| Papers [1-16] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "LABOR MANAGEMENT PROBLEMS": |
|
|
Labour Relations and Management, 2005.
A discussion regarding labour relations in Canada, focusing specifically on the cases of Navistar and Western Customer Management Inc.
1,350 words (approx. 5.4 pages), 3 sources, AU$ 76.95
»
Click here to show/hide summary
Abstract
This paper discusses two cases of labour relations and management issues in Canada, namely the Navistar case in Ontario and the Western Customer Management Inc. case in British Columbia. The paper briefly discusses the legal ramifications of the use of scabs and Ontario's decision in 1995 to lift the anti-scab legislation, which led to the injury of six Navistar employees during a strike.
From the Paper
"Why is Western management denying us access to free democratic vote? When it comes to union organization, it is illegal for employers to interfere and prohibit the creation of unions. In Canada, it is against the law for employers to use intimidation tactics and harassment in an effort to discourage employees from joining a union. Organizations are prohibited from discriminating and demoting workers based on their union membership. Under federal and provincial labour laws, employers are permitted to express their opinions so long as they do not commit illegal labour practices ("Your Rights", 2005, para. 4). "
| |
|
Labor Management, 2005.
This paper examines the issue of unfair labor practices in business management using the Electromation Case.
2,895 words (approx. 11.6 pages), 12 sources, APA, AU$ 123.95
»
Click here to show/hide summary
Abstract
This paper explains that unfair labor practices happen when management crosses the invisible line with an employee on any issue protected by federal from smoking policies to non-compliance with hiring laws. The author relates that the key-deciding factor of the Electromation Case was the employee groups which emerged as a result of management style promoting total quality management or TQM. The case did not put an end to all employee participation programs but established the criteria against which all EPPs must be judged when an unlawful employer domination charge is filed, limiting what these groups can discuss. The paper concludes that, in today's business world, it can be argued that the American management system holds all the power because most of today's workforce is "at-will" and can be terminated at any time.
Table of Contents
Introduction
Unfair Labor Practices
The Electromation Case
Management Involvement
Conclusion
From the Paper
"Electromation, Inc. is a small company of 200 employees, located in Elkhart, Indiana. The company engages in the manufacture of electrical components and related products. The employees were not represented by a labor organization at the time of legal proceedings. In late 1988 the company concluded it was having financial troubles. In order to cut expenses, the company decided to "alter the existing employee attendance bonus policy and, in lieu of a wage increase for 1989, distributed year-end lump-sum payments based on length of service." After these changes were announced, the company understood the employees were dissatisfied with the arrangement. In January 1989, the company received a signed petition from 68 employees that covered their displeasure over the Attendance policy. From here, meetings were set-up between the employer and the employees to discuss this issue. Later five-action committees were set-up out of this first meeting as a forum for employees to discuss work place issues. However, the issues discussed included issues of labor like wages, hours and benefits as well as something as simple as lunch break."
| |
|
Labor Management Relations, 2008.
A discussion on the methods of improving productivity and relationships between labor unions, employer and employee.
2,038 words (approx. 8.2 pages), 11 sources, APA, AU$ 93.95
»
Click here to show/hide summary
Abstract
The paper presents an in-depth narrative on the importance of efficient labor cost management and highlights the effects that labor unions have on a business organization. In particular, the paper discusses the fact that unions and lean production programs are there to ensure correct planning of the methods employed to increase efficiency and productivity. The paper also relates that, if these factors are implemented, employers can introduce ideal levels of communication and receive co-operation and assistance from employees.
Outline:
Introduction
Common goals
Common challenges
Common realities
Strategic options and approaches
Conclusions
From the Paper
"Sound directives from management lead to responsiveness to company culture and inspire loyalty to the company. When workers feel secure, properly represented and involved in the company, the desire for collective action is not as significant (Dong-One and Voos, 1997). Sound leadership and motivation is able to guide the members of the organization towards the accomplishment of the major goal which is profits, efficiency and effectivity of the company.
"To achieve these, one has to be able to manage labor relations well. So, if workers turn to union organization as a means of communication and solving their concerns, considering the decline in unionization by workers, it may very well mean indeed that leadership and motivation strategies that are being implemented is not effective or enough to develop optimum labor relations."
| |
|
Labor and Management, 2002.
A paper that discusses the role of labor in manufacturing.
2,400 words (approx. 9.6 pages), 11 sources, AU$ 128.95
»
Click here to show/hide summary
Abstract
This paper emphasizes cooperation in the role of labor management in the manufacturing industry.
| |
|
Labor-Management Impasses, 1994.
Causes, role of negotiators, lockouts & strikes, examples and mediation.
1,575 words (approx. 6.3 pages), 7 sources, AU$ 80.95
»
Click here to show/hide summary
From the Paper
"The relationship between labor and management is one of the most critical, and often one of the most acrimonious, in business. Labor, often represented by collective bargaining agreements, wants the best benefits and wages for its constituents; management wants to keep costs down, and, in most organizations, labor is one of the highest cost items. Yet these seeming adversaries are also mutually dependent upon one another. Labor requires the planning and coordination that management provides, and management requires the physical effort that labor provides. As a result, contract negotiations, in which both sides try to win the best possible outcome for their own interests, can be difficult. Many contracts are negotiated without job actions taking place, but occasionally, contract negotiations break down. This research examines what happens when.."
| |
|
Labor-Management Problems, 1999.
Examines control of work, affirmative action, discrimination, dispute resolution in theory as applied to the Chicago Fire Dept.
2,700 words (approx. 10.8 pages), 22 sources, AU$ 138.95
»
Click here to show/hide summary
From the Paper
"CHICAGO FIRE DEPARTMENT: LABOR/MANAGEMENT ISSUES
Abstract
This research examined labor-management issues affecting the Fire Department of the City of Chicago. These problems were grouped into issues concerning the control of work, affirmative action, and dispute resolution.
With the advent of fiscal restraint at the level of municipal government, the issue of the control of the work place has emerged as a point of contention between management and workers at the Fire Department of the City of Chicago. A differentiation may be made between the ?workers control movement? and the ?labor movement? in the United States. The differentiation is important, because of the attempts in the United States to control the content and process of work. In the .."
| |
|
Labor-Management Issues of the 1990s and Beyond, 1993.
An examination of worker's control, negotiations, wages, union goals, discrimination, safety and security.
1,350 words (approx. 5.4 pages), 3 sources, AU$ 68.95
»
Click here to show/hide summary
From the Paper
"This research examines the prospects for and conditions of labor-management negotiating strategies in the United States for the remainder of the 1990s and beyond. Concepts of management rights, workers' rights, workers' control, and so forth have characterized labor-management negotiating strategies in the United States through the 1980 and, in some instances, continue to characterize such strategies (Walters and Langdon, 1992, pp. 579-587). The contention in the early-1990s is, however, that a new approach to labor-management negotiations is required for both labor and management negotiators (Gilmour, 1992, pp. 513-517).
A differentiation may be made between the workers' control movement and the labor movement in the United States. The differentiation is important because of the attempts in the..."
| |
|
The Management of Labor, 2004.
This paper surveys scientific labor management theories, which became more defined and structured with the onset of the Industrial Revolution.
2,090 words (approx. 8.4 pages), 5 sources, APA, AU$ 94.95
»
Click here to show/hide summary
Abstract
This paper explains that the scientific management theory proposed by Taylor, the first to introduce the concepts of specialization of labor and the breaking down of tasks into discrete and independent functions, was instrumental in launching the mass production era in the U.S. The author points out that Frank and Lillian Gilbreth introduced motion study; not the time taken for the job, but rather the motion involved in completion of the task was considered more important. The paper relates that all the contemporary management theories place high emphasis on employee training and skill development. Since the 1990s, there has been an emerging approach to manage organizations using an ?engaged learning system? coupled with a continuous learning environment through all ranks of the organization.
From the Paper
"Elton Mayo was the first to bring the human element into the equation of management. While Maslow and McGregor would later identify and postulate the motivational theories for individuals, Mayo believed that worker satisfaction and performance were interdependent. The working conditions, the management attitudes and the quality of life within the organization were all important factors. Where ?Taylorism? appeared to be beneficial for the business owner, Mayo?s theories looked into the welfare and well-being of the workers as well. Negative effects of coercion and power control were easy to identify. It was observed that management could achieve a lot more if they were sympathetic to the worker needs and the work environment. The influence of peer pressure and group conformity was also identified as important in managing people and situations."
| |
|
Management and Labor, 2006.
A look at why there is often conflict between management and labor, even though they theoretically have the same organizational goals.
1,125 words (approx. 4.5 pages), 1 source, AU$ 64.95
»
Click here to show/hide summary
Abstract
This paper explains that both management and labor are essentially concerned with the same organizational objectives but that conflict often exists between these two parties. The paper explains that this is primarily a result of the different needs associated with each party and that, in order for an organization to be successful, the needs and interests of both parties must be met.
From the Paper
"As a rule of business, managers are concerned with the operation, vision, mission and profits that a business produces over time. Manager must be capable of keeping costs low in order to ensure that profits will be produced. Workers, on the other hand, are traditionally concerned with the wages that they are capable of earning in order to provide for their families and their individual lives. Therefore, while management and labor are theoretically functioning to achieve organizational goals, each party has interests that must be met in order for support of those goals to exist. These basic needs may create friction between management and labor, and ultimately between unions and management. Management personnel are typically untrusting of unions because of the costs that are associated with demands. Yet, unions realize that management members are concerned primarily with the business, and this..."
| |
|
Management and Operations Management Theory, 2006.
A look at the four functions of management and the operations management theory.
1,147 words (approx. 4.6 pages), 3 sources, MLA, AU$ 57.95
»
Click here to show/hide summary
Abstract
The functions of management and operations management go hand in hand. This paper defines the four functions of management - planning, organizing, leading (motivating) and controlling, together with the operations management theory. It then provides an analysis of how the functions of management affect the operations management.
Outline
Abstract
The Four Functions of Management
Operations Management Theory
Impact of Management Function on Operations Management
Conclusion
From the Paper
"As the goal of organizing is to produce better results, similarly leading or motivating is necessary for an organization to extract maximum performance out of the workers. With appealing incentives, workers would work honestly and put in their best. This in turn would save the company time and there would be a complete control of the managerial department over things like production control and quality control. When an employee is rewarded for work hard done, then it is only natural that they would put in the most effort. An employee would by nature be well-organized thus bringing the load off the managerial department as far as quality control is concerned. It would also give a higher rate of production and an organization can comply with increasing demands."
| |
|
Care Management and Case Management, 2008.
This paper discusses current challenges in the healthcare system and offers case management and care management as a path to the solution.
1,123 words (approx. 4.5 pages), 8 sources, APA, AU$ 55.95
»
Click here to show/hide summary
Abstract
This essay states that the greatest challenges in the healthcare system currently consist of controlling costs, improving clinical outcomes, and ensuring quality care. Barriers to those goals include the nursing shortage, a rapidly aging population, competition, and reduced government reimbursement. This article addresses the most problematic issues in healthcare today but offers direction for their solutions rather than facile solutions. The paper goes on to claim that the overwhelming question for the current healthcare system presently concerns how to improve quality while reducing costs. Case management and care management are two valuable strategies which can control costs while improving clinical outcomes and ensuring quality care.
Outline:
Introduction
Rationale
Case Management vs. Care Management
Attempts for Quality
Journal Selected for Submission
From the Paper
"The current nursing shortage appears to be intractable. Recent government downsizing and cutbacks have been followed by reduced funding for the healthcare system that is about to be overwhelmed by the baby boom generation. Never have there been so many obstacles to cost-effective, quality care. Two choices are available: case management and care management, with the latter actually being the common alternative. High-risk patients need individual case management but the vast majority of patients require some form of care management (Doyle et al., 2003). Care management is evidence-based practice since such practice is an essential element in clinical pathways and protocols. Even though standard pathways are used, stringent pathways are being eliminated since evidence-based protocols and guidelines are becoming the norm."
| |
|
Strategic Management: Philosophy or Management Technique?, 2002.
Discussion of what the term "strategic management" has meant in the past and what it means today, and how significant strategic management is in a global economy.
1,150 words (approx. 4.6 pages), 7 sources, AU$ 64.95
»
Click here to show/hide summary
Abstract
Not too long ago, strategic management was a term that applied to a company's short- and long-term planning goals. Such planning was generally done by senior-level officers or their designated experts in the company. Today, with the global economy growing every day, strategic management has taken on a new meaning, making it both a management technique and a philosophy.
| |
|
Management Theory, Management Practice, 2004.
An overview of management theory and practice and the implications for implementation in international business today.
2,569 words (approx. 10.3 pages), 4 sources, MLA, AU$ 112.95
»
Click here to show/hide summary
Abstract
This paper provides an overview of contemporary management theory, with a stress upon how such theories can be used to cope with the stresses of an increasingly multi-cultural, multi-ethnic, and complex global business environment.
Outline
Abstract
International and Comparative Management
Environmental Political, Cultural and Economic Differences, Globalization
Organizing and Staffing in a Global Context
Leadership in a Global Context
Control in a Global Context
From the Paper
"Management is not a science. Rather, management is a dynamic process that involves the interaction between the manager in question and the environment he or she is located in. This ?environment? includes the manager?s employees. A manager must be continually aware of shifts and changes, not simply in his or her own national branch of the business he or she works for, but the state of that business as the organization exists in different forms and in different areas around the globe. As cited in Patrick Boylan?s article upon the history of management as a theoretical discipline, Rosemary Stewart has noted that there have been, historically, four academic approaches to studying management."
| |
|
Risk Management in Project Management, 2005.
Examines the benefits of risk management in business.
920 words (approx. 3.7 pages), 3 sources, APA, AU$ 45.95
»
Click here to show/hide summary
Abstract
This paper discusses whether it is worth expending the time and money to build strategies for dealing with unforeseen risk into a management plan and how risk mitigation can be incorporated into the project planning process. It looks at how formal risk monitoring can save a project when end users fail to engage.
From the Paper
a
| |
|
Business Management: What Makes a Good Manager?, 2002.
An overview of the qualities that make a good manager.
1,150 words (approx. 4.6 pages), 3 sources, AU$ 64.95
»
Click here to show/hide summary
Abstract
This paper will discuss the role of a manager and what makes a good one. By revealing, through as many sources as possible, the strategic elements into making a good manager, we can see how research into the field can improve one's abilities. By taking example of good management and how that applies in the place being managed, a better perspective on weaknesses and strengths can devised to create good management.
| |
|
Cultural Management - Culture Cannot Be Managed, 2008.
The paper discusses the question of if and how culture can be managed in a business environment.
1,928 words (approx. 7.7 pages), 5 sources, APA, AU$ 88.95
»
Click here to show/hide summary
Abstract
In this paper, the validity of the belief that in a business setting culture cannot be managed is critically analyzed and arguments are made both for and against the statement. The paper also presents examples that suggest that organizational culture does play a very important role in the success of the organization. However, these same examples also serve to reinforce a contention about the inability of corporate culture or management to undergo change.
From the Paper
"It must be acknowledged that the assertion - "Culture cannot be managed" - would likely meet with some degree of skepticism from organizational management students as well as corporate professionals. However, it may be argued that there is some validity to the perspective on the relationship between management and organizational culture that is manifest in this assertion. Consider, for example, the case of software giant J.D. Edwards. The corporation's CEO and chairman, C. Edward McVaney, contends that the success of a business often has very little to do with its management and senior executives who - as is commonplace in corporate culture - often come and go with minimal impact upon the organization itself. It is McVaney's view that the success of an organization is based upon its culture, which is usually invulnerable to change by management or business leaders. In McVaney's words: "95% of the time, the leaders and management of a business do not lead and manage that business" (Jesitus 16)."
|
|
|
