Human resources chapter 4

HUMAN RESOURCES

COURSE SCHEDULE

CHAPTER 1: HUMAN RESOURCES MANAGEMENT

AND PLANNING

CHAPTER 2: ORGANIZATIONAL STRUCTURE AND

COMMUNICATION

CHAPTER 3: LEADERSHIP, MANAGEMENT AND

MOTIVATION

CHAPTER 4: CORPORATE CULTURE AND

EMPLOYER – EMPLOYEE RELATIONS

Chapter 4Corporate Culture and

Employer – Employee Relations

Organizational & Corporate Cultures

Corporate cultures or organizational cultures are the attitudes, experiences, beliefs and values of the organization.

Influences in organizational culture

Managers try to influence the culture of their organizations, but this is can be difficult.

Managers will share their beliefs and values and they expect their staff to behave in a manner that reflects these beliefs.

Charles Handy on organizational Culture

Handy describes 4 distinct organizational cultures:

1) Power culture

2) Role culture

3) Task culture

4) Person culture

1) Power Culture

Individuals try to keep essential power. Control comes from individuals. Power cultures have rules and procedures. People are judged by their results.

2) Role Culture

Employees have defined roles and operate in a highly controlled environment.

Power based on a persons position.

This position and rule book, play an important role in the decision-making processes.

3) Task Culture

Describes a sitution where short-term teams are formed to address specific problems.

Power is changed from person to person.

4) Person Culture Individuals are superior than the

organizations. Individuals want to do their own thing.

Edgar Schein

Schein described 3 levels of organizational culture:

1) Artifacts

An aura you feel when you walk into an organization.

To illustrate, when you enter a government building in a communist country, you may see stern signs and warnings.

2) Espoused Value When you receive a brochure from an

organization it includes some slogans and images about projects and activities within the organization. It gives clues about the organization.

3) Underlying Organizational Assumptions

When you talk to people who have been with an organization for a long time they often will not be specific when explaining stories or goals behind the organization.

These people refer to the assumptions.

Employer and Employee Relations

Collective Bargaining

Collective bargaining is a process of negotiations between employers and a group of employees aimed at reaching agreements that regulate working conditions.

Conciliation and Arbitration

Sometimes employers and employees need help from third parties to resolve problems. This process is called conciliation and arbitration.

No strike agreement and single union agreement

Means a union has agreed to rule out any possibility of taking industrial action.

A union undertaking is likely to have been

made if the management has agreed to certain conditions.

Employee Participation And Industrial Democracy

Trade unions are representative to company boards or governing bodies.

In industrial democracies, trade unions negotiate with managers.

Crisis Management and Contigency Planning

Crisis management

The identification of threats to an organization and its stakeholders, and the methods used by the organization to deal with these threats. Due to the unpredictability of global events, organizations must be able to cope with the potential for drastic changes to the way they conduct business.

Memorable crises:

Memorable crises include currency collapse, and natural disasters such as earthquakes, tsunami and bird flu.

Contingency Planning

A contingency plan is a plan devised for an outcome other than in the expected plan.

It formulates plans to deal with a crisis.

First step is crisis management.