tailieunhanh - Lecture An introduction to collective bargaining and industrial relations (4e) – Chapter 5: Management strategies and structures for collective bargaining

Chapter 5 - Management strategies and structures for collective bargaining. The main contents of the chapter consist of the following: Management's strategic choices - theoretical considerations, alternative industrial relations systems, management attitudes toward unionization, management structures for collective bargaining. | Chapter Management Strategies and Structures for Collective Bargaining 5 McGraw-Hill/Irwin An Introduction to Collective Bargaining & Industrial Relations, 4e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. Management's Strategic Choices – Theoretical Considerations Management considers the linkages between human resource issues and business strategies If labor becomes organized, management will attempt to shape the bargaining process within the context of its bilateral relationship with the union Management may alter the product mix or operate nonunion plants 5 - Alternative Industrial Relations Systems Nonunion Industrial Relations Patterns Nonunion industrial relations systems exhibit three basic patterns The common element across the three nonunion patterns is that management policy is influenced by a desire to stay nonunion Policies are also guided by the firm’s desire to pursue objectives that have little to do with union status Many firms’ policies contain elements of one of more of these patterns 5 - The Paternalistic Pattern Personnel policies tend to be informally administered and involve substantial discretion by operating managers For example, they may not have a formal leave policy, but grant leaves on a case-by-case basis Mangers would exercise a high degree of discretion over discipline and pay policies This pattern is common among small retail stores and small manufacturing plants The firms are often family-owned, and do not want to lose control and union avoidance is a key reason for paternalism 5 - The Bureaucratic Pattern Larger firms may find the diversity in personnel practices of paternalistic firms too unsettling and costly They find it necessary to standardize and bureaucratize policies They realize that variation of policy can cause unionization if some employees feel disadvantaged The bureaucratic pattern is characterized by highly formalized procedures on policies such as pay, leaves, promotion, and . | Chapter Management Strategies and Structures for Collective Bargaining 5 McGraw-Hill/Irwin An Introduction to Collective Bargaining & Industrial Relations, 4e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. Management's Strategic Choices – Theoretical Considerations Management considers the linkages between human resource issues and business strategies If labor becomes organized, management will attempt to shape the bargaining process within the context of its bilateral relationship with the union Management may alter the product mix or operate nonunion plants 5 - Alternative Industrial Relations Systems Nonunion Industrial Relations Patterns Nonunion industrial relations systems exhibit three basic patterns The common element across the three nonunion patterns is that management policy is influenced by a desire to stay nonunion Policies are also guided by the firm’s desire to pursue objectives that have little to do with union status Many firms’ policies .

• Marketing - Bán hàng
• Collective bargaining
• Industrial relations
• Thương lượng tập thể
• Quan hệ lao động
• Management strategies
• Structures for collective bargaining
• The public sector
• Workplace level
• Strategic level
• Legal regulation
• Conspiracy doctrine
• Labor policy
• Collective bargaining agreement
• Union organizing
• Bargaining structures
• Bargaining power
• Public policy
• Negotiations process
• Distributive bargaining
• Interest based bargaining