Managing change in a unionized workplace : countervailing collaboration / / Kirk Blackard

• Record Nr.: UNINA9910821125403321
• Autore: Blackard Kirk <1941->
• Pubbl/distr/stampa: Westport, Conn., : Quorum, 2000
• ISBN: 0-313-00455-2; 0-585-38431-2
• Edizione: [1st ed.]
• Descrizione fisica: 1 online resource (255 p.)
• Disciplina: 331/.0941
• Soggetti: Labor unions - Great Britain; Industrial relations - Great Britain; Organizational change - Great Britain
• Lingua di pubblicazione: Inglese
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Note generali: Bibliographic Level Mode of Issuance: Monograph
• Nota di bibliografia: Includes bibliographical references (p. [251]-252) and index.
• Nota di contenuto: 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.