438 PART 5 Meeting Other HR Goals
Corporate CamPaigns
Bringing Public,
financial, or Political
pressure on emPloYers
during union
organization and
contract negotiation
i-S5 ExPlain how
management and
unions negotiate
c ontra cts.
Collectivc Bargaining
Negotiation between
union rePresentatives
and management
representatives to
arrive at a contract
defining conditions of
emploYment for the
term ofthe contract
and to administer that
c ontra ct.
Another altemati'e to traditional organizing is to
conduct corPorate
campaigns_bringlng"putl,.,-lrr-,ur-r.iai, or n4r.J pressure
on e.rployers during
union organization nr-ri .orrar".t negotiatior-r."
th"^Amalgamated Clothi'g ar-id
Textile Workers Union (ACTWU) corporare
campaign against textile maker i' P'
Srevens during ,lr" tu,.'iqiO, *u, ot. oithe firrt ,u.."!,ft'l
tolporate campaigns and
served as a modei fo, ;h;; ,h", iotto.'.d. The ACT\7U organized
a bovcort of J' P'
Stevens products
".rd
rhr"^t"r1ed to withdraw its pension funds from
financial institu-
tions where J.
p. St"rr.r-r, onl."., ".*a ",
dir".ro.r. The company eventually agreed to
u .or-rtru.t with Acr\x7U'33 ployer neutrality
Another winning union organizing sttategy is to negotlate
em
and card-che.k prorrislo-ns i.rJu .or-rriu.r. uid". ^n"utility
provision, the employer
pledgesnottoopposeorganizingattemptselsewhereinthecompany.Acard.check
provisionis an agreem.rr, Ih", if a cerrain percentage-by law,
at least a rnajority-of
employeessignanu,,'ho'l'"tio"card'theemployerwillrecognizetheirunionrepre'
sentation. Art i-purtluf;;il; ug"*y' such as the American
Arbitration Associa'
rion, counrs.h".".d.]EiriJ""* **g"rrs thar this strategy
can be very effective for
,14
unions.
DecertifYing a Union
The Taft.Hartiey Act expanded union members'
right to be represented by leaders of
rheir own choosing rol-',iud. the right to vote o,,i
ut existing union' This action is
.lif"Jar..rrrfying tlhe union. Decertification foilows
the same process as a representa-
tion election' Ar1 .l.tiio''t to decertifu a union may not
take place when a contract is
t"
i#it": decertification elecrions are held, unions often do not
fare well'35 During
the past fsqr years, .,'-'Jt' have lost betu'een 54 and 64
percent of decertification
elections. tn u.ro.n., f1;; ;; ".riorrr,
the nurnber of decertification elections has
increased frorn abour ip"r."", "r"11 "l".rior-r,
in the 1950s and 1960s to more than
double that rate in recent Years'
Cotleetive Bargaining
WhentheNLRBhu,.".tifi"dauttion,rhatunionrepresentsemployeesduringcon-
tract negotiations' ln collective bargaining' 1 ""t" 1:g:^t:it:t
on behalf of its
members with rnanagement representatives
to arrive at a contract defining conditions
of employrnent for the rerm of th" contracr
and to resoive differences in the way they
interpret th" .or.,tru.r. Typi.ul contracts i".r"a" provlsions
for pay' benefits' rl'ork
rules, and resolution of r,r,o.
Collective bargaining is defined as a process where representatives of workers and employers determine essential conditions of employment through negotiation. There are several forms of collective bargaining including distributive, integrative, productivity, composite, and concessionary bargaining. Successful collective bargaining requires strong unions, recognition of bargaining agents, determining the scope of issues to be negotiated, and a suitable framework to govern the process. Some challenges to effective collective bargaining in India include weak unions, lack of union recognition procedures, political interference, and overreliance on adjudication instead of negotiation.
Collective bargaining is a process of negotiation between employee representatives, usually a trade union, and employers or employer representatives to determine working conditions and terms of employment. The negotiations typically result in a collective agreement that sets out wage scales, working hours, health and safety standards, grievance procedures, and other rights. Strikes occur when these negotiations fail to reach an agreement and workers withhold their labor to put pressure on employers. Retrenchment refers to the termination of employees by companies when downsizing, but companies must follow legal requirements under labor laws.
Collective bargaining is a process of negotiation between employers and organized workers, represented by their union, to determine terms and conditions of employment such as wages, hours, and working conditions. The goal is to reach agreements that are acceptable to both parties. Collective bargaining helps resolve conflicts, improves understanding between labor and management, and establishes rules governing the workplace. It plays an important role in industrial relations by promoting harmony, regulating employment terms, and allowing workers to protect their interests through their union.
Collective bargaining refers to negotiations between employers and employee representatives, without arbitration, to determine wages, hours, and working conditions. It involves group negotiations through representatives and aims to establish an ongoing process for negotiating agreements. The key aspects of collective bargaining include resolving industrial disputes, establishing fair wages and working conditions, promoting stability and prosperity in the industry, and developing industrial democracy. Collective bargaining agreements can occur at the plant, industry, or national level and aim to maintain harmonious relations between labor and management.
Q&As on business and collective bargaining.pdfKevin117905
This document contains a series of questions and answers about collective bargaining and business. It discusses why collective bargaining is important for both workers and businesses. It allows issues to be settled through dialogue rather than confrontation, and provides benefits to the enterprise, stakeholders, and society. The document also provides guidance on how companies can uphold collective bargaining rights, such as by recognizing unions, bargaining in good faith, and providing worker representatives with necessary facilities and information. It discusses the importance of negotiation and concluding collective agreements.
Collective bargaining is a process where workers' representatives negotiate with employers to determine wages, hours, benefits, and other terms of employment. The key aspects of collective bargaining are that it is a continuous process that establishes stable relationships between workers and management and involves negotiation of a collective bargaining agreement that sets the terms of employment for a set period of time. Collective bargaining benefits workers by increasing their bargaining power and benefits employers by providing stability and reducing disputes. However, collective bargaining in some countries faces challenges such as weak unions, inter-union rivalries, and political influences that hinder effective negotiation processes.
Collective bargaining is a process where workers' representatives negotiate with employers to determine wages, hours, benefits, and other terms of employment. The key aspects of collective bargaining are that it is a continuous process that establishes stable relationships between workers and management and involves negotiation of a collective bargaining agreement that sets the terms of employment for a set period of time, typically three years. The collective bargaining process involves preparing, discussing issues, proposing solutions, bargaining, and reaching a final settlement agreed upon by both parties. Collective bargaining benefits workers by increasing wages and protections, employers by promoting stability, and society by reducing conflicts.
Collective bargaining is a process used by unions and management to negotiate terms of employment through representatives. It aims to find compromise between conflicting interests through joint discussions. The key characteristics include it being a two-way and continuous process, involving group action and flexibility to find compromise. Some objectives are to improve labor relations, ease minor disputes, and ensure management does not make unilateral decisions impacting workers.
Collective bargaining is defined as a process where representatives of workers and employers determine essential conditions of employment through negotiation. There are several forms of collective bargaining including distributive, integrative, productivity, composite, and concessionary bargaining. Successful collective bargaining requires strong unions, recognition of bargaining agents, determining the scope of issues to be negotiated, and a suitable framework to govern the process. Some challenges to effective collective bargaining in India include weak unions, lack of union recognition procedures, political interference, and overreliance on adjudication instead of negotiation.
Collective bargaining is a process of negotiation between employee representatives, usually a trade union, and employers or employer representatives to determine working conditions and terms of employment. The negotiations typically result in a collective agreement that sets out wage scales, working hours, health and safety standards, grievance procedures, and other rights. Strikes occur when these negotiations fail to reach an agreement and workers withhold their labor to put pressure on employers. Retrenchment refers to the termination of employees by companies when downsizing, but companies must follow legal requirements under labor laws.
Collective bargaining is a process of negotiation between employers and organized workers, represented by their union, to determine terms and conditions of employment such as wages, hours, and working conditions. The goal is to reach agreements that are acceptable to both parties. Collective bargaining helps resolve conflicts, improves understanding between labor and management, and establishes rules governing the workplace. It plays an important role in industrial relations by promoting harmony, regulating employment terms, and allowing workers to protect their interests through their union.
Collective bargaining refers to negotiations between employers and employee representatives, without arbitration, to determine wages, hours, and working conditions. It involves group negotiations through representatives and aims to establish an ongoing process for negotiating agreements. The key aspects of collective bargaining include resolving industrial disputes, establishing fair wages and working conditions, promoting stability and prosperity in the industry, and developing industrial democracy. Collective bargaining agreements can occur at the plant, industry, or national level and aim to maintain harmonious relations between labor and management.
Q&As on business and collective bargaining.pdfKevin117905
This document contains a series of questions and answers about collective bargaining and business. It discusses why collective bargaining is important for both workers and businesses. It allows issues to be settled through dialogue rather than confrontation, and provides benefits to the enterprise, stakeholders, and society. The document also provides guidance on how companies can uphold collective bargaining rights, such as by recognizing unions, bargaining in good faith, and providing worker representatives with necessary facilities and information. It discusses the importance of negotiation and concluding collective agreements.
Collective bargaining is a process where workers' representatives negotiate with employers to determine wages, hours, benefits, and other terms of employment. The key aspects of collective bargaining are that it is a continuous process that establishes stable relationships between workers and management and involves negotiation of a collective bargaining agreement that sets the terms of employment for a set period of time. Collective bargaining benefits workers by increasing their bargaining power and benefits employers by providing stability and reducing disputes. However, collective bargaining in some countries faces challenges such as weak unions, inter-union rivalries, and political influences that hinder effective negotiation processes.
Collective bargaining is a process where workers' representatives negotiate with employers to determine wages, hours, benefits, and other terms of employment. The key aspects of collective bargaining are that it is a continuous process that establishes stable relationships between workers and management and involves negotiation of a collective bargaining agreement that sets the terms of employment for a set period of time, typically three years. The collective bargaining process involves preparing, discussing issues, proposing solutions, bargaining, and reaching a final settlement agreed upon by both parties. Collective bargaining benefits workers by increasing wages and protections, employers by promoting stability, and society by reducing conflicts.
Collective bargaining is a process used by unions and management to negotiate terms of employment through representatives. It aims to find compromise between conflicting interests through joint discussions. The key characteristics include it being a two-way and continuous process, involving group action and flexibility to find compromise. Some objectives are to improve labor relations, ease minor disputes, and ensure management does not make unilateral decisions impacting workers.
Collective bargaining is a process where worker representatives and employer representatives negotiate terms of employment, such as wages, benefits, and working conditions. It aims to promote harmonious labor relations and prevent disputes. The key aspects of collective bargaining include it being a continuous process between certified bargaining agents to determine various employment terms through flexible negotiations. Effective collective bargaining benefits both workers and employers by facilitating communication, industrial peace, and dispute resolution. However, issues like weak unions, political interference, and easy access to adjudication pose challenges to the collective bargaining process in India.
Collective bargaining is a process of negotiation between employers and employee representatives, such as labor unions, regarding terms of employment. It allows both parties to resolve disputes in a peaceful manner and establish fair wages and working conditions. Key aspects of collective bargaining include preparing for negotiations, discussing proposals and counterproposals, bargaining to reach an agreement, and settling on a final collective bargaining agreement that is put in writing. The goal is to maintain stable labor relations and industrial peace.
Collective bargaining is a process of negotiation between employers and employee representatives, such as labor unions, regarding terms of employment. It allows both parties to resolve disputes in a peaceful manner and establish fair wages and working conditions. Key aspects of collective bargaining include preparing for negotiations, discussing proposals and counterproposals, bargaining to reach an agreement, and settling on a final collective bargaining agreement that is put in writing. The goal is to maintain stable labor relations and industrial peace.
The document discusses collective bargaining, which it defines as a process of negotiation between employee representatives and employer representatives to determine terms of employment. It provides definitions of collective bargaining from various sources and discusses key aspects like the parties involved, topics of negotiation, forms it can take, prerequisites, features, methods, constituents, theories, and importance from different stakeholder perspectives. International standards around collective bargaining from the ILO are also outlined, including its core conventions on freedom of association, right to organize, forced labor, child labor, discrimination, and labor inspection.
This document provides an outline of a lecture on collective bargaining (CB). It defines CB, discusses its objectives and characteristics. It covers the differences between CB and negotiation, issues that can be bargained, stakeholders involved in CB, and CB laws in Nigeria. The advantages, types, and process of CB are described. Challenges to effective CB and levels of collective agreements are also summarized.
Unions and collective bargaining rights are designed to protect workers' rights and ensure safe working conditions through negotiation. While the system has flaws, the overall intention is to balance the interests of workers, employers, and the government. Collective bargaining involves workers' representatives and management negotiating terms of employment, with neither side required to agree but both needing to bargain in good faith.
This document provides an overview of collective bargaining. It defines collective bargaining as a type of negotiation used by employees to work with their employers. During collective bargaining, workers' representatives negotiate with the employer to reach a contract covering issues like hours, wages, benefits, and workplace rules. The final agreed-upon contract is called a collective bargaining agreement. The document then discusses the collective bargaining process, levels of collective bargaining (e.g. enterprise, sectoral), problems that can occur, and the importance of collective bargaining to employers, employees and society.
Collective bargaining is a process between employers and employees where they negotiate terms of employment such as pay, hours, and safety procedures. It aims to reach a collective agreement that regulates these conditions for a set time period. The objectives of collective bargaining include allowing workers to voice issues, facilitating mutually agreeable solutions to disputes, and developing stable labor relations. It is a formalized process typically involving negotiations between unions representing employees and employers or employer associations. Key aspects of collective bargaining include establishing ground rules, clarifying positions, bargaining and problem solving to reach agreements, and implementing finalized contracts.
Collective Bargaining And The Bargaining ProcessLissette Hartman
Collective bargaining refers to negotiations between labor unions and management over terms of employment. The collective bargaining process relies on recognition of meetings, appropriate parties being present, bargaining in good faith, and agreeing to terms. Subjects of bargaining are divided into mandatory, which both sides must discuss, voluntary/permissive, which they may discuss but don't have to, and illegal under the National Labor Relations Act.
FOCUSED COLLECTIVE BARGAINING DURING RECESSION Joe Ogar
Collective bargaining is a process of negotiation between employers and trade unions regarding terms of employment. It aims to regulate employment conditions at the sector level and provide dispute resolution at the enterprise level. The key parties in collective bargaining are trade unions, employers' organizations, and workplace forums. Collective bargaining occurs through both distributive and integrative styles. Distributive bargaining involves making proposals and counterproposals to reach a compromise, while integrative bargaining focuses on problem-solving. Preparation, opening negotiations, signaling proposals, and packaging agreements are typical stages of the bargaining process.
This document discusses collective bargaining, including its definition, evolution, types, key aspects of the process, levels at which it occurs, and conditions for success. Collective bargaining involves representatives of workers and employers negotiating agreements on employment terms and conditions. It has evolved since first being coined in the late 19th century and now takes place at various levels from individual enterprises to entire industries and sectors. The collective bargaining process, agreement, and successful implementation require elements like trade union recognition, adherence to past deals, and negotiations conducted in good faith.
This document discusses collective bargaining, including its definition, evolution, types, process, agreements, levels, conditions for success, trends, and perceptions. Collective bargaining is a negotiation process between labor unions and employers to determine wages, hours, rules and working conditions. It aims to find common ground to reconcile conflicting interests through proposals and counterproposals. Key factors for successful collective bargaining include trade union recognition, good faith efforts, and adherence to reached agreements.
This document defines key terms related to labor relations such as labor relations, employer, and employee. It then discusses collective bargaining as a process where union representatives negotiate with management to determine wages, benefits, and work rules. The document outlines the collective bargaining process, which includes preparing, discussing issues, proposing options, bargaining, and reaching a settlement. It also discusses types of bargaining and issues typically addressed, such as wages, benefits, and administrative policies. Finally, it describes the functions of collective bargaining in facilitating social change and maintaining peace between labor and management.
This document discusses collective bargaining. It begins by defining collective bargaining as negotiations between an employer and employees to determine employment conditions and resolve labor disputes. It then outlines six learning outcomes related to understanding collective bargaining. The document proceeds to discuss key aspects of collective bargaining like its characteristics, forms, process, importance, and levels. It notes that collective bargaining is a group process that establishes rules restricting management's freedom through formalized negotiations. The importance is that it helps resolve issues, promotes job security, and facilitates industrial peace. Collective bargaining can operate at the national, sector, and company levels.
Autumn 2011, Collective Bargaining - Final exam write-upStephen Cheng
This document summarizes key aspects of collective bargaining based on selected exam questions. It discusses common provisions in union contracts such as union representation, arbitration, and benefits. It describes how a union gets bargaining rights through elections, voluntary recognition, or card checks. It outlines the advantages and disadvantages of bargaining committees. It defines principled bargaining and the five approaches to dealing with conflict. It also summarizes the collective bargaining process and how unions prepare for negotiations, including gathering data and developing contract proposals and bargaining strategies.
The document discusses collective bargaining, which aims to arrive at agreements on wages and employment conditions through voluntary negotiations between labor and management. It outlines important features like collective strength and representation, objectives like resolving differences and protecting worker interests, typical issues bargained over like wages and working conditions, types of bargaining approaches, the bargaining process and limits, and recommendations to strengthen collective bargaining.
Module 2 Industrial Relations and Legislations.pptDrLeelaMH
Collective bargaining is a process where employee representatives negotiate with employers over terms of employment such as wages, hours, and working conditions, with the goal of reaching a collective agreement, and was introduced in India in 1952 to reconcile union and management interests through a representative process. It functions to make joint decisions around policies, determine economic costs of labor, create a grievance mechanism, bring uniformity to standards, and promote stability between employers and employees.
429
Chapter Thirteen
Union-Management
Cooperation
Many labor relations practices are adversarial—organizing, bargaining
over wages, disputing contract interpretations, and the like. But many
argue that both unions and managements can achieve improved outcomes
through cooperation. The catalyst for cooperation is often the financial
exigency of the employer and the specter of potentially large job losses.
This chapter explores variations in union-management cooperation and
their effects, including interest-based bargaining, community-based labor-
management committees, employee involvement programs, gainsharing,
and work and organization redesign. In reading this chapter, consider the
following questions:
1. How are cooperative problem-solving methods different from tradi-
tional bargaining?
2. Can a cooperation program violate labor laws?
3. What are some results of cooperative programs? Are they equally likely
to lead to successes for both unions and managements?
4. What types of cooperation programs are in current use by employers
and unions?
5. Are union-management cooperation programs sustainable in the long
run?
LABOR AND MANAGEMENT ROLES AND
THE CHANGING ENVIRONMENT
A succession of economic cycles has influenced outcomes for labor and
management. Labor supply and union power have been altered by sev-
eral waves of immigration. The Railway Labor Act, Norris-LaGuardia
Act, and Wagner Act strengthened labor ’s ability to organize. The Taft-
Hartley Act and Landrum-Griffin Act increased employer power. At
various points, new production technologies substantially reduced the
430 Labor Relations
need for lower-skilled union members. Today global competition affects
the survival of some employers and the jobs of a diverse set of workers.
During the past 40 years, industries that virtually monopolized domestic
markets, such as steel, motor vehicles, consumer electric and electronic
products, textiles, shoes, and software, now either need to be globally
competitive or may no longer exist in the United States. Foreign competi-
tors benefited from investment, technology transfer, and, particularly,
lower wages for unskilled workers that boosted their productivity or
lowered costs at a faster rate than was the case for domestic producers.
Some of this was due to unions’ abilities to increase wages and some to
employers’ failures to invest in technology. Both groups were respon-
sible for not attending to the way work and production were organized
as foreign producers implemented new and improved methods. 1 Some
companies failed and local unions were decimated, while others sur-
vived and prospered. In most cases, companies and unions in basic
industries that have survived have changed their approaches to each
other considerably.
Organizing and the Evolving Bargaining Relationship
U.S. employers have traditionally fought unionization. Even some
employers in hea ...
429
Chapter Thirteen
Union-Management
Cooperation
Many labor relations practices are adversarial—organizing, bargaining
over wages, disputing contract interpretations, and the like. But many
argue that both unions and managements can achieve improved outcomes
through cooperation. The catalyst for cooperation is often the financial
exigency of the employer and the specter of potentially large job losses.
This chapter explores variations in union-management cooperation and
their effects, including interest-based bargaining, community-based labor-
management committees, employee involvement programs, gainsharing,
and work and organization redesign. In reading this chapter, consider the
following questions:
1. How are cooperative problem-solving methods different from tradi-
tional bargaining?
2. Can a cooperation program violate labor laws?
3. What are some results of cooperative programs? Are they equally likely
to lead to successes for both unions and managements?
4. What types of cooperation programs are in current use by employers
and unions?
5. Are union-management cooperation programs sustainable in the long
run?
LABOR AND MANAGEMENT ROLES AND
THE CHANGING ENVIRONMENT
A succession of economic cycles has influenced outcomes for labor and
management. Labor supply and union power have been altered by sev-
eral waves of immigration. The Railway Labor Act, Norris-LaGuardia
Act, and Wagner Act strengthened labor ’s ability to organize. The Taft-
Hartley Act and Landrum-Griffin Act increased employer power. At
various points, new production technologies substantially reduced the
430 Labor Relations
need for lower-skilled union members. Today global competition affects
the survival of some employers and the jobs of a diverse set of workers.
During the past 40 years, industries that virtually monopolized domestic
markets, such as steel, motor vehicles, consumer electric and electronic
products, textiles, shoes, and software, now either need to be globally
competitive or may no longer exist in the United States. Foreign competi-
tors benefited from investment, technology transfer, and, particularly,
lower wages for unskilled workers that boosted their productivity or
lowered costs at a faster rate than was the case for domestic producers.
Some of this was due to unions’ abilities to increase wages and some to
employers’ failures to invest in technology. Both groups were respon-
sible for not attending to the way work and production were organized
as foreign producers implemented new and improved methods. 1 Some
companies failed and local unions were decimated, while others sur-
vived and prospered. In most cases, companies and unions in basic
industries that have survived have changed their approaches to each
other considerably.
Organizing and the Evolving Bargaining Relationship
U.S. employers have traditionally fought unionization. Even some
employers in hea.
This document provides an overview of collective bargaining, including its definition, evolution, types, process, agreements, levels, conditions for success, trends, and perceptions. Collective bargaining is a negotiation process between labor unions and employers to determine wages, hours, rules and other conditions of employment. It aims to find common ground to reconcile conflicting interests through proposals and counterproposals. The key aspects covered include preparation, discussion, proposals, bargaining and settlement. [/SUMMARY]
Group Presentation Once during the quarter, each student will.docxgilbertkpeters11344
Group Presentation
: Once during the quarter, each student will prepare a brief presentation on a specific neighborhood, a racial or cultural group, or a historical event, migration or shift in the urban landscape,
related to the themes for that week
. Students will select preferred weeks in advance and be scheduled by Week 2 as best as your professor can allow. The presentation is open in form and format but should be 20 minutes in duration, consist mostly of your own original words and discussion, but involve some form of visual, quotes, or data, and represent some amount of additional research beyond the readings for that week, and include 5 or more questions for discussion to be presented to the class. Your group grade will reflect an average of 4 grades in content, delivery, relevance and engagement with the class in discussion.
.
Group Presentation Outline
•
Slide 1: Title slide
•
This contains your topic title, your names, and the course.
•
Slide 2: Introduction slide
•
Remember that you are presenting this information to others. Acknowledge the audience, and mention the purpose of the
presentation.
•
This slide should contain at least 50–100 words of speaker notes.
•
Slides 3–10 (or more): Content slides
•
Describe the topic and structure
•
Outline and discuss the issues/components each separately
•
Discuss theories, laws, policies, and other labor relations related topics
•
Provide support for your perspective and analysis
•
Lessons learned documented, what you have learned
•
Conclusion
•
The slides should each contain at least
50–100 words of speaker notes.
•
Final slide(s): Reference slide(s)
•
List your references according to the APA sty
.
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Collective bargaining is a process where worker representatives and employer representatives negotiate terms of employment, such as wages, benefits, and working conditions. It aims to promote harmonious labor relations and prevent disputes. The key aspects of collective bargaining include it being a continuous process between certified bargaining agents to determine various employment terms through flexible negotiations. Effective collective bargaining benefits both workers and employers by facilitating communication, industrial peace, and dispute resolution. However, issues like weak unions, political interference, and easy access to adjudication pose challenges to the collective bargaining process in India.
Collective bargaining is a process of negotiation between employers and employee representatives, such as labor unions, regarding terms of employment. It allows both parties to resolve disputes in a peaceful manner and establish fair wages and working conditions. Key aspects of collective bargaining include preparing for negotiations, discussing proposals and counterproposals, bargaining to reach an agreement, and settling on a final collective bargaining agreement that is put in writing. The goal is to maintain stable labor relations and industrial peace.
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Unions and collective bargaining rights are designed to protect workers' rights and ensure safe working conditions through negotiation. While the system has flaws, the overall intention is to balance the interests of workers, employers, and the government. Collective bargaining involves workers' representatives and management negotiating terms of employment, with neither side required to agree but both needing to bargain in good faith.
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Collective Bargaining And The Bargaining ProcessLissette Hartman
Collective bargaining refers to negotiations between labor unions and management over terms of employment. The collective bargaining process relies on recognition of meetings, appropriate parties being present, bargaining in good faith, and agreeing to terms. Subjects of bargaining are divided into mandatory, which both sides must discuss, voluntary/permissive, which they may discuss but don't have to, and illegal under the National Labor Relations Act.
FOCUSED COLLECTIVE BARGAINING DURING RECESSION Joe Ogar
Collective bargaining is a process of negotiation between employers and trade unions regarding terms of employment. It aims to regulate employment conditions at the sector level and provide dispute resolution at the enterprise level. The key parties in collective bargaining are trade unions, employers' organizations, and workplace forums. Collective bargaining occurs through both distributive and integrative styles. Distributive bargaining involves making proposals and counterproposals to reach a compromise, while integrative bargaining focuses on problem-solving. Preparation, opening negotiations, signaling proposals, and packaging agreements are typical stages of the bargaining process.
This document discusses collective bargaining, including its definition, evolution, types, key aspects of the process, levels at which it occurs, and conditions for success. Collective bargaining involves representatives of workers and employers negotiating agreements on employment terms and conditions. It has evolved since first being coined in the late 19th century and now takes place at various levels from individual enterprises to entire industries and sectors. The collective bargaining process, agreement, and successful implementation require elements like trade union recognition, adherence to past deals, and negotiations conducted in good faith.
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This document defines key terms related to labor relations such as labor relations, employer, and employee. It then discusses collective bargaining as a process where union representatives negotiate with management to determine wages, benefits, and work rules. The document outlines the collective bargaining process, which includes preparing, discussing issues, proposing options, bargaining, and reaching a settlement. It also discusses types of bargaining and issues typically addressed, such as wages, benefits, and administrative policies. Finally, it describes the functions of collective bargaining in facilitating social change and maintaining peace between labor and management.
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Autumn 2011, Collective Bargaining - Final exam write-upStephen Cheng
This document summarizes key aspects of collective bargaining based on selected exam questions. It discusses common provisions in union contracts such as union representation, arbitration, and benefits. It describes how a union gets bargaining rights through elections, voluntary recognition, or card checks. It outlines the advantages and disadvantages of bargaining committees. It defines principled bargaining and the five approaches to dealing with conflict. It also summarizes the collective bargaining process and how unions prepare for negotiations, including gathering data and developing contract proposals and bargaining strategies.
The document discusses collective bargaining, which aims to arrive at agreements on wages and employment conditions through voluntary negotiations between labor and management. It outlines important features like collective strength and representation, objectives like resolving differences and protecting worker interests, typical issues bargained over like wages and working conditions, types of bargaining approaches, the bargaining process and limits, and recommendations to strengthen collective bargaining.
Module 2 Industrial Relations and Legislations.pptDrLeelaMH
Collective bargaining is a process where employee representatives negotiate with employers over terms of employment such as wages, hours, and working conditions, with the goal of reaching a collective agreement, and was introduced in India in 1952 to reconcile union and management interests through a representative process. It functions to make joint decisions around policies, determine economic costs of labor, create a grievance mechanism, bring uniformity to standards, and promote stability between employers and employees.
429
Chapter Thirteen
Union-Management
Cooperation
Many labor relations practices are adversarial—organizing, bargaining
over wages, disputing contract interpretations, and the like. But many
argue that both unions and managements can achieve improved outcomes
through cooperation. The catalyst for cooperation is often the financial
exigency of the employer and the specter of potentially large job losses.
This chapter explores variations in union-management cooperation and
their effects, including interest-based bargaining, community-based labor-
management committees, employee involvement programs, gainsharing,
and work and organization redesign. In reading this chapter, consider the
following questions:
1. How are cooperative problem-solving methods different from tradi-
tional bargaining?
2. Can a cooperation program violate labor laws?
3. What are some results of cooperative programs? Are they equally likely
to lead to successes for both unions and managements?
4. What types of cooperation programs are in current use by employers
and unions?
5. Are union-management cooperation programs sustainable in the long
run?
LABOR AND MANAGEMENT ROLES AND
THE CHANGING ENVIRONMENT
A succession of economic cycles has influenced outcomes for labor and
management. Labor supply and union power have been altered by sev-
eral waves of immigration. The Railway Labor Act, Norris-LaGuardia
Act, and Wagner Act strengthened labor ’s ability to organize. The Taft-
Hartley Act and Landrum-Griffin Act increased employer power. At
various points, new production technologies substantially reduced the
430 Labor Relations
need for lower-skilled union members. Today global competition affects
the survival of some employers and the jobs of a diverse set of workers.
During the past 40 years, industries that virtually monopolized domestic
markets, such as steel, motor vehicles, consumer electric and electronic
products, textiles, shoes, and software, now either need to be globally
competitive or may no longer exist in the United States. Foreign competi-
tors benefited from investment, technology transfer, and, particularly,
lower wages for unskilled workers that boosted their productivity or
lowered costs at a faster rate than was the case for domestic producers.
Some of this was due to unions’ abilities to increase wages and some to
employers’ failures to invest in technology. Both groups were respon-
sible for not attending to the way work and production were organized
as foreign producers implemented new and improved methods. 1 Some
companies failed and local unions were decimated, while others sur-
vived and prospered. In most cases, companies and unions in basic
industries that have survived have changed their approaches to each
other considerably.
Organizing and the Evolving Bargaining Relationship
U.S. employers have traditionally fought unionization. Even some
employers in hea ...
429
Chapter Thirteen
Union-Management
Cooperation
Many labor relations practices are adversarial—organizing, bargaining
over wages, disputing contract interpretations, and the like. But many
argue that both unions and managements can achieve improved outcomes
through cooperation. The catalyst for cooperation is often the financial
exigency of the employer and the specter of potentially large job losses.
This chapter explores variations in union-management cooperation and
their effects, including interest-based bargaining, community-based labor-
management committees, employee involvement programs, gainsharing,
and work and organization redesign. In reading this chapter, consider the
following questions:
1. How are cooperative problem-solving methods different from tradi-
tional bargaining?
2. Can a cooperation program violate labor laws?
3. What are some results of cooperative programs? Are they equally likely
to lead to successes for both unions and managements?
4. What types of cooperation programs are in current use by employers
and unions?
5. Are union-management cooperation programs sustainable in the long
run?
LABOR AND MANAGEMENT ROLES AND
THE CHANGING ENVIRONMENT
A succession of economic cycles has influenced outcomes for labor and
management. Labor supply and union power have been altered by sev-
eral waves of immigration. The Railway Labor Act, Norris-LaGuardia
Act, and Wagner Act strengthened labor ’s ability to organize. The Taft-
Hartley Act and Landrum-Griffin Act increased employer power. At
various points, new production technologies substantially reduced the
430 Labor Relations
need for lower-skilled union members. Today global competition affects
the survival of some employers and the jobs of a diverse set of workers.
During the past 40 years, industries that virtually monopolized domestic
markets, such as steel, motor vehicles, consumer electric and electronic
products, textiles, shoes, and software, now either need to be globally
competitive or may no longer exist in the United States. Foreign competi-
tors benefited from investment, technology transfer, and, particularly,
lower wages for unskilled workers that boosted their productivity or
lowered costs at a faster rate than was the case for domestic producers.
Some of this was due to unions’ abilities to increase wages and some to
employers’ failures to invest in technology. Both groups were respon-
sible for not attending to the way work and production were organized
as foreign producers implemented new and improved methods. 1 Some
companies failed and local unions were decimated, while others sur-
vived and prospered. In most cases, companies and unions in basic
industries that have survived have changed their approaches to each
other considerably.
Organizing and the Evolving Bargaining Relationship
U.S. employers have traditionally fought unionization. Even some
employers in hea.
This document provides an overview of collective bargaining, including its definition, evolution, types, process, agreements, levels, conditions for success, trends, and perceptions. Collective bargaining is a negotiation process between labor unions and employers to determine wages, hours, rules and other conditions of employment. It aims to find common ground to reconcile conflicting interests through proposals and counterproposals. The key aspects covered include preparation, discussion, proposals, bargaining and settlement. [/SUMMARY]
Similar to 438 PART 5 Meeting Other HR GoalsCorporate CamPaignsBr.docx (20)
Group Presentation Once during the quarter, each student will.docxgilbertkpeters11344
Group Presentation
: Once during the quarter, each student will prepare a brief presentation on a specific neighborhood, a racial or cultural group, or a historical event, migration or shift in the urban landscape,
related to the themes for that week
. Students will select preferred weeks in advance and be scheduled by Week 2 as best as your professor can allow. The presentation is open in form and format but should be 20 minutes in duration, consist mostly of your own original words and discussion, but involve some form of visual, quotes, or data, and represent some amount of additional research beyond the readings for that week, and include 5 or more questions for discussion to be presented to the class. Your group grade will reflect an average of 4 grades in content, delivery, relevance and engagement with the class in discussion.
.
Group Presentation Outline
•
Slide 1: Title slide
•
This contains your topic title, your names, and the course.
•
Slide 2: Introduction slide
•
Remember that you are presenting this information to others. Acknowledge the audience, and mention the purpose of the
presentation.
•
This slide should contain at least 50–100 words of speaker notes.
•
Slides 3–10 (or more): Content slides
•
Describe the topic and structure
•
Outline and discuss the issues/components each separately
•
Discuss theories, laws, policies, and other labor relations related topics
•
Provide support for your perspective and analysis
•
Lessons learned documented, what you have learned
•
Conclusion
•
The slides should each contain at least
50–100 words of speaker notes.
•
Final slide(s): Reference slide(s)
•
List your references according to the APA sty
.
Group PortionAs a group, discuss and develop a paper of 10 p.docxgilbertkpeters11344
Group Portion
As a group, discuss and develop a paper of 10 pages that addresses the following questions. Work together to determine who will complete each section:
Who will comprise your planning committee? Explain.
Identify public- and private-sector partner agencies and elected officials (if any) that should serve on the planning committee.
What are the component parts of the plan (be specific and detailed)? Explain.
What participating agencies may be more or less involved in which parts of the plan development? Explain.
Are there subject matter experts (SMEs) or other entities that should be involved in any one specific area of the plan development? Explain.
Based upon the emergency management concept of incident management that includes the phases of preparedness and mitigation, response, and recovery, identify the actions that will need to be taken in each phase as they relate to the hazard you have selected.
Identify the major challenges that the community and responders will encounter when responding to the hazard.
What solutions exist (e.g., mutual aid, contract services) to overcome those challenges? Explain in detail.
What should be the short- and long-term recovery goals of the community following this event’s occurrence?
Be sure to reference all sources using APA style.
Please add your file.
Individual Portion
Develop a PowerPoint presentation of 6–7 slides that provides details about your plan.
Include speaker notes of 200–300 words that will be used when presenting the plan to your superiors.
.
Group Behavior in OrganizationsAt an organizational level,.docxgilbertkpeters11344
Group Behavior in Organizations
At an organizational level, group behavior is necessary for continued functioning of the
organization. Within an organization, there are established rules, procedures, and processes
developed that define how an organization operates. In addition, there are systems in place
to reward behaviors of those who effectively participate in the organization's operations.
Besides, there are also systems that define consequences that can take place in case
individuals behave outside the accepted practices of the organization. What develops out of
this is an employee's attachment to the organization based on common beliefs, values, and
traditions. The shared attachment and even the commitment to common beliefs, values, and
traditions make up an organization's culture (Helms & Stern, 2001; Lok & Crawford, 2001).
What Is Organization Culture?
Sheard and Kakabadse (2002) explained organizational culture in terms of solidarity and
sociability. Solidarity, in this case, referred to a group's willingness to pursue and maintain
conformity in shared objectives, processes, and systems. Sociability referred to a group's
sense of belongingness by its members and level of camaraderie.
They also mentioned there might be differences between hierarchies or levels within an
organization's culture. Based on the solidarity and sociability of each, upper management
might differ from the decisions made by middle management and line staff. These differences
might also occur between functional departments and, in larger organizations, between
geographically distinct sections of the organization.
What Sheard and Kakabadse wanted to emphasize through this discussion was there might
be distinct subcultures within an organization's culture.
According to De Long and Fahey (2000), "Subcultures consist of distinct sets of values,
norms, and practices exhibited by specific groups or units in an organization." Subcultures
may be readily observed in larger, more bureaucratic organizations or organizations having
well-established departments with employees that have highly specialized or possessing
unique skills.
De Long, D., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. The
Academy of Management Executive, 14(4), 113–127.
Helms, M., & Stern, R. (2001). Exploring the factors that influence employees 'perceptions of
their organization's culture. Journal of Management in Medicine, 15(6), 415–429.
Lok, P., & Crawford, J. (2001). Antecedents of organizational commitment and the mediating
role of job satisfaction. Journal of Managerial Psychology, 16(8), 594–613.
Sheard, A., & Kakabadse, A. (2002). Key roles of the leadership landscape. Journal of
Managerial Psychology, 17(1/2), 129–144.
3-17 Kenneth Brown is the principal owner of Brown Oil, Inc. After quitting his university teaching job,
Ken has been able to increase his annual salary by a factor of over 100. At the present time, Ken is
f.
Group assignment Only responsible for writing 275 words on the foll.docxgilbertkpeters11344
Group assignment: Only responsible for writing 275 words on the following
Explain immigration and how that is connected.
Identify current and future issues in serving diverse clients and legally protected classes.
GroupgrAssignment content:
Access
the
Prison Rape Elimination Act
website.
Write
a 1,000- to 1,400-word report for an audience of potential new employees in human services in a correctional setting in which you:
Summarize current and future civil rights issues that affect the criminal justice system.
Identify why PREA affects the future of corrections.
Explain immigration and how that is connected.
Identify current and future issues in serving diverse clients and legally protected classes.
Explain options for advocacy.
Identify
boundaries in advocacy for human service workers.
Format
your resources consistent with APA guidelines.
.
Group 2 WG is a 41-year-old female brought herself into the ER la.docxgilbertkpeters11344
Group 2: WG is a 41-year-old female brought herself into the ER last night asking to "detox from vodka." She tells you she has a long-standing history of alcohol dependence with multiple relapses. She also reports that she has experienced alcohol withdrawal seizures before. Current CIWA-Ar is 17. She denies any past medical history but lab work indicates hepatic insufficiency (LFTs x3 ULN). All other lab work is normal. She denies taking any medications.
How will you manage this patient’s withdrawal syndrome?
Responses must be a minimum of 200 words, scholarly written, APA7 formatted, and referenced. A minimum of 2 references are required (other than your text). Plagiarism and grammatical errors free.
.
Group 2 Discuss the limitations of treatment for borderline and.docxgilbertkpeters11344
Group 2: Discuss the limitations of treatment for borderline and histrionic PD and what can be done from a psychopharmacological perspective.
Post must be a minimum of 200 words, scholarly written, APA formatted, and referenced. A minimum of 2
scholarly
references are required
(other than your text
).
.
Group 3 Discuss the limitations of treatment for antisocial and.docxgilbertkpeters11344
Group 3: Discuss the limitations of treatment for antisocial and narcissistic PD and what can be done from a psychopharmacological perspective.
Post your initial response by Wednesday at midnight. Respond to at least one student
with a different assigned DB question
by Sunday at midnight. Both responses must be a minimum of 200 words, scholarly written, APA formatted, and referenced. A minimum of 2
scholarly
references are required
(other than your text
). attached lecture for the theme.
.
Group 1 Describe the differences between Naloxone, Naltrexone, .docxgilbertkpeters11344
Group 1: Describe the differences between Naloxone, Naltrexone, and Buprenorphine/Naloxone. Include the properties of each, their classification, mechanism of actions, onset, half-life, and formulations (routes of delivery). Please discuss the implications of differences in the clinical setting (including pre-hospital)
Responses must be a minimum of 200 words, scholarly written, APA7 formatted, and referenced. A minimum of 2 references is required (other than your text). Plagiarism and grammatical errors free.
.
Grotius, HobbesDevelopment of INR – Week 3HobbesRelati.docxgilbertkpeters11344
Grotius, Hobbes
Development of INR – Week 3
Hobbes
Relationship between Natural Law and Law of Nations?
Mediated by the idea of the state of nature as the predicament of insecurity:
Natural right: self-preservation.
Natural law: the observation of promises and contracts.
For states: minimum observation of natural law in the form of consenting to agreements.
Written agreement: treaty-making
Unwritten agreements: customary law
Hobbes
State of Nature: the condition in which individuals find themselves in a perpetual condition of war.
Natural right to self-preservation:
We each have the right to judge what is in our interest for self-preservation.
Conflict occurs because of:
Competition
Diffidence
Glory
Different meanings for words in the State of Nature; no ability in the State of Nature to determine whose judgment is valid (Wolin).
Life in the state of nature: “Solitary, poor, nasty, brutish, and short”
Commonwealth
Commonwealth by institution:
Social contract: it is the collective agreement among all individuals in the state of nature to establish:
Sovereign power
Able to speak and act for a multiplicity of people (which becomes a unified group).
State
The unity of sovereign power and the unified people.
Sovereign is the man or assembly that carries the person of the State.
State is the Leviathan: the mortal God on earth.
Sovereigns come and go but the State remains.
Consequences
The implication: fear is displaced from the condition of the state of nature to the relation between individual and state.
What continues to bind the state is fear of a return to the State of Nature:
the relation between individual and state is one of protection in exchange for obedience.
Private vs. public conscious: does one need to truly believe (i.e. like a Christian) or does the appearance of belief suffice?
“belief and unbelief never follow men’s commands.”
Loyalty only to those that are in power?
Historical context: The Norman Yoke and the English Civil Wars
Stability should not sacrificed as a result of ‘injustice’.
The rise of the ‘mechanical’ centralized administrative state.
Grotius
Dutch legal theorist 16th century;
Along with Vitoria and Gentili laid the foundation for the Law of Nations (Public European Law) on Natural Law.
Moves away from a theological conceptualization of Natural Law to a secular one.
Develops the notion of Natural Rights which becomes key for understanding human morality and law.
Notion of natural right emerged out of the massacre of St. Bartholomew (25 August 1572).
Attempted to establish limitation on the Sovereign’s power:
notion of individual right that the state cannot transgress.
Grotius: “a RIGHT is a moral quality annexed to the person, justly entitling him to possess some privilege, or to perform some particular act”
Four Fundamental Rights
1) the right for others not to take my possessions.
2) the right of restoration of property in case of injury.
3) honoring promises.
4) punish wrongdoing.
Natural.
GROUP 1 Case 967-- A Teenage Female with an Ovarian MassCLI.docxgilbertkpeters11344
GROUP 1: Case 967-- A Teenage Female with an Ovarian Mass
CLINICAL HISTORY
A teenage female presented with secondary amenorrhea (https://www.healthline.com/health/secondary-amenorrhea#causes). The patient had 1 menstrual cycle 3 years ago and has had no menses since. Laboratory work-up was negative for pregnancy test, mildly increased calcium level (11.7 mg/dL, normal range: 8.5-10.2 mg/dL) and CA 125 (43 Units/ml, normal range: 0-20 Units/ml). Prolactin, TSH, AFP, Inhibin A, Inhibin B and CEA were normal. Imaging revealed a 13 x 11.8 x 8.6 cm, predominately cystic left pelvis mass, with multiple internal septations. Her past medical history was not contributory. Patient underwent left salpingo-oophorectomy (https://www.healthline.com/health/salpingo-oophorectomy), omentectomy (https://moffitt.org/cancers/ovarian-cancer/omentectomy/) and tumor debulking (https://en.wikipedia.org/wiki/Debulking) with intraoperative frozen section consultation.
GROSS EXAMINATION
The 930.9 g tubo-ovarian complex consisted of a 20.0 x 16.0 x 8.0 cm large mass, with no recognizable normal ovarian parenchyma grossly and an unremarkable fallopian tube. The cut surface was gray, "fish-flesh", soft with foci of hemorrhage and necrosis.
MICROSCOPIC EXAMINATION
Microscopically, the majority of main tumor was growing in large nests, sheets and cords with focal follicle-like structures and geographic areas of necrosis. It was predominantly composed of small cells with hyperchromatic nuclei, round to oval nucleus with irregular nuclear contour, inconspicuous to occasional conspicuous nucleoli and minimal cytoplasm. This component was variably admixed with a population of larger cells, which as the name implies composed of cells with abundant eosinophilic cytoplasm, with central or eccentric round to oval nuclei, pale chromatin and prominent nuclei. Both, the small and large cell components demonstrated brisk mitotic activity. All staging biopsies and omentectomy were composed of large cell component.
An extensive panel of immunohistochemical stains was performed. Overall, the staining pattern was strong and diffuse in small cell component compared to patchy weak staining pattern in the large cell component.
FINAL DIAGNOSIS
Small cell carcinoma (https://en.wikipedia.org/wiki/Small-cell_carcinoma) of the ovary, hypercalcemic type (https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4939673/)
DISCUSSION
Small cell carcinoma of the ovary, hypercalcemic type (SCCOHT) is an aggressive and highly malignant tumor affecting the women under 40. It was first described as a distinct entity by Dickersin et al in 1982 (1). Fewer than 500 cases have been described in the literature and it accounts for less than 1% of all ovarian cancer diagnoses. Due to the initial consideration of epithelial origin, the term of SCCOHT has been used to distinguish this entity from its mimicker, the neuroendocrine or pulmonary type (2). In fact epithelial origin of SCCOHT was recently challenged as new imm.
Greek Drama Further Readings and Short Report GuidelinesOur s.docxgilbertkpeters11344
Greek Drama: Further Readings and Short Report Guidelines
Our study of Greek drama will begin with an overview of Greek theater in general and focus on Aeschylus’ Agamemnon (Norton rental text, Vol. A). You will be completing a quiz/worksheet on Agamemnon (open book) and that play will be the focus of our class from March 26 through April 2. After that, each of you will have the opportunity to focus more intensively on one of three other Greek plays, Sophocles’ Philoctetes, Euripides’ Medea, or Aristophanes’ Lysistrata.
I will be asking you to submit a short report that focuses primarily on the play you chose to study in more depth. Your first task, though, is to choose which of the three plays you want to work on. Here are brief overviews of the three plays.
Sophocles’ Philoctetes(available in the Sophocles II purchase text). Philoctetes, an outstanding Greek warrior, was abandoned by Odysseus, Agamemnon and Menelaos on the way to fight in Troy because they could not bear the agonies of his suffering from a poisonous snake bite. The hero, an exceptional archer who wields the bow of Heracles, has been living in isolation on the wild island of Lemnos for nine years. Now the Greek forces have received a prophecy that they cannot conquer Troy without Philoctetes’ help. Odysseus, whom Philoctetes hates, and Neoptolemus, the son of Achilles, are sent to lure Philoctetes back to the war, by persuasion, treachery or force.
Euripides’ Medea (available in Norton rental text, Vol. A. Medea, the sorceress who helped the hero Jason find the Golden Fleece and also helped save his life, is living with Jason in exile from her homeland with their two children. She has learned that, in order to advance his fortune and social standing, Jason wants to jilt Medea and marry a younger woman. Out of despair and rage, Medea contrives to take revenge against Jason in the most horrific way she can.
Aristophanes’ Lysistrata (available in Norton rental text, Vol. A). Fed up with the emotional and economic hardships caused by the Peloponnesian War (431-404 BC), the Athenian and Spartan women, under the leadership of Lysistrata, unite to undertake two group actions: first, to refuse to have sex with their men until the men agree to stop fighting and, second, to cut off funding for the war by occupying the Athenian treasury. Aristophanes’ comedy still raises questions today about who should wield political power and why, as well as about how much humans really value peace.
NOTE: While I am requiring you to focus on only one of the three plays, I strongly encourage you to read all three. I will be saying something about each of the three plays before the short report is due, after we spend some time with Aeschylus’ Agamemnon.
Guidelines for Short Report on Greek Drama
For the short report on Greek drama, please write complete, incisiveresponses to each of the following five topics or questions concerning the play—Philoctetes,Medea or Lysistrata—that you h.
Graph 4 (You must select a different graph than one that you hav.docxgilbertkpeters11344
Graph 4 (You must select a different graph than one that you have previously discussed)
Select a data presentation from chapter 6 of the text (Grey Section).
Answer the following:
What is the visual that you selected?
What is the purpose of the visual?
What kind of data should be compiled in the selected visual?
What kinds of data should not be compiled in the selected visual?
How can you avoid making the visual misleading?
.
Graphs (Help! Really challenging assignment. Would appreciate any bi.docxgilbertkpeters11344
Graphs (Help! Really challenging assignment. Would appreciate any bit of help!)
Family tree's and genealogy software has become more and more prevalent in recent years. From the name you might expect that a family tree would be easily represented by a tree structure, but that is not the case! A more appropriate data structure to represent a family tree would be a type of graph. Using the description of the family that accompanies this assignment, you must represent this family using a graph structure. The graph needs to be a weighted graph. The weights will constitute the types of relationships, I recommend using some kind mapping between numbers and strings to represent the relationships. When adding family members to the graph, this can be done programmatically for the provided family members within the description file. Additionally, I also want there to be an interface in which a user can create a new family member and add them to the tree. This can be a simple CLI where the user provides a name, gender, and age to create a person. Then another simple CLI where they select which member of the family they want the original relationship to be with and what kind of relationship it should be. Finally, they can edit the family member using another CLI and selecting the family member they wish to edit, the operation they wish to perform (edit name, edit age, edit relationship), and then add new relationship between family members which can call a function that you create in order to add the original relationship. Remember the DRY philosophy, where code can be modularized or made into a function, it should be if you plan on using the logic again.
Finally, I want you to make data assertions within the
FamilyTree
class that enforce certain "rules" that exist in a typical human family. An example would be a person should not have any kind of relationship to itself (a person can not marry themselves, a person can not be their own brother, sister, father, mother, etc.). There should be at least 3 data assertions. These should exists as part of the family tree, not as part of the graph.
As a hint, for a successful design: I would recommend using layers of abstraction. Your graph class is the backing structure to the family tree class. Your family tree should implement methods that interface with the graph class, i.e. add_family_member() should call the constructor to create a node and then call a function within the graph class to add a node to the graph. Then using the relationships function parameter, you can add edges to the graph between the new nodes and the existing nodes. The family tree should be what enforces what relationships can exist through the data assertions, the graph does not care about what relationships are made between family members. Your functions that the user would interface with would be greatly reduced compared to the total number of methods within the classes themselves. The user should be able to add, remove, and modi.
Grandparenting can be highly rewarding. Many grandparents, though, u.docxgilbertkpeters11344
Grandparenting can be highly rewarding. Many grandparents, though, unexpectedly become guardians and raise small children. How might this responsibility affect their normal course of adult development? What components might require transitions? How would a professional counselor encourage these older guardians in their new roles? Just need 135 words (ASAP)!
.
Great Marketing Moves The evolving art of getting noticed Ov.docxgilbertkpeters11344
Great Marketing Moves The evolving art of getting noticed
Over three decades,
Inc.
has seen entrepreneurs, often with little cash but lots of creativity)', produce clever marketing campaigns time and again. Here are 3U classic examples from the archives. —
Kelly Fairdoth
Make a article summary from 2-3 paragraphs.
.
“GREAT MIGRATION”
Dr. G. J. Giddings
Characteristics
Human
Propelled – push-pull (E. Lee, 1966)
Impactful – consequential … cause/effect
Dynamic – leaderless …democratic …
Demographics
Demographics
1.2 million, 1915-’30
6.4 million, 1980
(Caribbean:
140,000,1899-1937)
Precursors
Post-Reconstruction, 1877-1914
Rural - Urban
Westward – “Black Exodus”
Henry Adams (LA)
89,000 migrants/interest
Benjamin “Pap” Singleton (TN)
“Advantage of Living in a Free State”
Thousands migrated
Emigration
Bishop Henry M. Turner,
Mary Ann Shadd Cary
Precursors …
U.S. Empire
Berlin Conf.,1884
Philippines, 1898
Puerto Rico, Guam
Hawaii,
(Cuba)
Haiti, (1915-’34)
U.S. Virgin Isl.,1916
Guyana, 1941
Atkinson Airstrip
6
Great Migration
Caribbean
140,000,1899-1937
M. M. Garvey
C. Powel
DJ Kool Herc
S. Chisholm
G. J. Giddings
Great Migration
“PUSH”
-Boll weevil, 1915/6
-Mississippi flood, 1927
-Racist Terroism
-Racist laws: Jim Crow
Great Migration
“PULL”
E. World War I, 1914-1919
(367,000 AAs served)
European immigration desisted
Chicago Defender
“To die from the bite of frost is more glorious than by the hands of a lynch mob”
“Every Black man for the sake of his wife and daughter should lave even at a financial sacrifice every spot in the south where his worth is not appreciated enough to give him the standing of a man and a citizen in the community.”
Great Migration
IMPACT
Detroit, MI
611 % increase
Urban League, 1911
National League of Urban Conditions among Negroes, NY
Rep. Oscar DePriest (R)
Chicago Alderman, 1915; U.S. Rep, 1929-’35
1970s: Chicago had more Blacks than Mississippi!
Harlem Renaissance, 1919-1932
L. Hughes, “Negro Artist …”
Some pastors followed migrants.
Return Migration/RE-PATRIATION
Post-Industrial
“Reverse migration”
1980-present
Service economy
“Sun Belt” industrial service areas
Destinations
Atlanta, GA; Charlotte, NC, Houston, TX, …
(F&H, chap. 23)
GREAT MIGRATION
Franklin & Higginbotham (F&H)
1, (12),13, 14, 15, 16, 17, 19, 23 …
Great Migration
The Warmth of Other Suns, 2010
Isabel Wilkerson, Pulitzer laureate
National Book Critics Circle award
“best non-fiction ...” NY Times
1,200 interviews
I.M. Gladney
G. Starling
R. P. Foster
Wilkerson …
Ida Mae Gladney
1934
MS – Chicago, IL
Wilkerson …
George Starling
1945
Florida–New York
(.
Grand theory and Middle-range theoryHow are Nursing Theories c.docxgilbertkpeters11344
Grand theory and Middle-range theory
How are Nursing Theories classified?
What are the differences between grand theory and middle-range Theory?
Examples of grand Theory and Middle range Theory?
Write an Essay.
Use the APA style 7
Avoid plagiarism by submitting your work to SafeAssign.
.
Grand Rounds Hi, and thanks for attending this case presen.docxgilbertkpeters11344
Grand Rounds
Hi, and thanks for attending this case presentation. My name is Dr. Stephen Brewer and I am a licensed
clinical psychologist in San Diego, California and Assistant Professor of Psychology and Applied
Behavioral Sciences at Ashford University. Today, I will be sharing with you the story of Bob.
Presenting problem
Bob Smith is a 36-year-old man who came to me approximately six months ago with concerns about his
career choice and life direction. He did not have any significant psychiatric symptoms, besides some
understandable existential anxiety regarding his future. Bob was cooperative, friendly, open, and
knowledgeable about psychology during our first few sessions together. I noticed that he seemed
guarded only when talking about his family and childhood experiences. To confirm his identity, I checked
his driver’s license to ensure his name was indeed Bob Smith and that he lived close by in a mobile home
in Spring Valley. Given his relatively mild symptoms, we decided to meet once a week for supportive
psychotherapy so he could work through his anxieties. I gave him a diagnosis of adjustment disorder
with anxiety.
History
Here’s some background on Bob to give you a sense of who he is.
Family
Bob grew up as an only child in Edmonton, Canada, in a low-income, conservative, and very religious
household.
He shared that his father was largely absent during his childhood, as he spent most of the week residing
north of Edmonton, where he worked as a mechanic in the oil fields near Fort McMurray. On weekends,
Bob’s father would return home and spend as much time as possible with his family. Bob described his
father as warm, caring, and a hard worker. His father reportedly died one year ago.
Bob’s mother was described as a strict, rule-based woman who had a short temper and was prone to
furious outbursts over trivial matters. She worked in Bob’s junior high as a janitor, which meant that Bob
often crossed paths with his mother at school, where she would often check up on him. During Bob’s
high school years, Bob’s mother got a new job as a high school librarian.
At 18, Bob moved to San Diego to study psychology at San Diego State University. He lived in the dorms
for his first few years, where he easily made friends and joined a fraternity. Bob maintained contact with
his parents, but ceased all contact when his mother suggested she would move to San Diego to be closer
to him. He graduated with a 3.2 GPA and began working for the county as a psychiatric technician. He
worked as a psych tech for 14 years and described it as “fun at first, but it got boring and predictable
after a while.”
Treatment
Bob shared that he has a medical doctor that he visits once every few years for his routine physical. He
denied having any significant medical problems. Additionally, he denied using any illicit substances and
reported drinking only on occasion with friends from his fratern.
Graduate Level Writing Required.DUEFriday, February 1.docxgilbertkpeters11344
Graduate Level Writing Required.
DUE:
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Resources: U.S. Department of Labor, Bureau of Labor Statistics, U.S. Department of Labor Wages, U.S. Department of Education, U.S. Census Bureau
Based
on
Dallas, Texas
Write a 900- to 1,050-word paper in which you analyze the criminal profile of Dallas, Texas.
Include the following information in your analysis:
-Characterization of the city in terms of social and intellectual context
-Identity of social factors that contribute to crime
-Linking of events or attitudes to a description of beliefs people living there would accept for explaining criminal behavior
-Consideration of changes in land use, property values, transportation, and retail as one moves away from the city center
-If there are changes, what distance do you estimate exist between these areas?
-How noticeable are the changes?
-Discussion of whether or not zones of transition apply to this city
-Identification of criminal hot spots
-Relevant data to support answers
-How your findings relate to the role of socioeconomic status and values in criminological theory
-Identification and rationale for the choice of one sociologic theory that best explains the crime in your chosen city
-Format your paper consistent with APA guidelines
.
-Provide at least 4 Academic / Scholarly references
.
-100% Original Work. ZERO Plagiarism.
-Must Be Graduate Level Writing.
.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
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The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
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9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
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Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
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By Dr. Vinod Kumar Kanvaria
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
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438 PART 5 Meeting Other HR GoalsCorporate CamPaignsBr.docx
1. 438 PART 5 Meeting Other HR Goals
Corporate CamPaigns
Bringing Public,
financial, or Political
pressure on emPloYers
during union
organization and
contract negotiation
i-S5 ExPlain how
management and
unions negotiate
c ontra cts.
Collectivc Bargaining
Negotiation between
union rePresentatives
and management
representatives to
arrive at a contract
2. defining conditions of
emploYment for the
term ofthe contract
and to administer that
c ontra ct.
Another altemati'e to traditional organizing is to
conduct corPorate
campaigns_bringlng"putl,.,-lrr-,ur-r.iai, or n4r.J pressure
on e.rployers during
union organization nr-ri .orrar".t negotiatior-r."
th"^Amalgamated Clothi'g ar-id
Textile Workers Union (ACTWU) corporare
campaign against textile maker i' P'
Srevens during ,lr" tu,.'iqiO, *u, ot. oithe firrt ,u.."!,ft'l
tolporate campaigns and
served as a modei fo, ;h;; ,h", iotto.'.d. The ACT7U organized
a bovcort of J' P'
Stevens products
".rd
rhr"^t"r1ed to withdraw its pension funds from
financial institu-
tions where J.
p. St"rr.r-r, onl."., ".*a ",
3. dir".ro.r. The company eventually agreed to
u .or-rtru.t with Acrx7U'33 ployer neutrality
Another winning union organizing sttategy is to negotlate
em
and card-che.k prorrislo-ns i.rJu .or-rriu.r. uid". ^n"utility
provision, the employer
pledgesnottoopposeorganizingattemptselsewhereinthecompany.
Acard.check
provisionis an agreem.rr, Ih", if a cerrain percentage-by law,
at least a rnajority-of
employeessignanu,,'ho'l'"tio"card'theemployerwillrecognizetheir
unionrepre'
sentation. Art i-purtluf;;il; ug"*y' such as the American
Arbitration Associa'
rion, counrs.h".".d.]EiriJ""* **g"rrs thar this strategy
can be very effective for
,14
unions.
DecertifYing a Union
The Taft.Hartiey Act expanded union members'
right to be represented by leaders of
rheir own choosing rol-',iud. the right to vote o,,i
ut existing union' This action is
4. .lif"Jar..rrrfying tlhe union. Decertification foilows
the same process as a representa-
tion election' Ar1 .l.tiio''t to decertifu a union may not
take place when a contract is
t"
i#it": decertification elecrions are held, unions often do not
fare well'35 During
the past fsqr years, .,'-'Jt' have lost betu'een 54 and 64
percent of decertification
elections. tn u.ro.n., f1;; ;; ".riorrr,
the nurnber of decertification elections has
increased frorn abour ip"r."", "r"11 "l".rior-r,
in the 1950s and 1960s to more than
double that rate in recent Years'
Cotleetive Bargaining
WhentheNLRBhu,.".tifi"dauttion,rhatunionrepresentsemployees
duringcon-
tract negotiations' ln collective bargaining' 1 ""t" 1:g:^t:it:t
on behalf of its
members with rnanagement representatives
to arrive at a contract defining conditions
of employrnent for the rerm of th" contracr
and to resoive differences in the way they
interpret th" .or.,tru.r. Typi.ul contracts i".r"a" provlsions
5. for pay' benefits' rl'ork
rules, and resolution of r,r,orkers' grievances'
Table 14.2 shows typicai provisions nego-
tiated in coliective bargaining contracts'
Collectivebargainingdiffersfromonesituationtoanotherintermsofb
oryaining
stl.ilctriIe-that is, the range of employees
and employets covered by the contfact.
A contract may involve a narrow gtottp oi "*ployt"'
in a craft union or a broad
groupinanindustrialunion.Contracls*uy.ou.,oneorseveralfacilitie
softhesame
emploi'er,orthebargainingStrUcrUre.mavinvolveseveral.mployer
s.Manymore
inreresrs must be .o.,-riJ"r"E in coliective targaining
for an industrial union with a
bargaining ,,r.,.,r.. ,6JJi;;;.; several "*fioy.r.
Ih"., in collective bargaining for
u .Lf, .rnion in a single {acilitY'
The majority of .lor-rrru.t negotiations rake
place betlveen unions and employers
that have b..,-, throi,"gJ;h;;;;:;;, b.fore. ln tle typicai
siruation, manasement has
come to accept th" .,iio. as an organizutio., lt *.,ri *ork
6. with. The situation can be
I
I
I
!
d
a
a
PI
Pa
le:
CHAPTER 14 Collective Bargaining and Labor Relations 439
rrporate
:rs during
hing and
aker J. P.
aigns and
rtt of J. P.
tl institu-
agreed to
:reutrality
employer
:ard-check
7. oriry-of
on fepre.
Associa-
:ctive for
leaders of
action is
presenta-
lntract is
i5
Driring
rification
tior-rs has
rore than
rlng con-
alf of its
rnditions
u'ay they
its, rvork
)ns nego-
urgcining
:Ltlltract.
a L,road
rhe san-ie
l1' mtlfe
: *'irh a
ir:nq tor
8. Establishment
and
administralion
o{ the
agreement
Funclions,
righls, and
responsibil ities
Wage
determination
and
administration
Job or income
security
Plant operations
Paid and unpaid
leaye
Bargaining unit and plant supplements
Contract duration and reopening and renegotiation provisions
Union security and the checkoff
Special bargaining committees
Grievance procedures
Arbitration and mediation
Strikes and loekouts
9. Contract enforcement
Management rights clauses
Plant removal
Subcontracting
Union activities on c0mpany time and premises
Union-mana gement cooperation
Regulation oftechnological change
l
Advance notice and consultation
General provisions
Rate structure and wage dlfferentials
Allowances
lncentive systems and production bonus plans
Production standards and time studies
Job classification and job evaluation
lndividual wage adjustments
General wage adjustments during the contract period
Hiring and transfer arrangements
10. Employment and income guarantees
Reporting and call-in pay
Supplemental unemployment benefit plans
Regulation of overtime, shift work, etc.
Reduction of hours to forestall layoffs
l
Layoff procedures; seniority; recall :
Worksharing in lieu of layoff
Attrition arra n gements
Promotion practices
Training and retraining
Relocation allowances
Severance pay and layoff benefit plans
Special funds and study committees
Work and shop rules
Best periods and other in-planttime allowances
Safety and health
Plant committees
Hours of work and premium pay practices
Shift operations
Hazardous work
11. Discipline and discharge
Vacations and holidays
Sick leave
Funeral and personal leave
Military leave and jury duty
: {Continued)
i
I
Tai:ie i4.2
Typical Provisions in
Collective Bargaining
Contracts
la
it
:ii
ilti
!1i
?.:
€'s
:s
irl
€
t,
13. $:
440 PART 5 Meeting Other HR Goals
l-,:ri-i*: i4,il
Concluded
Employee
benefit plans
Special groups
Health and insurance plans
Pension plans
Profit-sharing, stock purchase, and thrift plans
Bonus plans
Apprentices and learners
Workers with disabilities and older workers
Women
Veterans
Union representatives
Nondiscrimination clauses
;
14. SOURCE: T. A. Kochan, Collective Bargaining and lndustrial
Re/ations (Homewood. lL: Richard D
lrwin, 1980), p. 29. Original data from J. W Bloch, "Union
Contracts-A New Series of Studies,"
Monthly Labor Review 87 (October 1 96a). pp. 1 184-85.
very different l,hen a union has jr-rst been certifiecl ar-id is
negotiating its first contract.
in over one-fourth of negotiations for a first contract, the
parties are unable to reach
an agreement.l6
Bargaining over New Contracts
Clearly, the outcome of contract negotiations can have
importairt consequences for
labor costs, productirrity, ar-id tl-ie organizatiot-r's abiiitl' to
compete. Therefole, unions
ar-rd managernent need to prepare careftrlly for collective
bargaining. Preparation
incildes establishing objectives for tl-ie contract, revierving the
oid contract, gathering
data (sr:ch as collrl.rensation paid by competitors and the
cornpany's ability to survive a
strike), preclicting rhe likely tlen-rands to be ir-rade, and
establishing the cost of meeting
the demandr.li Thir pfeparatioll can help negotiatols develop a
plan for hor.v tcr
negoriate. Different situations and goals cail for diffelent
approaches to bargaining,
,.r."1-, ,, rhe follorving akernatives p.opor"d by Richard Waltor-
r ar-rd Robert McKersie,3s
o Distributiuebargaining divides an econotnic "pie" bettr,een
two sides-for example,
15. a wage increase rteatls giving the union a larger share of the
pie.
. Tnteg'atiue bargaining looks for win-win solutions, 01'
olltcomes in r'vhich both sitles
bei-refit. If the organization's labor costs hurt its perfor-rnance,
integrative bargaining
rnight seek to avoicl layoffs in exchange for r'r'ork rules that
irnprove prodr.rctirrity'
. Attitudinal strucngingfocuses on establishing a relationship of
frr,rsl. The parties are
concerned about ensuring that the other side will keep its part of
ar-ry bargain.
. Intl'aorganizational bargaining a.lclresses cot-rflicts u'ithir-r
union or lnanagelnent
groups or objectives, such as betlveen new elnployees and
u,orkers rvith i-righ senior-
ity or betu'een cost control and redr,iction of turnover'
Tl're collective bargairring process rnay involve ar-ry cornbir-
ration of these alternatives.
Negotiatioirs go through various ,tug"r.19 In the earliest stages,
lnany llore peo-
ple are often present than in later stages. Or-r the union side,
rhis may gi-,'e all the
various internal iirterest groups a chance to participate and
voice their goals. Their
input helps comrnunicate to {ranagement rvl-rat .,vi11 satisfy
union rnembers and inay
l-relp the unron achieve grearer solidarity. Ar this stage, union
negotiators often pres-
enr a 1o11g list of propctsals, partly to satisfy members and
16. partly to introduce enough
lS5ue
pres€
ptop,
D
even
Horv
and r
In
negol
one-r
ltressr
barga
agfeet
party.
costs
and p,
Whe
The i
able tt
produt
end, tl
ciiffere
CHAPTER 14 Collective Bargaining and Labor Relations 441
issues rhar they rvill have flexibi1iry later in the process.
17. Management ma)'or tllav not
present proposals of its ou,n. Sornetimes manageltellt plefers to
react to the r-tnion's
proposals.
During the rniddle stages of the process, each side mLlst make a
series of tlecisittns,
even thollgh the outcone is uncertain. How important is each
issue to the t-rtl-rer side?
Hon'likely is it that disagreement on particular issues r.r'ill
result in a strikeJ lfhen
anc'l to r'hat extent sholrld one sicle signal its willir-rgness [o
cotnprotuisel
In tl-re final stage of r-regotiatrons, pressure for: an agreernent
iucreases. PLrblic
negoriarions rnay be only part of the process. Negotiators from
each sitle may hold
one-on-one meetings or sma11-group meetil.rgs rvhere t}-rey
escape some 1',r-rblic relations
presslrres. A rLentral third party may act as a go-betn'een ot
facilitator. In some cases,
bargaining breaks dou,n as the trvo sides fincl they cannot reach
a mutually acceptable
agreencnt. The outcorne depends partly on the relatir.e
bargaining pou'er of each
party. That LrLr:er, in tr-rrn, depends on each party's ability
to lr,ithstar-icl a strike, which
costs the n,orkers their pa1'during the strike and costs the
ernplol'er lost prodr-rction
and possil--l.v lost cnstomels.
When Bargaining Breaks Down
The intencletl oLrtcorne of coilective bargaining is a contract
u'ith terns accelrt-
able to both parties. It one trr both sides deterrnine tl-rat
18. negotiatloll alone rvill not
produce such an asreerrent, bargaining bleaks dorvn. To bring
this impasse lo an
end, the union mal strike , or tfie parties rnay bring in otitside
help to resolve their
tJ ifferences.
Citing the strong
potential lor loss ofjobs,
union members protest
Verizon's selling of its
landline business to
Frontier Comntunications
in West Virgiria.
for
ons
-ion
:ing
vea
ri.ng
1tO
itg'
ls
e:
ple,
ides
ring
ty.
, are
19. rent
Lior'-
/es.
teo-
the
heir
may
)res-
,r-rgh
467 PART 5 Meeting Other HR Goals
t*2 ldentify the
factors that most
strongly influence
HRM in internationai
ma rkets.
work together ro improve the quality of decision making. The
participants from vari-
ous counrries and cultures contribute ideas from a position
ofequality, rather than the
parent country's culture dominating.
Faetsrs Affeeting hlR,lt in Interr:aticnal |*tarkets
Whatever their level of globai participation, organizations that
operate in more than
one country must recognize that the countries are not identical
20. and differ in terrns of
many factors. To simplify this discussion, we focus on four
major factors:
r culture
r education
o econornic systems
. political-1egal systems
Culture
By far the most important influence on international HRM is the
culture of the coun-
try rn rvhich a faciliry is located. Cultwe is a cornmunity's set
of shared assumptions
abour how the world works and u,hat ideals are rvorth striving
for.7 Cultural influ-
ences may be expressed through custolns, languages, religions,
and so on.
Culture is important to HRM for tu'o reasons. First, it often
determines the other
three international influences. Culture can greatly affect a
country's larvs, because
iarvs often are based on the culture's definitions of right and
wr,rng. Culture aiso influ-
ences whar people value, so it affects peoplet economic systelns
and efforts to invest
in education.
Even more important for understanding human resource
management, culture
often deterrnines the effectiver-ress of various HRM practices.
Practices that are effec-
rir.e in the United States, for example, rnay fail or even
backfire in a country with
different beliefs and values.s Cor-rsider the five dirnensions of
21. culture that Geert
Hofstede identified in his classic study of culture,e
l.Indiuidtnlismlcollectiyism describes the strength of the
relation betr.r'een an indi-
vidual and other individuals ilr the society. In cultures that are
high in individuai-
ism, such as the United States, Great Britain, and the
Netherlands, people tend
to think and act as individuals rather than as members of a
group. People in
these countries are expected to stand on their own two feet,
rather than be pro.
tected by the group. In cukures that are high in collectivism,
such as Colombia,
Pakistan, and Thiwan, people think of themselves mainly as
group members.
They are expected to devote themseives to the interests of the
comrnunity, and
the community is expected to protect thern when they are in
trouble.
T.Powet'distance concems the way the cukure deals with
unequal distribution of
power and defines the amount of inequality that is normal. ln
countries with
large power disrances, including india and the Philippines, the
culture defines it
as normal to maintain large differences in porver. ln countries
with srnall power
disrances, such as Denmark and Israel, peopie try to eliminate
inequalities. One
way to see differences in power distance is in the way people
talk to one another.
In the high.power-disrance countries of Mexico and Japan,
people address one
22. another rvirh titles (Seflor Srnith, Smirh-san). At the otfier
extreme, in the
United States, in most situations people use one another's first
names-behavior
that would be disrespectful in other cultures'
5.
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.;n
$
sl
*
#.
rii
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ir
ii'5
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re
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.t
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ri:,
24. seen a
favorir
organi
mr-rch
Job
high "1
the de
balked
they hr
decisio
tor in I
ism. Tl
CHAPTER 15 Managing Human Resources G
ran-
rn the
l"q.
: thar-r
nns of
,illr:-,:
inrli:-
r olh-:
,-aalr!-
r ir-ii-l,.i-
inr-e si
culture
25. : effec-
rv with
Geert
n indi-
rridual-
,ie tend
ople in
be pro-
lombia,
embers.
ity, aird
.rtion of
es u'ith
:fines it
"1 porver
es. One
lnother.
ress one
, in the
rehavior
3. L|ncertaintl avoidance describes how cultures handle the
fact that the future is unpredictable' High uncertainly
avoidance refers to a strong cultural preference for struc-
tured situations. In countries such as Greece and Portugal,
people tend to rely heavily on religion,,larv, and technology
io giu" them a degree of security and clear rules aboul how
to behar,.. In countries with low uncertainty avoidance'
26. including Singapore and Jamaica, people seem to take each
day 25 i1 comes.
4. Masculinitylfemininity is the emphasis a cuiture places on
pnctices oi qu"liti"t thar have ttaditionally been consid-
ired mascuiine or feminine' A "ntasculine" culture is a cul-
ture that values achievement, money making, assertiveness'
,U ."-p"tition. A "felninine" culture is orle rhat places
""f'rrgi-,
trft" on relationships, service' care for the rveak'
u.a"pr"r.rt'ing the environment' ln this model' Germany
l,.,Ji;;;";.?*u*ptt' of *u"ttii'-'" cultures' and sweden and
ln Taiwan, a country that is high in collectivism'
co-rvorkers consider themselves more as
group
nrernbers instead of individuals'
Nonvay are exam'
n
ll
ples of feminine cultures'
5. Long-termlrtrorurrr^"oiiunr4tion suggesrs rvhether
the focus of cu1t,rral r'alnes is on
27. the future (lor-rg ,"r*i o", iir" p*r??,a present (short term).
cultures
u'ith a long'
rerm orientation value saving ancl persistence,
rvhich tend to pay off in tl-re future'
Many Asiar-r countries, incluling Japan and China' have
a long'terrn orientation'
Short_terrn ori.r-rrurior-rr, ^,
i" ir-r. .irrtures of the United states, Russia, and west
Africa, promore ;;;; f..p"r, tradition and for fuifilling sociai
obligatio^s ir-r
the present.
Such cultural characterrstics as tl-rese influence
the ways members of an organization
behave toward orr"
"r-ro,h.r,
as weil as their attitudes totvard vafious HRM
practices'
For insrance, cultures differ strongly in their opinions about
how managels sl-rould
leacl, how decisions ,f-r."iJU. f-t""?i"d, and what motivates
employees' In Germany'
managers achieve their status by dernonstrating
technical.skills,-and
employees look
28. ro managers to assign asks and resolve re.h"r-ri."l problems- In
the Netherlands'
;r;;;;."i;;*." ritittg "e""tt"1;,^txchanging 'iervs'
and baiancing the interests
of the people affected ;;; #;;;;.fr Cl.urly, iiffl."r-'.., like.these
'r'ould affect
l'rorv
^"
.rg""""rion selects and trains its nanagers and measures their
performance'
Cultures strongly influence the appropriateness of HRM
practices' For example'
the exrenr to .,r,hich "
."tr"r" o inditrdlalisr or collecrivist will affect the success
of a compensarion program. Compensation tied to individual
performance may be
seen as fairer ar-rd ,no.""*oit.,uJ"g Uy *"-lers of an
i.dividualist cuiture; a
culture
favoring individualism wili be ,]roi=" u.."p.ing of grbat
differences
in pay between the
organizario.r,r l-,igh.rt- il f;;;;rid "*plly."i.
Collecti'ist cultr'rres tend to have
much flatter PaY structllres'
29. Job design aimed at employee efrlpowerment
can be problematic in cultures with
higfi,,pou,er distance.,' In a Mexican ,lipp".-*ur-rrrfacturing
plant, an effort to expand
the decision-making ""ifr..iiv
.i p.od.r.rior', workers stumbled when the workers
balkeil ar doing rvhar they saw as the supervisor's proper -re-
sponsibility'i1
Realizing
they hacl mo'ed too quickiy, the plant's nra'ug"* tu"-u"*h"-
,::"p" of the
workers'
decision.makir-rg uuthJrJv it'ri't"v ."rfa adapi ro rhe role. On
the
other hanc{' a fac-
tor in favor of "*po*".-ent
at ti-iat plant was the Mexican culture's high collectiv-
isrn. The ,,vorkers iit.Jdir.',"ri'g team-related information and
using the infortnalior-r
il
4
*
464 PART 5 Meeting Other HR Goals
30. cuitural differences
organlzatlon.
to benefit the entire tean. As in this example, a culture does not
nece$sariiy rule out a
particuiar HRM practice, such as employee empowerment, but it
sholrld be a consid'
"r"tion
in deciding ho* io carry out ih.'p.*.tice.
Finally, cultural differences can affect horv people
communicate and holr, rhey
coordinare their activities. In collectivist cr-rltures, people tend
to v{lue grotrp deci-
sion making, as in rhe previous example. When a person raised
in an individualis-
tic culture must work closely with people from a collectivist
culture, dommunication
problems and conflicrs often occur. People from the collectivist
cultlrre tend to col-
iaborate heavily and may evaluate the individualistic person as
unwilling to cooperate
and share information with them. Cr-rltural differences in
communicalion affected the
$,ay a Norrh American agricultural company embarked on
e*pioye{ elnpowerment
at irs facilities in t he United States and Brazil.lz Empowerment
reqr-ri]res information
sharing, but in Brazil, high power distance leads ernpioyees to
exp€ict managers to
make decisions, so they do not desire information that is
appropriate[y held by man-
agers. Empowering the Brazilian employees required invoiving
31. *"r't{g"tt directly in
giving and sharing information to show that this practice was in
keepifrg with rhe tra-
ditional chain of command. Also, because uncertainty avoidance
is airother aspect of
Brazilian culture, managers explained that greater information
sharir{g would reduce
uncertainry abour their work. Ar the same tirne, greater
coliectivisrr] in Brazil made
employees cornfortable with the day-to-day cornmunication of
tearnr]vork. The indi-
vidualistic U.S. employees needed to be sold more on this
aspect of empowetment.
The "HR Oops!" box describes another example of
miscommunicatiotr resulting from
Em
sior
wer
res(
con
sian
senl
and
hear
matt
the
turn(
A:
empl
lem.'
unde
busin
off ee
risks
32. Because of these challenges, organizations must prepare
managErs to recognize
and handle cultural differences. They may recruit managers
wi*1 knowledge of
other cultures or provide trainir-rg, as described later in the
chapt{r. For expatri-
ate assignments, organizations may need to conduct an
extensive sdlection process
to idenlify individuals who can adapt to new environmenls. At
thp sarne time' it
is important to be wary of stereotypes and avoid exaggerating
the importance of
cult,,,ial differences. Recent research ti-rat examined Hofstede's
rnQdel of cultural
differer-ices found that differences among organizations within
a pafticular culture
were sometimes larger than differences from country to
country.ls Tfris finding sug'
gests that it is importanr for an organization to match its HR
pracriqes to its vaiues;
i*ndivlduals *ho
'ha'"
those valu-es are likely to be interested in t]'orklttg for the
prlmar
withor
is sign
Cor
able er
and th,
educat,
In cont
33. countrj
Econr
A corrnt
involver
activirie
As lv
are likel
developi
opportur
students
for incre
their edu
The i
oped cor
shor.v up
Education and Skitl Levets
Counrries also differ in the degree to which their'labor markets
lnclilde people u'ith
education and skills of value to employers. As discussed in
Chaptet 1, the Unired
States suffers from a shortage of skilied rvorkers in many
occupationN, and the prob-
lem is expected to increase. For example, the need for
knowledge wor|<ers (engineers,
te:rchers, scientists, health .ur" *ork"rr) is expected to grow
almost twice as fast as
rhe or.erali rate of job growth in the United Stut.s.14 On the
other l,rand, the labor
narkers in rnany countries are very attractive because they offer
higfr skills and low
'ages.
34. E.lucational opportunities aiso vary from one country to
another. In general, spend-
ing on education is greater per pupii in high-income countries
than in pooref coun-
t.i,.r.15 Poverry, diseases such as AIDS, and political turmoil
keep children away frorn
scfiool in some areas. A concerted international effort to
provide universal access to
rule out a
a consid-
hou' the),
:oup cleci-
lividualis-
runication
r-rd to col-
coopetate
{ected the
ovefmenI
formation
1llagers to
d by rnan-
-lirectiy ir-r
rh the tra-
r aspect of
rui.l reduce
rir.-il made
T1're indi-
-)'e r1TIe11t.
35. ritir-rg froin
recognizc
'ii'ledge of
rl expa[li-
Jl-r process
1e ti1ne, it
rrtance of
rf cr,rltr-rral
lar cr.rltr,rre
ncling sug-
its valnes;
ng for the
eople rvith
he UrLited
I the prob-
.engineers,
: as fast as
, the labor
ls ancl low
ral, spend-
Oref colrll-
au'ay frclm
rl access to
Employees in the British divi-
sion of an oil and gas company
were frustrated. TheY carefullY
researched ideas for where to
conduct exploration in the Per-
sian Gulf.TheY wrote rePorts Pre-
senting their recommendations
36. and sent them to the company's
headquarters in Texas- But no
rnatter what theY recommended,
the British division's ideas were
turned down.
As it turned out. the British
employees had a cultural Prob-
lem. TheY were using the careful,
understated language of their
business culture' TheY started
off each report bY identifYing the
risks of the Proposal. Next, theY
laid out historical background'
Finally, at the end of the report.
the writers presented the possible
opportunities.
Back in Texas, management
had the optimistic, can-do sPirit
typical of U.S. business culture'
Theywere looking forthe positives
and exPected ProPosal writers to
actively sell them on exPloration
ideas. Without that message, the
managers at headquarters con-
cluded that the ProPosals must
not be verY attractive' When the
British team learned to reorganize
and rePhrase their reports for an
American audience, theY started
winning aPProvals.
37. Source:Based on Jill Rose, "Cioba:
Mindset, " Ame rican Executive, Ja:"=-'
2010, pp. 7-9.
Ouestions
1. ln this examPle, who made
a mistake-the writers of the
proPosal or the readers of the
proPosal? WhY?
2. lmagine You are involved
in recruiting a manager
for a British facilitY of Your
companY. Based on the
examPle given here, what
cultural differences in
communication might You
expect, and how might theY
aff'ect Your search for qualifiei
candidates in Britain?
prifirary education has dramatically reducetl the ni-nnber
and proportionof children
without access ro ,.nooti'ri.-fto*"u"r, ,1-r",prob1"t',t persists
in s'-rb'saharan Africa and
is sigrrilicant brrr dcclining in South Asia'" l .l ..-- r;- I ..;.
Cornpanies witl-r foreig"n operariolls io.nt. irt .o.,nt.i"s rui-r"r"
ih"y aan find Siiii-
38. able
"mployees.
The .d.r".ntfor', and skill levels of a countty's iabor force affect
horv
a1d rhe extent to which companies vant to operate there. In
countries with a
poorly
eclucated population, .o*pu,]i., rvill lirnir their activities to
lorv-skili, low-wage
jobs'
lr-, .or-rtrurt, ir-rdiu', large pool of well-trainecl technical
workers is one
teason that the
coLlntry has becone u-pop'-,|r. location for outsottrcing
colllptlter programming
jobs'
Economic SYstem
A co6ntry's economic system, rv|ether capitalisr or socialist, as
wcll as the governrnent's
involvernent in the economy throltgh ,u*", o. cornpensatiotl,
price controls, and
other
ul,r,,i,i"r, influeirces hurnan resource lnanagement practices in
a
number of r'r'ays'
As lvith all aspects of a region's ot country's life, the economic
39. system
and c'-rlture
u." i,t lLy tc, b. closely ried, pror,iding many of the incenri'es
or disincentives
for
.1..,.1npir-rg the value of the'i"bo. for.". Socialist economic
systems provide
ample
.pp"t-ir"iii"s for edr-rcational development because the
education system
is free to
stlrcients. Ar the same tilne, socialisrn may not provide
economic
rewards (higher pay).
for ir-icreasing one's "at't"'io^'
ln capitalist ')"t"'.',t'
str-rdents-bear more of the cost of
their ed.rcatiln, br-rt employers rer'vard those
q'ho invest in edtrcation'
The healtir ,-,,r *r-r ".Jr.Io*o
systerrr affects humar1 resource lnallagement' in devel-
op*l
-.orr'rries
rvith gr"u, ru"ulrh, labor costs are relatively high' Such
differences
40. shoi.v up in compensat;on systems and in recrtriri'g ar-rd
selection
clecisions'
A AC,
466 PART 5 Meeting Other HR Goals
Students at the University of Warsaw in Poland are provided
with
a government-supported educatior. in general, former Soviet
bloc countries tend to be generous in funding education, so they
tend to have highly educated and skilled labor forces. Capitalist
countries such as the United States generally leave higier
education
up to individual students to pay for, but the labor market
rewards
students who eam a college degree.
In general, socialist systems take a higher per-
centage of each worker's income as the worker's
income increases. Capitalist systems tend to let
workers keep more of their earnings. In this way,
socialism redisffibures wealth from high earners
to the poor, while capitaiism apparently rewards
individual accomplishments. In any case, since the
amount of take-home pay a worker receives after
taxes may thus differ from country to country, in an
organization that pays two managers in two coun-
tries $100,000 each, the manager in one country
might take home more than the manager in the
other country. Such differences make pay structures
more complicated when they cross national bound-
aries, and they can affect recruiting of candidates
41. from more than one country.
Political-Legal System
A countryt political-legal system-its government,
laws, and regulations-strongly impinges on human
resource management. The country's laws often dic-
tate the requirements for certain HRM practices,
such as training, compensation, hiring, firing, and
layoffs. As we noted in the discussion of culture, the
political-legal system arises [o a large degree from
;i
ti
il
ill
:i
1-i:
):
F
t
A
tir
e>
t'
CC
pr
pa
42. glr
en
avi
m€
op,
fac
bei
fac
als,
pos
I
the culture in which it exists, so laws and regulations reflect
cultural values.
For example, the United States has led the world in eliminating
discrimination in
the workplace. Because this value is important in U.S. culture,
the nation has legal
safeguards such as the equal employment opportunity laws
discussed in Chapter 3,
which affect hiring and other HRM decisions. As a society, the
United Sutes also
has strong beliefs regarding the fairness of pay systems. Thus,
the Fair Labor Standards
Act (discussed in Chapter 11), among other iaws and
regulations, sets a minimum
wage for a variety of 1obs. Other iaws and regulations dictate
much of the process of
negotiation between unions and management. All these are
examples of laws and
43. regulations that affect the practice of HRM in the United States.
Similarly, laws and regulations in other countries reflect the
norrns of their cul-
tures. In Westem Europe, where many counlries have had strong
socialist parties,
some iaws have been aimed at protecting the rights and benefits
of workers. Until
recently, workers in Germany and France had 35-hour
workweeks, but under grow-
ing pressure to adopt the "Anglo-Saxon model" emphasizing
productivity, many have
made concessions. The European Union's standard permits
workweeks of up to 48
hours.17
An organization that expands internationally must gain
expertise in the host
country's legal requirements and ways of dealing with its legal
systgm, often iead-
ing organizations to hire one or more host-country nationals to
help in the process.
Some countries have iaws requiring that a certain percentage of
the ernployees of any
foreign-owned subsidiary be host-country nationals, and in the
context of our discus-
sion here, this legal challenge to an organization's HRM may
hold an advantage if
handled creatively.
par
out
side
I
and