By Fred K. Blackard
Not like different hard work legislations and administration books, Blackard's complete new paintings not just examines criminal, strategic human assets administration, swap administration, and similar labor/management relatives concerns, but additionally deals simply grasped and utilized tools for addressing all of those concerns. exertions relatives might be an absolutely built-in a part of a systemic method of human source administration, argues Blackard. He demanding situations the feasibility of advert hoc courses and labor/management partnerships, yet encourages collaboration in the context of either events' pursuits and roles. His booklet offers a philosophy and set of practices to control switch and enhance the labor/management dating within the unionized office. businesses with terrible union relationships infrequently have union difficulties; they've got administration difficulties. The crux is that coping with swap is a unique problem. to aid executives handle the problem, Blackard first studies the nation of work family members and discusses key adjustments among dealing with switch in union and non-union settings. He provides a philosophy in keeping with collaboration of countervailing pursuits and an built-in version for switch administration that's uniquely acceptable in unionized offices. He then discusses the applying of administration practices in keeping with such ideas as organizational studying, structures thought, belief, strength, mutual profits negotiations, and supplemental groups that help the countervailing collaboration thought. by way of seeing hard work relatives as a part of a broader human source administration approach, you will determine and higher comprehend a number of the questions that unavoidably upward thrust while confronted with the necessity for fast and sometimes drastic swap.
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Extra resources for Managing Change in a Unionized Workplace: Countervailing Collaboration
Example text
No single approach fits all situations, however, and solutions cannot be designed with a cookie cutter. Instead, the parties must work together in good faith to figure out what to do and how to do it. Thus, the chapters that follow do not provide an answer. Rather, they present new questions and provide new ideas for management and union to consider together as they journey to a better and more productive working relationship. Not all union leaders will be willing to take this journey. One must acknowledge the rather sordid history of certain elements within the labor movement and the fact that some union leaders continue to hold themselves and their own self-interest above their duty to the employees they represent.
While the union is rarely blameless in such a situation, management sets the tone for the relationship and initiates most of the actions that define it. More importantly, if there are problems, management is the party best positioned to fix them. But doing so isn’t easy. Management must change itself, devote its best efforts to improvement, and do what it can to encourage a reciprocal response from the union. Improving a labor/management relationship is a journey through uncharted waters, where the parties must themselves figure out what to do and how to do it.
A new business vocabulary has evolved, including terms such as process redesign, reengineering, restructuring, governance, empowerment, decentralization, transformation, learning organizations, strategic alliances, mergers, acquisitions, networks, and on and on! 2 There is no reason to believe the pace will decline, and every reason to believe it will accelerate. The acceleration will be led by successful companies themselves, as the most effective way to cope with change is to help create it. 3 They Page 5 start slowly and with great difficulty, grow and gain momentum and strength, and then move into a period of decline.