strategic management model labor/union management relations phase iphase ii...
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Strategic Management ModelLabor/Union Management Relations
Phase I Phase IILegislation Executive-Administrative
Initiative
CONTRACTDISPUTE SETTLEMENT Law of the Phase IIA
Strike/Lockout Land JudicialFact Finding (5 Major Sections) Protest—Appeal(Cooling Off)Conciliation DISPUTE SETTLEMENTMediation Strike/Lockout
Arbitration
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The Anatomy of A Union Management Contract
Most Union Contract Consist of: An agreement structure The status and rights of the union and management Amount and method of compensation Control of job opportunities Work speeds, methods and conditions
MIDI Case One: An Abbreviated, Personal Business PlanApproximately 5 pages in lengthIndividually written case analysis
Must include: Your mission for the future of the organization Your future objectives for the organization Your analysis and quantitative forecast of industry and company Your strategic decisions (i.e., actions, with results) to accomplish objectives A 3 year pro forma income statement Your participation in class discussion and case debrief
A Few Notes about The OrganizationThe organization primarily values people who: HR: Are assertive and directive TB: Are people oriented CG: Have creative activity DG: Have precision and continuity
The organization primarily values people who: 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 OrganizationThe organization is characterized as: TB: Being concerned with interpersonal processes DG: Being bureaucratic HR: A dictatorship CG: Having a lack of controls
The organization: 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 OrganizationThe people in the organization: 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: 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 OrganizationThe people in the organization value: HR: Opportunity DG: Security TB: Consideration CG: Independence
The organization is characterized as: TB: Existing in a secure marketplace DG: Established and traditional HR: Market driven CG: Entrepreneurial
Culture
Test
Part B: Ideal Organization
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Interpreting the Culture Test
Cool Green Hot Red True Blue Dull GrayRespects 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
plansBoss 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 Motivated by autonomy Typically competent and self directed
Cool Green Organizations 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 Research companies/divisions, professional companies
(law firms), universities
More about Hot Red People and Orgs.Hot Red Individuals 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 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 Entrepreneurial companies, small companies or divisions
in competitive markets such as finance or sales
More about True Blue People and Orgs.True Blue Individuals 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 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 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
L O W H I G H
Far EastLatin Near East Nordic Anglo
IndividualismNordic Anglo Near East
Far East Power distance
Far East Nordic LatinLatin Anglo Near East
Uncertainty AvoidanceNordic Anglo
MasculinityAnglo Far East
Long Term Orientation
Country ClustersHofstede’s Four Dimensions of National Culture
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 power-distance culture, whereas the Netherlands is considered a relatively low power-distance culture.
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.
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.
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.
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
High long-term cultures—traditions, age, relationships
are respected Low short-term cultures—less respect for age; more
willingness to express criticism; more emphasis on formal written contracts
Management Action Agenda
WHAT - CHANGEWHERE - EVERYWHEREWHEN - NOWHOW - PROJECT TEAMSWHY - BOTTOM LINEWHO - EVERYONE
The Basic Process of Managing by ObjectivesSet Objectives
Identify & state predicted results Prioritize objectives Establish review points
Establish Criteria for Measurement $’s, %’s, #’s
Basic Process Cont’dEstablish 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’sMeasure
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
R e cog n izeC o m pe tit ion
M o d ifyO b jec tives
D e le teO b jec tives
A ddO b jec tives
R e v ie w