tel: +268 404 3065 Fax: +268 404 0455 eMail:lwati@realnet.co.sz
TRAINING COURSES
INDUSTRIAL RELATIONS

NEGOTIATION SKILLS

THE SUPERVISOR AND THE UNION
DUTIES AND RESPONSIBILITIES OF SHOP STEWARDS GRIVEANCE AND DISCIPLINE HANDLING
INDUSTRIAL COURT DECISIONS GUIDE TO INDUSTRIAL RELATIONS IN SWAZILAND
NEGOTIATION SKILLS
(2 day workshop)
May & October, 1999


Objectives
This two day workshop has been developed to provide participants with an in-depth knowledge of specific and current issues affecting negotiations in Swaziland, and effective skills in negotiation procedures.

In more specific terms, the workshop is designed to:
recreate, as far as is possible in a role-playing exercise, not only the actual mechanics of negotiating a collective agreement but also the atmosphere that prevails at the negotiating table;
illustrate the "give and take" requirements of negotiating and also the advantages or disadvantages of compromises;
highlight the difficulty of writing clear but watertight wording in a collective agreement.

Participants
Line managers responsible for negotiations, personnel specialists involved with Industrial Relations from both the private and public sectors; Union and Management representatives and officers from the Labour Department. These people should already have a good knowledge of Labour Legislation in Swaziland plus demonstrated experience. Individuals who have completed previous Industrial Relations training will automatically qualify for this course.

Course Structure and Content
Initially, the workshop will focus on the actual process of negotiating. Emphasis will be put on the composition of bargaining teams, planning the negotiations, authority or mandate of the negotiator, tactics, the role of conciliation, third party adjudication and ratification of any agreement reached.

In addition, participants will play an active role in negotiating exercises chosen from an actual case event in Swaziland, with the object of gaining agreement on the wording and interpretation of a selected article of a collective agreement.
The following modules are included in the course:
The negotiation process
Industrial conflict
Consultation
Negotiation
Collective bargaining
Negotiation power
Negotiation rules
Case study & role play in collective bargaining


THE SUPERVISOR AND THE UNION
(3 day workshop)
March & August, 1999

Objectives
Participants will be able to represent management or constituency interests through analysis and discussion of case studies involving conflicts with the application of supervisory responsibility. This modular training programme has been designed around the belief that regular consultation, team spirit and focus on organisational needs will control conflict at work.

Participants
Managers who are interested in developing a strategic plan and accountability at supervisory level, supervisors in conflict with their allegiance to organisational objectives and subordinate preferences as well as Shop Stewards who need to know how to focus their role as representatives.

Course Structure and Content
The following modules are included in the workshop:
The supervision function
Duties and responsibilities of a Supervisor
Factors of effective supervision
Management functions and rights
Role of the Union
Employee-Employer consultation
Advantages of consultation
Role of the Supervisor in handling conflict
Discipline without punishment: Video
Rules of evidence in investigation
Discipline handling and administration
Conflict situations
Final tips for handling conflict


DUTIES AND RESPONSIBILITIES OF SHOP STEWARDS
(2 day workshop)
February & June, 1999


Objectives
Participants will at the end of this two-day workshop be able to represent their constituency's interest through the analysis and discussion of case studies involving conflict at work, with the application of a Shop Steward's responsibility.

Participants
Personnel practitioners, Labour officers, and Line Managers who need Human Resources management skills.

Course Structure and Content
The union formation and registration
The organisation's constitution and recognition
The organisation's reporting structure
The Collective Agreement
The Recognition Agreement
The IR Code of Practice
The Grievance and Disciplinary Codes and Procedures
The consultation process
The negotiation process
Integrative decision making
Management Rights.

GRIEVANCE AND DISCIPLINE HANDLING

(2 day workshop)
April & September, 1999


Objectives
Many cases brought before the Industrial Court arise as a result of poor grievance and discipline handling. This intensive two day workshop has been designed to equip participants with the knowledge of handling grievances and administering discipline in the workplace. At the end of the course participants will be able to analyse and document grievance and discipline hearings and appeals by knowing how to apply the rules of evidence, and conduct hearings and appeals to meet the requirements of the Employment Act of Swaziland.

Participants
This course is suited to those wishing to improve their skills in the management of people. It is also suitable for personnel officers, employee representatives, Supervisors, Shop Stewards, Works Council representatives and managers from all sectors of activity in Swaziland

Course Structure and Content
The following modules are included in the course:
Grievance handling
The role of the Personnel Officer
Rules of evidence
Primary, secondary and hearsay evidence
Opinion and expert testimony
Burden of proof
Discipline handling code
Administration of discipline
The role of the shop steward
The role of the supervisor
The written reprimand
Obligations
Conflict Handling
Key features of procedures
Hearing a case
The appeal
Case studies


INDUSTRIAL COURT DECISIONS

(2 day workshop)
November, 1999

Objectives
The purpose of this two-day workshop is to have participants read, analyse and report on various key issues which have faced the Industrial Court of Swaziland since its inception. Participants will know the impact of court rulings, particularly since the enactment of the new Labour Laws in Swaziland, and be able to advise effectively on matters affecting Industrial Relations in Swaziland.

Participants
This course is suited to those wishing to improve their skills in the management of people. It is also suitable for personnel officers, employee representatives, (Union and Works Council) representatives and managers from all sectors of activity in Swaziland.

Course Structure and Content
The following modules will be included in the workshop:-
The powers and jurisdiction of the Industrial Court
The powers and jurisdiction of the Industrial Court of Appeal
Arbitration, mediation versus industrial action
The case study approach to problem solving
Section 36, Employment Act
Selected case studies

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GUIDE TO INDUSTRIAL RELATIONS IN SWAZILAND
(3 day workshop)
October, 1999


Objectives
This informative three day workshop is designed specifically with the Manager, the Personnel Manager, and Industrial Relations Practitioner in mind. Major aspects and requirements of Labour Legislation will receive careful and critical consideration. Participants will become familiar with these laws, particularly for collective bargaining purposes and for handling conflict in the work place. Participants will also learn which systems and procedures are most effective in meeting the more urgent Industrial Relations objectives and problems presently prevalent in Swaziland.

Participants
This course is suited to those wishing to improve their skills in the management of people. It is also suitable for Personnel Officers, Shop Stewards and Union Officials, Works Council Representatives and Managers from all sectors of activity in Swaziland.

Course Structure and Content
The following modules are included in the workshop:-
The collective bargaining process
Recognition of organisations and Section 43 of the IR Act 1996
Managerial and confidential exclusions
Negotiations
Management rights
Consultation
Terms and Conditions of Employment
Termination of employment
Dispute settlement
Nature of disputes
Remedies for disputes
Grievance handling
Rules of evidence
Discipline handling
Hearings and appeals

 

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