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Behind China’s biggest strike in decades last month was a new player in Chinese labour activism: management. A previously unpublished account from inside the strike at Taiwanese shoe manufacturer Yue Yuen obtained by Reuters shows that supervisors were the first to challenge senior plant leaders about the social insurance contributions that became the focus of the dispute. Yue Yuen Industrial Holdings declined to comment. The involvement of managers underscores the growing complexity and unpredictability of labour relations in China. A generation of long-serving migrant factory employees is starting to retire just as the economy slows and the spread of social media makes strikes easier to organise. Yue Yuen’s strike wasn’t the first time in recent years managers, rather than front-line workers, helped orchestrate industrial action in China. Managers were also involved in leading a strike at IBM’s facility in Shenzhen in March, according to a worker and another person briefed on the strike. IBM declined to comment. Supervisors and other low- and mid-level managers also helped corral workers during a March strike at Shanmukang Technology, which supplies mobile phone cases to Samsung Electronics, a former employee said. Managers have been orchestrating strikes during international deals for years, lawyers said. “It happens all the time” that managers encourage workers to strike during an international transaction that affects a company’s Chinese operations, said Jonathan Isaacs, special counsel with responsibility for Chinese employment and labour issues at law firm Baker & McKenzie in Hong Kong.

Politico’s piece about NYT Executive Editor Jill Abramson is – rightly – causing a storm over double standards in the treatment of women in power. Emily Bell’s piece pins the problem quite precisely.

My one observation on this is to compare how Politico characterises Abramson:

In one meeting, Abramson was upset with a photograph that was on the homepage. Rather than asking for a change to be made after the meeting, she turned to the relevant editor and, according to sources with knowledge of the meeting, said bluntly, “I don’t know why you’re still here. If I were you, I would leave now and change the photo.”

with coverage of Apple CEO Tim Cook’s handling of an analogous situation:

Tim Cook arrived at Apple in 1998 from Compaq Computer. He was a 16-year computer-industry veteran – he’d worked for IBM for 12 of those years – with a mandate to clean up the atrocious state of Apple’s manufacturing, distribution, and supply apparatus. One day back then, he convened a meeting with his team, and the discussion turned to a particular problem in Asia.

“This is really bad,” Cook told the group. “Someone should be in China driving this.” Thirty minutes into that meeting Cook looked at Sabih Khan, a key operations executive, and abruptly asked, without a trace of emotion, “Why are you still here?”

Khan, who remains one of Cook’s top lieutenants to this day, immediately stood up, drove to San Francisco International Airport, and, without a change of clothes, booked a flight to China with no return date, according to people familiar with the episode. The story is vintage Cook: demanding and unemotional.

Anyone? Anyone? Bueller?