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

x

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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2

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4

5

6

7

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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