Transcript Strategic Management Model Labor/Union Management Relations

Strategic Management Model
Labor/Union Management Relations
Phase I
Phase II
Legislation
Executive-Administrative
x
DISPUTE SETTLEMENT
Strike/Lockout
Fact Finding
(Cooling Off)
Conciliation
Mediation
Initiative
CONTRACT
Law of the
Land
(5 Major Sections)
Phase IIA
Judicial
Protest—Appeal
DISPUTE SETTLEMENT
Strike/Lockout
Arbitration
The Anatomy of
A Union Management Contract
Most Union Contract Consist of:
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An agreement structure
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The status and rights of the union and management
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Amount and method of compensation
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Control of job opportunities
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Work speeds, methods and conditions
MIDI Case One:
An Abbreviated, Personal Business Plan
Approximately 5 pages in length
Individually written case analysis
Must include:
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Your mission for the future of the organization
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Your future objectives for the organization
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Your analysis and quantitative forecast of industry and
company
Your strategic decisions (i.e., actions, with results) to
accomplish objectives
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A 3 year pro forma income statement
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Your participation in class discussion and case debrief
A Few Notes about
The Organization
The organization primarily values people who:
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HR: Are assertive and directive
TB: Are people oriented
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CG: Have creative activity
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DG: Have precision and continuity
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The organization primarily values people who:
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DG: Are concerned with procedures
HR: Are strong and ambitious
TB: Are mutually supportive and have friendly
interpersonal relationships
CG: Respect autonomy and integrity of others,
and require respect from colleagues and managers
More about
The Organization
The organization is characterized as:
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TB:
DG:
HR:
CG:
Being concerned with interpersonal processes
Being bureaucratic
A dictatorship
Having a lack of controls
The organization:
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CG: Feels that employees can be trusted to do what they
should do without someone checking up on them
HR: Has two different standards for employees—what they
achieve and how well orders are followed
TB: Feels that decisions should not be made by individuals,
but by groups
DG: Let’s you know that if you just follow the book, you will
not be fired
More about
The Organization
The people in the organization:
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TB: Feel promotions should go to people who get along
and understand our way of doing things
CG: Are free to determine their own goals and how
to reach them
HR: Believe that the boss should tell employees
what their goals are
DG: Feel promotions should be based upon seniority,
compliance with procedures and budget management
The organization is primarily made up of:
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TB: Employees who are concerned with the group’s
assessment of the quality of the interpersonal process
DG: Employees who feel the organization is run on the
basis of rules
HR: Employees who believe it is their task to listen to the
boss and obey thoroughly
CG: People who like to do their own thing without having
to depend on others
More about
The Organization
The people in the organization value:
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HR:
DG:
TB:
CG:
Opportunity
Security
Consideration
Independence
The organization is characterized as:
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TB:
DG:
HR:
CG:
Existing in a secure marketplace
Established and traditional
Market driven
Entrepreneurial
Part B: Ideal Organization
1
2
Culture
Test
3
4
5
6
7
8
Interpreting the Culture Test
Cool Green
Hot Red
True Blue
Dull Gray
Respects autonomy &
integrity of others and
requires the same from
others
Strong and ambitious
Mutually supportive,
friendly interpersonal
relationships
Concerned with
procedures
Lack of controls
Dictatorship
Interpersonal Process
Bureaucratic
Employees can be
trusted to do what
they should without
oversight
2 Standards: what they
achieve; how well
orders are followed
Decisions should be
made by groups, not
individuals
Just follow the book
and you won’t be fired
People like to do their
own thing without
depending on others
Employee’s task is to
listen to the boss an
obey thoroughly
Concerned with
group’s assessment re:
quality of interpersonal
process
Organization run on
the basis of rules
Characterized by
creative activity
Assertive and Directive
People Oriented
Precision and
Continuity
Determine personal
goals and action plans
Boss sets the goals
Promotions based on
“getting along” and
understanding “our
way” of doing things
Seniority, compliance
with procedures,
budget management
Entrepreneurial
Market Driven
Secure Marketplace
Established, Traditional
Independence
Opportunity
Consideration
Secure
More about
Cool Green People and Orgs.
Cool Green Individuals
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Motivated by autonomy
Typically competent and self directed
Cool Green Organizations
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Built on foundation of mutual respect for autonomy/integrity
Characterized by Creative Activity
Careful personnel selection required
Difficulty in attracting/retaining necessary administrative and
bureaucratic staff
Cool Green Illustrated
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Research companies/divisions, professional companies (law
firms), universities
More about
Hot Red People and Orgs.
Hot Red Individuals
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Assertive and directive
Want subordinates that obey / superiors that model and
mentor
If you can’t lead or follow, get out of the way
Hot Red Organizations
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Usually very productive as small organizations
Larger organization’s employees are faced with conflicting
goals of being evaluated by accomplishment and following
orders
As Hot Red organizations grow, they often become Dull Grey
Hot Red Illustrated
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Entrepreneurial companies, small companies or divisions in
competitive markets such as finance or sales
More about
True Blue People and Orgs.
True Blue Individuals
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Are people oriented and want mutually supportive and friendly
interpersonal relationships
Get along well with people who need and are concerned about them
Difficulty dealing with competitive, ambitions and detached people
People who fit this culture will stay a lifetime and accept poor wages
True Blue Organizations
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Concerned with group’s assessment of the quality of the
interpersonal process over objective accomplishments
Believe in group decision making--few decisions actually made
Can only exist in a company serving a stable and secure market
True Blue Illustrated
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Mom and Pop companies (restaurants) or autonomous service dept’s
within larger orgs (mail rooms, or maintenance dept.s) usually with
guaranteed work and little perceived competition
Country Clusters
Hofstede’s Four Dimensions of National Culture
L O W
H I G H
Far East
Latin
Near East
Nordic
Nordic
Anglo
Near East
Far East
Far East
Latin
Nordic
Anglo
Individualism
Anglo
Power distance
Nordic
Anglo
Latin
Near East
Uncertainty Avoidance
Anglo
Masculinity
Long Term Orientation
Far East
Coping with
Differences in National Cultures
Power-Distance (PD)
The degree to which people in a country
accept a hierarchical or unequal distribution
of power in organizations. For example,
Indonesia is considered a high powerdistance culture, whereas the Netherlands is
considered a relatively low power-distance
culture.
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High PD cultures—Status is important
Low PD cultures—expect closer relationships between
superiors and subordinates
Coping with
Differences in National Cultures--more
Uncertainty-Avoidance (UA)
The degree to which people in a country
prefer structured versus unstructured
situations. For example, France is considered
a high uncertainty avoidance culture, whereas
Hong Kong is considered low uncertainty
avoidance culture.
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High UA cultures—structure is important
Low UA—less emphasis on structure/security, tendency
to let time “have its way”
Coping with
Differences in National Cultures
Individualism-Collectivism (IC)
The degree to which people in a country focus
more on working as individuals versus
working together in groups. For example,
Germany is considered a relatively highly
individualistic culture, whereas Sweden is
considered a more highly collectivist culture.
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High IC cultures—individual comes first; more emphasis
on the “group”; think and behave in “we” terms
Coping with
Differences in National Cultures, more…
Masculinity-Femininity
The degree to which people in a country
emphasize so-called masculine traits, such as
assertiveness, independence, and insensitivity
to feelings, as dominant values. For example,
Japan is considered a highly masculine
culture, whereas the Netherlands is
considered a more feminine culture.
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High masculinity cultures—independence is valued
High femininity cultures—emphasis on interdependence;
gender equality; quality of life; interpersonal relations;
respect for “beautiful things”
Coping with
Differences in National Cultures, more…
Long-term—Short-term Orientation
The degree to which people in a country
emphasize values associated with the future,
such as thrift and persistence, verses values
that focus on the past or present, such as
social obligations and tradition. China is high
on long-term orientation, while the US is
more short-term
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High long-term cultures—traditions, age, relationships are
respected
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Low short-term cultures—less respect for age; more
willingness to express criticism; more emphasis on formal
written contracts
Management Action Agenda
 WHAT
 WHERE  WHEN  HOW
 WHY
 WHO
-
CHANGE
EVERYWHERE
NOW
PROJECT TEAMS
BOTTOM LINE
EVERYONE
The Basic Process of
Managing by Objectives
 Set
Objectives
 Identify
& state predicted results
 Prioritize objectives
 Establish review points
 Establish
 $’s,
Criteria for Measurement
%’s, #’s
Basic Process Cont’d
 Establish
Plans
 What’s
to be done
 Who’s to do it
 When it’s to be done
 How it’s to be done
 Performing
 Organizing
resources & Enacting plan
Basic Process Cont’s
 Measure
 Compare
progress to plan as required &
prior to review
 Review
 Compare
results to planned objectives
 Communicate evaluation of results
 Renew cycle in part or total
Basic Process Cont’d
Review
Recognize
Competition
Modify
Objectives
Delete
Objectives
Add
Objectives