Managing change in a unionized workplace : countervailing collaboration /
| 主要作者: | |
|---|---|
| 格式: | Licensed eBooks |
| 語言: | 英语 |
| 出版: |
Westport, Conn. :
Quorum,
2000.
|
| 在線閱讀: | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=62652 |
書本目錄:
- Cover
- Managing Change in a Unionized Workplace
- Contents
- Figures
- Acknowledgments
- Chapter 1 Introduction
- NOTES
- Part I Perspective
- Chapter 2 Background
- HISTORICAL OVERVIEW
- LABOR/MANAGEMENT RELATIONSHIPS
- Open Warfare
- Adversarial
- Accommodating
- Partnership
- THE CHALLENGE
- KEY POINTS
- NOTES
- Chapter 3 Legal Framework
- WHAT BARGAINING IS
- With Union Representatives
- Good-Faith Bargaining
- Supplying Information
- WHEN BARGAINING IS REQUIRED
- No Contract in Force
- Contract in Force
- SUBJECTS OF BARGAINING
- Mandatory Subjects
- Permissive Subjects
- Mixed Subjects
- MANAGEMENT RIGHT TO IMPLEMENT
- KEY POINTS
- NOTES
- Chapter 4 Resistance
- SOURCES OF RESISTANCE
- Represented Employees
- The Union
- Non-represented Employees
- REASONS FOR RESISTANCE
- Substantive Resistance
- Cultural Resistance
- Process Resistance
- TYPES OF RESISTANCE
- Failure to Support
- Individual Resistance
- Process Hostage
- Grievance Procedure
- Inside Games
- Strikes
- Picketing
- Boycotts
- Corporate Campaigns
- KEY POINTS
- NOTES
- Part II Philosophy
- Chapter 5 Countervailing Collaboration
- THE COUNTERVAILING INTERESTS
- THE COLLABORATIVE CHALLENGE
- The Relationship
- The Interests
- COUNTERVAILING COLLABORATION
- Philosophical Perspective
- Management of Change
- Integration
- Forcing
- Leadership
- IMPLEMENTING THE PHILOSOPHY
- KEY POINTS
- NOTES
- Chapter 6 Change Model
- PRINCIPLES
- Types of Change
- Characteristics of Change
- General Change Model
- LABOR RELATIONS CHANGE MODEL
- General Model
- Union Considerations
- The Unionized Model
- APPLYING THE LABOR RELATIONS CHANGE MODEL
- Adversarial Relationships
- Accommodating Relationships
- Countervailing Collaboration
- TRANSFORMATIVE IMPLICATIONS OF THE CHANGE PROCESS
- KEY POINTS
- NOTES.
- Part III Practice
- Chapter 7 Business Driver
- PRINCIPLES
- PYRRHIC CHANGE
- Feel-Good Change
- Deceptive Change
- BUSINESS-DRIVEN CHANGE
- Business-Driven Operational Change
- Business-Driven Transformation of the Labor/Management Relationship
- KEY POINTS
- NOTES
- Chapter 8 Systems Thinking
- PRINCIPLES
- SYSTEMS MODEL OF A UNIONIZED WORKPLACE
- Management Sub-system
- Labor Relations Sub-system
- Cultural Sub-system
- Relationships
- IMPLICATIONS FOR MANAGEMENT
- Mental Models
- The Union System
- Synchronizing Systems
- Leverage
- MANAGEMENT ACTIONS
- KEY POINTS
- NOTES
- Chapter 9 Learning and Growth
- PRINCIPLES
- ORGANIZATION LEARNING IN A UNIONIZED WORKPLACE
- Create a Holding Environment for Knowledge
- Walk the Talk
- Foster Learning that Leads to Efficiency, Effectiveness, and Fundamental Change
- Conduct Educational Activities to Close the Performance Gap
- Do Lookbacks
- KEY POINTS
- NOTES
- Chapter 10 Mutual Trust
- PRINCIPLES
- The Parties
- The Challenge
- BUILDING MANAGEMENT TRUSTWORTHINESS
- Core Values
- Honesty
- Fairness
- Respect
- BUILDING TRUSTWORTHINESS IN OTHERS
- TRUST IN A POWER RELATIONSHIP
- KEY POINTS
- NOTES
- Chapter 11 The Power Paradox
- PRINCIPLES
- POWER IN A UNIONIZED WORKPLACE
- Management Power
- Coercive Power.
- Utility Power.
- Collaborative Power.
- Employee Power
- Coercive Power.
- Collaborative Power.
- Union Power
- Coercive Power.
- Collaborative Power.
- Observations
- POWER PARADOXES
- The Paradox of Unintended Results
- The Paradox of Power Sharing
- The Paradox of Effective Use
- EXERCISING POWER IN LIGHT OF THE PARADOXES
- Avoiding Unintended Consequences
- Sharing Power with Union Leaders
- Using Management Power to Empower Employees
- KEY POINTS
- NOTES
- Chapter 12 Mutual Gains Bargaining
- PRINCIPLES.
- Interest-Based Negotiations
- Dialogue and Discussion
- Constructive Conflict Management
- MUTUAL GAINS BARGAINING IN A UNIONIZED WORKPLACE
- Developing a Collegial Relationship
- Pre-negotiation Planning and Preparation
- The Negotiation Process
- Role of the Spokesperson and Bargaining Team
- Using Power
- IMPLEMENTATION
- Systems Thinking
- Buying the Process
- Managing Expectations
- Process Risks
- KEY POINTS
- NOTES
- Chapter 13 Supplemental Teams
- PRINCIPLES
- SUPPLEMENTAL TEAMS IN A UNIONIZED WORKPLACE
- Establish Business Need
- Bargain Establishment and Parameters with the Union
- Integrate with Existing Organization Structures
- Select Appropriate Participants
- Provide Team Leadership
- Clarify Roles and Responsibilities
- Improve on the Bargaining Processes
- Facilitate Joint Training
- KEY POINTS
- NOTES
- Chapter 14 Moving Forward
- INTEGRATING PHILOSOPHY AND PRACTICE
- GETTING STARTED
- Assess Business Need for Change
- Insure Management Support
- Change Yourself
- Build Islands of Trust
- External Assistance
- Don't Talk about It-Do It
- Generate Substantive Successes
- FOLLOW-THROUGH
- KEY POINTS
- NOTES
- Selected Bibliography
- Index
- About the Author.