SOME PROBLEMS OF OPERATION 3 
6. The part taken by the works committee representative in time studies 
and rate setting. 
7. The duties of the works committee representative to the new employee, 
the notices which should be given on leaving a department, etc. 
8. The proper method of handling grievances. 
9. The distinction between works committee functions and management 
functions. 
A few days after this meeting there should be a joint meeting of the members 
of the management of the division and the works committee representatives. At 
this meeting the principal points of the relationship of the works committee repre- 
sentative to the department should be fully discussed from the joint angle of the 
management and the works committee. In addition to the material mentioned 
above, the importance of having the foreman and other members of the manage- 
ment keep the representatives in touch with the developments that are taking place 
in the department so that they may be able to answer questions and have an 
understanding of the underlying conditions, should be emphasized and a brief 
survey should be given by the division manager of the major developments expected 
in the coming year. 
If less than one-third of the representatives of the previous year have been re- 
elected, we recommend that the outgoing representatives be invited to attend 
these meetings in order that they may bring out questions from their experience. 
Before either of these meetings, we recommend that the divisional representative 
and the division manager go over together the points that are to be brought out so 
as to be sure they have a common understanding. 
This program was put into effect at the next annual election. 
It is significant not only because of its concreteness but also because 
it showed a recognition by the employee representatives themselves 
that many of them were in need of just such training in order to pre- 
pare them to render proper service to the workers in their depart- 
ments. It indicates a seriousness of purpose and a sense of obliga- 
tion to their constituents. 
Successful operation of an employee representation plan, we have 
seen, requires that the management stand ready to meet the em- 
ployees half way. It should not only be willing to discuss frankly 
and without concealment of any relevant facts in its possession 
whatever matters the employee representatives consider important, 
but it should go to the works council with its own problems whenever 
the attitude of employees may be vital to a satisfactory solution. 
Both management and employee representatives need help to make 
them effective in joint conferences; and certain practices and facili- 
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