This document outlines the course schedule for a human resources management course. Chapter 4 focuses on corporate culture and employer-employee relations. It defines organizational culture and discusses the influences and types of culture. It also examines collective bargaining, employee participation, and crisis management and contingency planning.
4. Organizational & Corporate Cultures
Corporate cultures or organizational cultures are
the attitudes, experiences, beliefs and values of
the organization.
5. 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.
6. Charles Handy on organizational
Culture
Handy describes 4 distinct organizational
cultures:
1)
Power culture
2)
Role culture
3)
Task culture
4)
Person culture
7. 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.
8. 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.
9. 3) Task Culture
Describes a sitution where short-term teams
are formed to address specific problems.
Power is changed from person to person.
12. 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.
13. 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.
14. 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.
16. Collective Bargaining
Collective bargaining is a process of
negotiations between employers and a group of
employees aimed at reaching agreements that
regulate working conditions.
17. Conciliation and Arbitration
Sometimes employers and employees need
help from third parties to resolve problems.
This process is called conciliation and
arbitration.
18. 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.
19. Employee Participation And
Industrial Democracy
Trade unions are representative to company
boards or governing bodies.
In industrial democracies, trade unions
negotiate with managers.
21. 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.
23. 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.