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Act/React OR Mutual, work together |
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The seminal relationship in any organization is the relationship between employer-employee. Examine this relationship in virtually any enterprise and you will probably find its reflection throughout the organization. Change it and you will see the changes reverberate throughout.
Watch out for a simple slap dab, top down application of TQM to your enterprise...unless the elements of the ends sought are integral to the means used to initiate and embrace the quality and participation paradigm it will eventually fail. To be thought of as "just another one of those fads that they wanted us to do" seems to be the fate of so many new ideas in education introduced without employee (union) ownership. The prescription for avoiding this syndrome is to focus first upon the soul of the organization: the relationship between employer and employee (union). By establishing the true participation of the employee (via the union when one exists) in the organization’s decision making regarding direction and methods, a genuine shift to the quality and participation paradigm is assured. The interest approach (flashing) provides us with principles that enable true bilateral participation in the decision-making process |
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adversaries > partners |
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Catalogs BNA Books on Labor-Management Relations The Bureau of National Affairs, Inc. BNA Books 1250 23rd Street, N.W. Washington, D.C. 20037-1165 (800) 372-1033 Catalog of books on collective bargaining, unions, labor studies, and dispute resolution. Maurice B. Better, Contract Bargaining Handbook for Local Union Leaders at 3. coverage includes both traditional and win-win bargaining ILR PRESS School of Industrial and Labor Relations Cornell University, Ithaca, New York 14853-3901 THE ENTERPRISE COMPACT Barry Bluestone and Irving Bluestone, Negotiating the Future: A Labor Perspective on American Business, BasicBooks (1992) at 218-246. .The Enterprise Compact memorializes agreement between management and labor on the specifics of productivity, compensation, quality, innovation, and the functional integration of the directive, administrative, and executive functions of management. |
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Edward Cohen-Rosenthal and Cynthia E. Burton, MUTUAL GAINS: A GUIDE TO UNION-MANAGEMENT COOPERATION (2d ed., revised), ILR Press (1993). This practical reference guide to union-management cooperation discusses both union and management perspectives on cooperation and explores approaches to and step-by-step design of a cooperative union-management relationship. Includes section specially directed toward financial issues within the cooperative relationship. Thomas R. Horton and Peter C. Reid, BEYOND THE TRUST GAP: FORGING A NEW PARTNERSHIP BETWEEN MANAGERS AND THEIR EMPLOYEES, Based on over 100 interviews with CEO’s, managers, and management consultants, the authors explain how to start healing broken relationships after resizing/downsizing and build new employer-employee partnership based on trust. Edward M. Marshall, TRANSFORMING THE WAY WE WORK: THE POWER OF THE COLLABORATIVE WORKPLACE, AMACOM American Management Association (1995). How to introduce and manage fundamental cultural change into your organization in order to reap the benefits of the collaborative workplace. Includes sample "operating agreements" that set forth principles of decision-making as well as the "Strategic Alignment Method" to help focus organizational energy. JOURNAL FOR QUALITY AND PARTICIPATION, volume 18, no. 3 (June 1995). Subtitled Partners for Excellence: labor and management, this issue contains thought-provoking and action-inspiring articles on the new paradigm in labor relations. PUBLIC SECTOR-CALIFORNIA FOUNDATION FOR THE IMPROVEMENT OF EMPLOYER-EMPLOYEE RELATIONS (CFIER) Steve Barber, Watching the Paradigm Shift, VIEWPOINTS (CFIER quarterly newsletter) (Nov. 1993). Barber takes note of how the emerging paradigm manifests in the public and private sector and suggests that CFIER’s processes can help us achieve success in the end by legitimizing the means. Jerome T. Barrett, THE P.A.S.T. IS THE FUTURE, A MODEL FOR INTEREST-BASED COLLECTIVE BARGAINING THAT WORKS!, Jerome Barret & Sons Publishing (1992). Steve Barber, Letting Genies Out of Bottles, JOURNAL FOR QUALITY AND PARTICIPATION (Jan/Feb 1993). The CFIER approach to collective bargaining, applying the new paradigm in the context of labor-management relations in public education. Early account of CFIER’s genesis. John P. Glaser and James W. Tamm, Better Bargaining, THE EXECUTIVE EDUCATOR (Dec. 1991). How the interest approach to collective bargaining was introduced to San Jose Unified School District and East Side Union High School District through PERB/CFIER. Good discussion of actual training sessions and associated costs. Sidebar: case study of San Juan Unified School District. Stephen Barber, Kenneth Hill and Tim Nelson, The Emerging Paradigm in Public Sector Labor Relations, CALIFORNIA PUBLIC EMPLOYEE RELATIONS NO. 79 (Dec. 1988) at 11. Authors define and discuss the theoretical and practical foundations of alter native bargaining methods for public employees. Qualitative and quantitative discussion of benefits experienced by school districts implementing the interest approach. How and why government institutions are following the lead of the private sector in this paradigm shift, with an emphasis on the leadership role taken by the Public Employment Relations Board (PERB). Good bibliography. California’s PERB LABOR-MANAGEMENT COOPERATION PROJECT Contains an exhaustive collection of reading materials focusing on the paradigm shift in today’s labor relations practices. William Collison, CONFLICT REDUCTION-TURNING CONFLICT TO COOPERATION, Kendall-Hunt, 1988. Stephen B. Goldberg, Eric D. Green, Frank E.A. Sander, DISPUTE RESOLUTION. Little, Brown, 1985. David A. Lax and James K. Sebenius, THE MANAGER AS NEGOTIATOR:BARGAINING FOR COOPERATIVE AND COMPETITIVE GAIN. Free Press, 1986. John R. Stepp and John L. Bonner, STATES TIE ECONOMIC DEVELOPMENT TO IMPROVED LABOR RELATIONS CLIMATES, JOURNAL OF STATE GOVERNMENT, Council of State Governments (Jan/Feb 1987). "...Reduction of conflict is rarely the reason that companies and unions in the private sector make the shift to the alternative method, conflict and contention having generally been considered a part of the private sector labor relations environment. What has caught private sector unions and companies up in the paradigm change has been concern for product quality, productivity, and the competition. These motives are clearly the basis for the heavy emphasis placed on the subject by the U.S. Department of Labor through its Bureau of Labor Management Cooperation." Thomas A. Kochan, Strategies for Sustaining Innovations in U.S. Industrial Relations,JOURNAL OF STATE GOVERNMENT, Council of State Governments (Jan/Feb 1987). It has been postulated that the stakes in terms of global competition are so high that our county cannot wait for an evolutionary-paced or crisis-based change." THE LABOR COMPACT OF THE MEMBERS OF LOCAL 175, UWUA, AFL-CIO, AND DAYTON POWER AND LIGHT COMPANY (Nov. 1, 1986 to Oct. 31, 1989). An excellent example of an innovative collective bargaining agreement. U.S. Department of Labor, Bureau of Labor-Management Relations and Cooperative Programs, m N-5419, Washington D.C., 20210: Labor Management Cooperation Briefs NEW UNITED MOTOR MANUFACTURING, INC., AND THE UNITED AUTOMOBILE WORKERS: PARTNERS IN TRAINING, NO. 10, March 1987. LABOR COMPACT KEY TO NEW EMPLOYEE-MANAGEMENT PARTNERSHIP AT DAYTON POWER AND LIGHT (Jan. 1988). LABOR-MANAGEMENT COOPERATION AT EASTERN AIR LINES, BLMR NO. 118 (1988). Relationship/Principles, CFIER FACILITATOR RESOURCE MANUAL (Jan. 1996) at Part 5. Good explication of principles that shape effective labor-management relationships |