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Labour Relations and Management, 2005.
A discussion regarding labour relations in Canada, focusing specifically on the cases of Navistar and Western Customer Management Inc.
1,350 words (approx. 5.4 pages), 3 sources, $ 53.95
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Abstract
This paper discusses two cases of labour relations and management issues in Canada, namely the Navistar case in Ontario and the Western Customer Management Inc. case in British Columbia. The paper briefly discusses the legal ramifications of the use of scabs and Ontario's decision in 1995 to lift the anti-scab legislation, which led to the injury of six Navistar employees during a strike.
From the Paper
"Why is Western management denying us access to free democratic vote? When it comes to union organization, it is illegal for employers to interfere and prohibit the creation of unions. In Canada, it is against the law for employers to use intimidation tactics and harassment in an effort to discourage employees from joining a union. Organizations are prohibited from discriminating and demoting workers based on their union membership. Under federal and provincial labour laws, employers are permitted to express their opinions so long as they do not commit illegal labour practices ("Your Rights", 2005, para. 4). "
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Labor Management, 2005.
This paper examines the issue of unfair labor practices in business management using the Electromation Case.
2,895 words (approx. 11.6 pages), 12 sources, APA, $ 85.95
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Abstract
This paper explains that unfair labor practices happen when management crosses the invisible line with an employee on any issue protected by federal from smoking policies to non-compliance with hiring laws. The author relates that the key-deciding factor of the Electromation Case was the employee groups which emerged as a result of management style promoting total quality management or TQM. The case did not put an end to all employee participation programs but established the criteria against which all EPPs must be judged when an unlawful employer domination charge is filed, limiting what these groups can discuss. The paper concludes that, in today's business world, it can be argued that the American management system holds all the power because most of today's workforce is "at-will" and can be terminated at any time.
Table of Contents
Introduction
Unfair Labor Practices
The Electromation Case
Management Involvement
Conclusion
From the Paper
"Electromation, Inc. is a small company of 200 employees, located in Elkhart, Indiana. The company engages in the manufacture of electrical components and related products. The employees were not represented by a labor organization at the time of legal proceedings. In late 1988 the company concluded it was having financial troubles. In order to cut expenses, the company decided to "alter the existing employee attendance bonus policy and, in lieu of a wage increase for 1989, distributed year-end lump-sum payments based on length of service." After these changes were announced, the company understood the employees were dissatisfied with the arrangement. In January 1989, the company received a signed petition from 68 employees that covered their displeasure over the Attendance policy. From here, meetings were set-up between the employer and the employees to discuss this issue. Later five-action committees were set-up out of this first meeting as a forum for employees to discuss work place issues. However, the issues discussed included issues of labor like wages, hours and benefits as well as something as simple as lunch break."
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Labor Management Relations, 2008.
A discussion on the methods of improving productivity and relationships between labor unions, employer and employee.
2,038 words (approx. 8.2 pages), 11 sources, APA, $ 64.95
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Abstract
The paper presents an in-depth narrative on the importance of efficient labor cost management and highlights the effects that labor unions have on a business organization. In particular, the paper discusses the fact that unions and lean production programs are there to ensure correct planning of the methods employed to increase efficiency and productivity. The paper also relates that, if these factors are implemented, employers can introduce ideal levels of communication and receive co-operation and assistance from employees.
Outline:
Introduction
Common goals
Common challenges
Common realities
Strategic options and approaches
Conclusions
From the Paper
"Sound directives from management lead to responsiveness to company culture and inspire loyalty to the company. When workers feel secure, properly represented and involved in the company, the desire for collective action is not as significant (Dong-One and Voos, 1997). Sound leadership and motivation is able to guide the members of the organization towards the accomplishment of the major goal which is profits, efficiency and effectivity of the company.
"To achieve these, one has to be able to manage labor relations well. So, if workers turn to union organization as a means of communication and solving their concerns, considering the decline in unionization by workers, it may very well mean indeed that leadership and motivation strategies that are being implemented is not effective or enough to develop optimum labor relations."
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The Management of Labor, 2004.
This paper surveys scientific labor management theories, which became more defined and structured with the onset of the Industrial Revolution.
2,090 words (approx. 8.4 pages), 5 sources, APA, $ 65.95
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Abstract
This paper explains that the scientific management theory proposed by Taylor, the first to introduce the concepts of specialization of labor and the breaking down of tasks into discrete and independent functions, was instrumental in launching the mass production era in the U.S. The author points out that Frank and Lillian Gilbreth introduced motion study; not the time taken for the job, but rather the motion involved in completion of the task was considered more important. The paper relates that all the contemporary management theories place high emphasis on employee training and skill development. Since the 1990s, there has been an emerging approach to manage organizations using an ?engaged learning system? coupled with a continuous learning environment through all ranks of the organization.
From the Paper
"Elton Mayo was the first to bring the human element into the equation of management. While Maslow and McGregor would later identify and postulate the motivational theories for individuals, Mayo believed that worker satisfaction and performance were interdependent. The working conditions, the management attitudes and the quality of life within the organization were all important factors. Where ?Taylorism? appeared to be beneficial for the business owner, Mayo?s theories looked into the welfare and well-being of the workers as well. Negative effects of coercion and power control were easy to identify. It was observed that management could achieve a lot more if they were sympathetic to the worker needs and the work environment. The influence of peer pressure and group conformity was also identified as important in managing people and situations."
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Management and Labor, 2006.
A look at why there is often conflict between management and labor, even though they theoretically have the same organizational goals.
1,125 words (approx. 4.5 pages), 1 source, $ 44.95
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Abstract
This paper explains that both management and labor are essentially concerned with the same organizational objectives but that conflict often exists between these two parties. The paper explains that this is primarily a result of the different needs associated with each party and that, in order for an organization to be successful, the needs and interests of both parties must be met.
From the Paper
"As a rule of business, managers are concerned with the operation, vision, mission and profits that a business produces over time. Manager must be capable of keeping costs low in order to ensure that profits will be produced. Workers, on the other hand, are traditionally concerned with the wages that they are capable of earning in order to provide for their families and their individual lives. Therefore, while management and labor are theoretically functioning to achieve organizational goals, each party has interests that must be met in order for support of those goals to exist. These basic needs may create friction between management and labor, and ultimately between unions and management. Management personnel are typically untrusting of unions because of the costs that are associated with demands. Yet, unions realize that management members are concerned primarily with the business, and this..."
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Labour's Labor, 2006.
A review of an article discussing the impact and damage of WWII on the British economy.
675 words (approx. 2.7 pages), 1 source, $ 26.95
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Abstract
This paper discusses how following World War II, the British economy, its social structures, and its infrastructure, were all considerably damaged by the years of war over the European continent. Unions, as Dorfman points out, entered the post-World War II era as one of the nation's policy focal points in what would otherwise have been a political vacuum (par.1). It further discusses how in the decades following the war, Unions provided the citizenry, in the form of workers, with adequate representation within the structures of government and ensured that many policies and programs were enacted that would ensure not only work related rights and assurance but also social programs. The Unions within Britain for three decades held considerable sway over policy decisions as well as policy formulation.
From the Paper
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Organizational Management in Canada and China, 2006.
A comparison of Canada's and China's organizational management of labor policy.
3,375 words (approx. 13.5 pages), 10 sources, $ 133.95
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Abstract
This paper considers organizational management through the lens of corporate labor management in Canada and China. It is shown that culture matters when managing corporations, as the different approaches to labor in Canada and China are found to influence the ways business operates in those countries. Some suggestions are made for how labor management can be handled as globalization increases.
From the Paper
"It has only been with the recent introduction of market-based initiatives, coupled with the incredible growth of the economy and the emergence of an industrial sector, that the possibility for organizing has arisen. So what are the relevant characteristics of corporate management of labor for our analysis here? Peter Chow argues that the incredible rise of the Chinese economy has been driven by two major factors: (1) effective transition of agricultural workers to industrial jobs, and (2) infusion of direct foreign investment. Both of these developments has been critical, he argues, but he suggests that for the global economy it is the foreign investment that holds most potential to impact labor's standing in China."
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Labor Relations In China, 2002.
Discusses changing labor management and relations in China.
1,125 words (approx. 4.5 pages), 5 sources, $ 39.95
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Abstract
Discusses changing labor management and relations in China. Impact of membership in the World Trade Organization (WTO). Availability of large pool of labor. Employee-employer relations. Unions. Worker's Councils. Profit sharing. Working conditions. Fringe benefits. Hours worked; holidays and vacations. Termination of employees. Foreign personnel; work permits.
From the Paper
"Labor Relations in China
Labor Relations
The concepts of labor management and labor relations as they are understood in the Western World are basically unrealized in China today, although that situation is changing rapidly, and, most experts agree, will probably change more as China become fully vested as a World Trade Organization member.
Availability of Labor
According to a special report on labor in China, as of June 1, 2000, there were more than 200 million people earning work wages, and half of them are affiliated with labor unions. However, those wages typically average $20 to $30 U.S. a week. Likewise, most of the available labor is moving to the cities along the coasts, where the wages are higher, sometimes reaching $400 a month. There is, the ..."
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"Frederick W Taylor & The Rise off Scientific Management", 1996.
Critical review of work by Daniel Nelson on Taylor's positive & negative impact on American industry, factory system, management & labor, productivity, innovations.
1,575 words (approx. 6.3 pages), 1 source, $ 55.95
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From the Paper
Daniel Nelson, in Frederick W. Taylor and the Rise of Scientific Management, explores and analyzes the techniques and innovations initiated by Taylor (1856-1915) and the impact he and they had on the transformation of American industry, with specific reference to the factory system, industrialization, productivity, management and labor. Nelson's aim is both to portray Taylor's contributions to the development of scientific management, and to show that Taylor was not the "developer of ruthless, dehumanizing, and simple-minded techniques to exploit industrial workers" (book jacket) that he is often described as being. The author aims to show that, to the contrary, he was an integral part of his era, trying at all times to streamline a system which made him as much as he made it.
The problem with Nelson's book is that it does not make the..."
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Human Relations Management, 2004.
This paper discusses the way various companies have solved current human relations management problems in the area of health care, information technology, and management systems.
2,600 words (approx. 10.4 pages), 9 sources, APA, $ 78.95
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Abstract
This paper explains that some companies have begun experimenting with a labor/management partnership as a response to inevitable and rising costs of health care, which appears to be an effective model. The author points out that the experiences of companies, such as Hershey, Whirlpool, Starbucks, and Bang & Olufsen, provide important examples of the problem of introducing new information technology and its role in industry, especially in the area of human resources. The paper relates that the World Bank developed a Performance Advisory Service (PAS) model for dealings with problem workers, such as chronically poor performers, which does away with the hard-line approach of simply firing, demoting, or transferring the dysfunctional employee.
From the Paper
"Leadership failures occur most frequently because of ineptness, the inability to catch up with development requirements or simply because of a wrong diagnosis or handling of problems (Heisler 1989). Newer and more unprecedented changes and forces keep coming and, in many cases, they do not get addressed adequately because of a company's adherence to old ways. Managers and leaders get accustomed to old laws of doing things and, with the ingress of new developments, old programs prove ineffective, cash-draining and result in employee restiveness. There is urgent need to change the American business culture from a fast-buck and short-change format to a long-term and employee-oriented action as the only way to build or remain competitive. And there is greater need to adopt a system or a new vision in making a correct diagnosis and implementing correct responses to new problems within or affecting the human resources department.
Foremost among these new problems and issues are on health care, information technology and the management system."
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Management Information Systems, 2002.
The paper analyzes the Point of Sale (POS) inventory management system used by retailer Wal-Mart to keep inventory and labor costs low while increasing the accuracy of their inventory management.
3,108 words (approx. 12.4 pages), 7 sources, MLA, $ 90.95
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Abstract
The paper looks at how inventory management systems benefit large firms and examines how Wal-Mart's information system functions. The paper explores the effect of the management information system on its users and focuses on the software specifically designed to support the team approach essential to the organization. The paper also discusses the necessity for creating a model for the system prior to its creation.
From the Paper
"Much of the action required to operate and manage inventory levels with this system is back up, verification, and system maintenance. Strict government regulation regarding computerized pricing practices mandate that retailers keep the marked priced on the products as well as maintain the computer database. Managing this dual pricing system is time consuming. Actual inventory levels must be checked against computer records on an ongoing basis in order to ensure proper inventory levels on every item. At a corporate level, this sales and inventory information can be used to determine items to carry, discontinue, feature on special, etc."
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Human Resources Management, 2002.
This paper discusses the potential value of human resource management on the individual and the value of human resource management within an organization.
2,830 words (approx. 11.3 pages), 12 sources, MLA, $ 84.95
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Abstract
This paper explains that the term ?human resource management? is used to describe a variety of functions aimed at effectively managing an organization?s employees, or "human resources". The author points out that the goal of human resource management is to assist organizations to meet their strategic goals by attracting and retaining qualified employees and managing them effectively, while ensuring that the organization complies with all appropriate labor laws. The paper stresses that human resources managers ensure that the employees are kept informed of the organization?s overall strategic goals and oversee the training and personal development of employees to guarantee that they are able to give of their best to the organization.
From the Paper
"Human resource managers design appraisals to primarily get feedback from the employees regarding their achievements in the year, and invite their opinions as to which aspects of their performance need improvement. This is designed to give the employees a chance to consider their own weaknesses and to encourage them to be proactive about their personal development. Also, by seeking feedback from employees about the course their personal development should take within the organization, the human resource managers make the employee feel valued by the company. The appraisals also give the human resource managers a chance to sit down with employees on a one on one basis and take the opportunity to reinforce the overall corporate goals of the organization."
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Frederick Taylor?s "Theory of Scientific Management", 2005.
This paper investigates the possible application of Frederick Taylor's "Theory of Scientific Management" to increase productivity in a telecommunications installation company.
1,560 words (approx. 6.2 pages), 20 sources, APA, $ 51.95
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Abstract
This paper relates that, the division of labor suggested in Taylor's theory is still extant in American business; in fact, it is undeniably present in businesses, such as telecommunications, that have both inside and outside functions, both executive/managers and a large complement of workers. The author points out that, while Frederick Taylor's ideas, used in their pure form, might have worked well in a pre-human potential movement era of abundant factory work and climbing wages; in today's labor market, they are likely to be counterproductive, unless balanced with a large amount of input from modern labor relations. The paper concludes that Taylor's emphasis on measurement should be simply a tracking tool, not a management hammer; used as such, it can point to the areas in which human/labor relations might need to step in.
Table of Contents
Division of Labor along with Narrow Specialization
Centralized Decision-Making
Proposed Solution
From the Paper
"Taylor was not the first, by any means, to develop a theory of production. Earlier minds, such as that of economist Adam Smith, were also concerned with the problem of increasing production. Indeed, "Economic theory of production had a promising start with Adam Smith's pin factory" in which Smith explained the benefit of the division of labor. Smith was a perfect precursor to Taylor: he observed "how allotting specialized tasks to pin factory workers led to greater dexterity by the workers and considerable saving of time from moving from task to task and allowed for output of pins to increase from a mere 20 pins to 4,800 pins per worker per day." "
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German Management, 2006.
An analysis of modern German business management.
1,300 words (approx. 5.2 pages), 8 sources, MLA, $ 43.95
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Abstract
This paper studies how German businesses are managed, focusing on the personalities and work styles of German managers. The paper begins with a general discussion of the present German economy -- including the recent downturn -- and the negative impact of reunification. Then the paper assesses German management culture, which it says prides itself on customer service and product quality. The paper also analyzes how managers in Germany -- most of whom are men -- rise to positions of power within their companies. This "man's world" is a large focus of the author's assessment. Other influences the paper examines are education levels and the role of labor unions.
From the Paper
"The new government is fairly leftist, combining the Social Democrats with the German "Green" party. Schroeder, in one of his first pronouncements, made it clear that he was going to create a plan whereby business and labor would come to some sort of agreement, including a revision of the current tax codes, and perhaps a reduction in the very excessive number of paid vacation and holidays that German workers now receive (by far the most generous in all of Europe). "With only the basic frame work of new tax regulations hinted at, already critics are complaining that these new regulations would place an unfair burden on family-owned businesses, and hurt the economy in general. Before leaving office, Kohl did get some measures passed, such as cutting pensions and sick benefits. Schroeder seeks to restore these and find some new revenues elsewhere."
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