Management and Union Relationships in an Organization

In todays business environment, the similitudeship between worry and pairing can play a vital role in the success of an organization. My research of the roles of federations and care will enable me to present concrete information of how these cardinal entities perform in an organization. The Role of Management in an government Management is the process of taping with hoi polloi and resources to accomplish organizational goals (Bateman & Snell, 2007). In an organization, management has the responsibility of performing four major functions.These functions consist of planning, organizing, leading, and controlling. According to (Carter McNamara, n. d. ), As planners, management identifies goals, objectives, methods, resources gather uped to carry out methods, as healthful as, responsibilities and dates for completion of tasks. As organizers, management organizes resources needed to achieve the goals in an optimum fashion. Examples are organizing new departments, humankind r esources, office and file systems, re-organizing businesses, etc.As leaders? management set direction for the organization, groups and individuals and influence people to follow that direction. Examples are establishing strategic direction (vision, values, mission and / or goals) and championing methods of organizational performance management to pursue that direction, and as controllers, management coordinates the organizations systems, processes and structures to reach effectively and efficiently reach goals and objectives.This includes ongoing collection of feedback, and monitoring and accommodatement of systems, processes and structures accordingly. Examples include use of financial controls, policies and procedures, performance management processes, measures to avoid risks etc (Free Management Library, n. d. ). The Role of Unions in an Organization Unions are associations that represent the collective interests of their employee-members in talk terms and negotiating with org anizations. Trade unions gener on the wholey seek to obtain higher wages, reduced working hours, and improved working conditions for employees.The in like manner seek to improve workplace safety and obtain increased returns, much(prenominal) as health insurance, pensions, and disability insurance, for employees. Unions work to protect the employment security of their members by negotiating the implementation of seniority rules and to eliminate at-will employment contracts which has subjected non-union employees to dismissal without cause. Although trade unions did not obtain legal recognition until the 1930s, laborers began organizing to bargain collectively with employers long before obtaining such recognition (Encyclopedia. om, 2011). Unions also help the organization by supporting the productivity of the workers. According to (OrganizationLabor. com, 2008), They help in organizing train workshops so as to enhance their workers skills at the workplace. Also, they nail forums to sensitize workers on changes going on in the market as well as educate them on pertinent matters that would benefit them in general.Further support, which may differ, may be given at personal levels. A member might get legal representation in case of judicial proceeding where an employer is involved. Unions when conflict arises between employees and employers conduct meetings and hold talks with relevant policy and decision makers. This ensures quality talks from both sides and decisions of resolve that benefit the employer as well as employee. The Management and Union Relationship In todays business environment, labor and management relations have been put on hold while organizational changes and transformations take place. There are some who believe that labor-management relations are a relic of an era when rising standards of living and unever-changing markets seemed to be predictable.According to the text (Creative union-management relations, 1995), Discounting the importanc e of labor-management relations is an extraordinary misunderstanding of the power and possibility of labor and management to catalyze organizational and human change. A union-management relation is not about playing out a Noh dance of ritualized motions or technical legalismsit is an intensely human connection that affects the lives of managers and unionists alike. And as a very human connection, it arries with it the seeds of creativity and innovation (Cohen-Rosenthal & Alfandre, 1995). During the 1950s labor contracts renewed every three years. Each contract term was seen as progress to a better fashion of life. Unions and management who still believe in this idea are losing benefits accumulated over time. The predictable foundations of those benefits and collective bargaining seem to not work in this day and time. Collective bargaining has produced innovations and progress within organizations.According to (Cohen-Rosenthal Alfandre, 1995), Numerous advances, such as new forms o f employee participation in the workplace were first introduced at the bargaining table New benefit packages, new types of working hours, new investment funds, new learning arrangements, and family friendly policies, etc. When developing a labor-management partnership, one moldiness understand and honor the significant differences between the traditional union and management workplace cultures. Both sides will have their own assumptions, values, and way of doing business.If the differences are not properly managed, they could get in the way of the partnership. According to (M. Scott Mulinski, 1998), What looks easy for management to accomplish maybe difficult for the union. When a labor-management team comes up with a resolution to a problem, managements normal reaction is to immediately implement it because it makes sense and affects the operations bottom line. However, the union may be wary of implementing the proposal before it has been thoroughly discussed at the union meeting (s) and the membership supports the concept.Managements insistence to act immediately may cause the union to back off or implement without support from its membership. Failure to avow the unions way of doing business places unnecessary strain on the birth and can result in a breakdown of the rely level between the parties, and maybe create political problems for the union leadership (which could spell an end to the entire partnership). A labor-management partnership is built upon the philosophy of teamwork, cultural change, trust, free flow of information, remotion of organizational barriers, and development of a high-performance workplace.There should be no venture into a work area that does not accept the partnership philosophy or whose agenda is different from those set by the labor-management partnership. This partnership can run into problems if demands exceed resources. A level of trust mustiness be gained within the partnership. If trust issues are addressed, effective, honest communication will develop alleviating fears of retaliation for speaking out. This also produces a higher level of respect and less conflict. An effective labor-management relationship will increase the availability of discriminate training and skill development programs. According to (M.Scott Milinski, 1998), in Fort Lauderdale, Fla. a labor-management committee was established to address staffing and overtime problems in the citys 911 Telecommunications Center. The committee decided that it needed to better understand how the citys pay system operated before it could address staffing issues. At that point the committee received training on the citys budget and classification plan. Now the committee was prepared to design a new classification, conduct a professional pay study, recommend the appropriate pay range for the new classification, and estimate cost savings through reduced overtime (Milinski, 1998).Although conflicts will remain, there must continue to be acknowle dgements of changing roles and control issues. Management within unionized organizations have always been told to enforce contractual rules and their rights to make decisions, however in a labor-management partnership management roles must change from controller to team member. The key to a successful labor-management partnership lies in the fact that, although everyones role changes, the supervisor and middle manager must adjust more than anyone else. The supervisors primary role is changed from controller to coach.Middle managers need to understand that their responsibility to the new partnership is to support the effort by helping remove organizational barriers to performance. Middle managers, like many others, must see the employees and supervisors as primary customers (Milinski, 1998). Organization and Union Strategies for a Conducive, Working Relationship Organization Strategies/Actions 1. Behave in ways that demonstrate their respect for the institution of organized labor and their respect for the legitimate role union leaders play within both the union and management organizations. 2. Show concern for the issues that are important to the union.For example, the source of power and income for unions is its membership. 3. Stop seeing the contract as the unions contract. 4. Maintain communication about all business issues Union Strategies/Actions 1. Publicly acknowledge the importance of effective management. 2. Accept and help their members understand that companies employee people in order to get specific work done in order for the company to success and that employment is not an entitlement and that businesses are not social welfare organizations. 3. Convince the union membership of the need for change and the need for cooperation.The commitment of management and unions to implementing the above strategies will enable the development of an effective partnership. Conclusion My review of the roles of management and unions has assisted me in last(a) that management and unions can form an effective partnership. In a unionized organization, managements role is to secure resources needed to ensure that the organization reaches its goal. This includes the hiring of a qualified labor force. The role of a union is to ensure that the organization provide its labor force with appropriate wages, benefits, safe work environment, accessible training, and skills development. If management and unions would be more respectful of their roles and positions in helping an organization to maintain success, a lasting relationship can be developed which will benefit all involved.ReferencesBateman, T. S. , Snell, S. A. (2007). Management Leading and collaborating in a competitive world. McGraw-Hill Cohen-Rosenthal, Edward, Alfandre, Catherine. (1995). Creative union-management relations. The Journal for Quality and Participation, 18(3), 16. commemorated March 20, 2011, from ABI/INFORM Global. (Document ID 6682141). Encyclopedia. com. (2011). Trade Uni ons.Retrieved on March 14, 2011 from http//www. encyclopedia. com/ division/Trade_Unions. aspx M Scott Milinski. (1998). Obstacles to sustaining a labor-management partnership A management perspective. Public Personnel Management, 27(1), 11-21. Retrieved March 20, 2011, from ABI/INFORM Global. (Document ID 28486826). McNamara, C. (n. d. ). Free Management Library All About Management. Retrieve on March 14, 2011 from http//www. managementhelp. org/mgmnt/skills. htmanchor165831. OrganizationLabor. com. (2008). Trade Unions. Retrieved on March 15, 2011 from http//www. organizationlabor. com/