JAPANESE MANAGEMENT, INDIAN THE STRUGGLES OF THE MARUTI SUZUKI WORKERS

A fire broke out at around 7 pm on 18 July 2012 at Maruti Suzuki India'smanufacturing plant in Manesar. It claimed the life of a manager. Within days, overtwo thousand temporary workers and 546 permanent workers were dismissedby the company, and 13 of them-including the entire leadership of the workers'union-were later charged for murder, thus ending yet another independent bodyfor collective bargaining.Unions are the last, and often only, line of defence workers have in modernindustries, especially when the management isn't averse to undermining theirrights, dignity and health in pursuit of higher profits. This was true of Maruti andtheir Japanese partner, and later, owner-Suzuki. Workers would get a seven-and-ahalf-minute break from physically demanding work-precise to the hundredth of asecond-to run to the toilet half a kilometre away and force a samosa and piping hottea down their throat. But they were denied two minutes of silence in the memory ofa deceased colleague's mother.The sabotage of their efforts at effective unionizing, generally in collusion with theHaryana state government, had therefore come as no surprise to the workers. Yetthey struggled through and managed to form successive representative bodies at boththe Gurgaon plant, and the one set up in Manesar in 2007. But not only were all ofthem crushed, some were never allowed to be officially registered.The often misrepresented events of July 2012 were thus far from an isolated incident.But few today, as then, are willing to see the matter from the workers' point of view.Anjali Deshpande and Nandita Haksar tell the story of the biggest car manufacturerin India through the voices of the workers, interviewed over a period of 3 years. Asthey tell us of their resistance to being turned into robots by an uncompromisingmanagement, it becomes abundantly clear that the Maruti revolution wasn't theunmitigated success it was touted to be.