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The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Eta's 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Eta's fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Eta’s CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. Which of the following is most unlikely to be a priority of the management?a)Letting go of a part of the workforce.b)Resolving the issue with the shop managers’ unionc)Boosting the existing profit margin.d)Increasing productivity of the workerse)Cutting any excess expenditure incurred.Correct answer is option 'D'. Can you explain this answer? for UPSC 2025 is part of UPSC preparation. The Question and answers have been prepared according to the UPSC exam syllabus. Information about The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Eta's 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Eta's fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Eta’s CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. Which of the following is most unlikely to be a priority of the management?a)Letting go of a part of the workforce.b)Resolving the issue with the shop managers’ unionc)Boosting the existing profit margin.d)Increasing productivity of the workerse)Cutting any excess expenditure incurred.Correct answer is option 'D'. Can you explain this answer? covers all topics & solutions for UPSC 2025 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Eta's 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Eta's fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Eta’s CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. Which of the following is most unlikely to be a priority of the management?a)Letting go of a part of the workforce.b)Resolving the issue with the shop managers’ unionc)Boosting the existing profit margin.d)Increasing productivity of the workerse)Cutting any excess expenditure incurred.Correct answer is option 'D'. Can you explain this answer?.

Solutions for The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Eta's 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Eta's fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Eta’s CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. Which of the following is most unlikely to be a priority of the management?a)Letting go of a part of the workforce.b)Resolving the issue with the shop managers’ unionc)Boosting the existing profit margin.d)Increasing productivity of the workerse)Cutting any excess expenditure incurred.Correct answer is option 'D'. Can you explain this answer? in English & in Hindi are available as part of our courses for UPSC. Download more important topics, notes, lectures and mock test series for UPSC Exam by signing up for free.

Here you can find the meaning of The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Eta's 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Eta's fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Eta’s CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. Which of the following is most unlikely to be a priority of the management?a)Letting go of a part of the workforce.b)Resolving the issue with the shop managers’ unionc)Boosting the existing profit margin.d)Increasing productivity of the workerse)Cutting any excess expenditure incurred.Correct answer is option 'D'. Can you explain this answer? defined & explained in the simplest way possible. Besides giving the explanation of The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Eta's 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Eta's fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Eta’s CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. Which of the following is most unlikely to be a priority of the management?a)Letting go of a part of the workforce.b)Resolving the issue with the shop managers’ unionc)Boosting the existing profit margin.d)Increasing productivity of the workerse)Cutting any excess expenditure incurred.Correct answer is option 'D'. Can you explain this answer?, a detailed solution for The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Eta's 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Eta's fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Eta’s CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. Which of the following is most unlikely to be a priority of the management?a)Letting go of a part of the workforce.b)Resolving the issue with the shop managers’ unionc)Boosting the existing profit margin.d)Increasing productivity of the workerse)Cutting any excess expenditure incurred.Correct answer is option 'D'. Can you explain this answer? has been provided alongside types of The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Eta's 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Eta's fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Eta’s CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. Which of the following is most unlikely to be a priority of the management?a)Letting go of a part of the workforce.b)Resolving the issue with the shop managers’ unionc)Boosting the existing profit margin.d)Increasing productivity of the workerse)Cutting any excess expenditure incurred.Correct answer is option 'D'. Can you explain this answer? theory, EduRev gives you an ample number of questions to practice The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Eta's 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Eta's fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Eta’s CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. Which of the following is most unlikely to be a priority of the management?a)Letting go of a part of the workforce.b)Resolving the issue with the shop managers’ unionc)Boosting the existing profit margin.d)Increasing productivity of the workerse)Cutting any excess expenditure incurred.Correct answer is option 'D'. Can you explain this answer? tests, examples and also practice UPSC tests.