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

Format:

Book

Author/Creator:

Blackard, Kirk, 1941-

Language:

English

Subjects (All):

Labor unions--Great Britain.

Labor unions.

Industrial relations--Great Britain.

Industrial relations.

Organizational change--Great Britain.

Organizational change.

Physical Description:

1 online resource (255 p.)

Edition:

1st ed.

Place of Publication:

Westport, Conn. : Quorum, 2000.

Language Note:

English

Summary:

Unlike other labor law and management books, Blackard's comprehensive new work not only examines legal, strategic human resources management, change management, and related labor/management relations issues, but also offers easily grasped and applied methods for addressing all of these issues. Labor relations should be a fully integrated part of a systemic approach to human resource management, argues Blackard. He challenges the feasibility of ad hoc programs and labor/management partnerships, but encourages collaboration within the context of both parties' interests and roles. His book provides a philosophy and set of practices to manage change and improve the labor/management relationship in the unionized workplace. Companies with poor union relationships rarely have union problems; they have management problems. The crux is that managing change is a special challenge. To help executives address the challenge, Blackard first reviews the state of labor relations and discusses key differences between managing change in union and non-union settings. He presents a philosophy based on collaboration of countervailing interests and an integrated model for change management that is uniquely applicable in unionized workplaces. He then discusses the application of management practices based on such concepts as organizational learning, systems theory, trust, power, mutual gains negotiations, and supplemental teams that support the countervailing collaboration concept. By seeing labor relations as part of a broader human resource management system, one can identify and better understand many of the questions that inevitably rise when faced with the need for rapid and often drastic change.

Contents:

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

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

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

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

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

NOTES.

Part III Practice

Chapter 7 Business Driver

PYRRHIC CHANGE

Feel-Good Change

Deceptive Change

BUSINESS-DRIVEN CHANGE

Business-Driven Operational Change

Business-Driven Transformation of the Labor/Management Relationship

Chapter 8 Systems Thinking

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

Chapter 9 Learning and Growth

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

Chapter 10 Mutual Trust

The Parties

The Challenge

BUILDING MANAGEMENT TRUSTWORTHINESS

Core Values

Honesty

Fairness

Respect

BUILDING TRUSTWORTHINESS IN OTHERS

TRUST IN A POWER RELATIONSHIP

Chapter 11 The Power Paradox

POWER IN A UNIONIZED WORKPLACE

Management Power

Coercive Power.

Utility Power.

Collaborative Power.

Employee Power

Union 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

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

Chapter 13 Supplemental Teams

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

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

Selected Bibliography

Index

About the Author.

Notes:

Bibliographic Level Mode of Issuance: Monograph

Includes bibliographical references (p. [251]-252) and index.

ISBN:

9780313004551

0313004552

9780585384313

0585384312

OCLC:

49995256