Lesson 1: Organizational Structures

Organizing: The process of arranging people and other resources to work together to
accomplish a goal

Organizational Structure
- The system of tasks, workflows, reporting relationships, and communication channels
that link together diverse individuals and groups.
- Any structure should both allocate tasks through a division of labour and provide for the
coordination of performance results
- Very difficult to create an effective structure

Organizational Charts - Formal Strctures

- Diagram describing reporting relationships and the formal arrangement of work positions
within an organization
- Chart identities
- Division of work
- Supervisory relationships
- Communication channels
- Major subjects
- Levels of management

Informal structures
- Shadow organization made up of the unofficial, but often critical, working relationships
between organizational members
- Much stronger influence than formal structue
- Include:
- Who talks to who
- Regular interactions
- Groups
- Gossip
- Cliques

Advatages Diadvatages

1. Helping people accomplish their work 1. May work against best interests of
2. Overcoming limits of formal struures entrie organization
3. Gaining access to interpersonal 2. Susceptibility to tumor
networks 3. May carry inaccurate information
4. Connecting with people who can 4. Resistance to change
assist in task performance 5. Diversion of work efforts from
important objectives
6. Feeling of alienation by outsiders

TRADITIONAL ORGANIZATIONAL STRUTURES

1. Functional structures
a. People with similar skills and performing similar taks are groupsed together into
formal work units. Members of functional departments share technical expertise,
interests, and responsibilities
b.

c.
Advantages Disadvagates

1. Economies of scale 1. Difficulties in pinpointing

2. Taks assignments consistent responsibilities
with expertise and training 2. Functional chimneys problem
3. High quality technical problem 3. Sense of cooperation and
solving common purpose breakdown
4. In- depth training and skill 4. Narrow view of performance
development objectives
5. Clear career paths with 5. Excessive upward referral of
functions decisions
2. Division Structures
a. Groups together people who work on the same product or process, serve similar
customers or are located in the same area or geographical region.
b. Based on: product, geography, customer structures, and process structures.
c. It takes the formal structure and expands to meet the different needs.
d.
e.
Types

1. Product - Group together jobs and activities focused on a

singles product or service
- Eg. procter & gambles, johnson’s

2. Geographical - Gorup together jobs and activities being

performed in the same location.
- Eg. McDonald’s, Coca-cola

3. Customer - Group together jobs and activities that are

serving the same customer or clients
- 3M corporation, banks

4. Process - Group related tasks that collectively create

something of value to a customer
- Eg. online clothing stores
f.
Advagates Disadvantages

1. More flexibility in responding to 1. Duplication of resources and

environmental changes efforts across divisions
2. Improved coordination 2. Competition and poor
3. Clear ponits of responsibility coorditaion across divisions
4. Expertise focused on specific 3. Emphasis on dividsional goals
customers, products, and at expense of organozational
 regions goals
5. Grateter ease in restructuring
3. Matrix Structures
a. Combines the functional and divisional structures to emphasize project or
program teams

b.
Advatages Disadvatages

1. Better interfunctional 1. Two-boss system is

cooperation susceptible to power struggles
2. Increased flexibility in 2. Two-boss system can create
restructing task confusion and conflict in
3. Better customer service work priorities
4. Better performance 3. Team meetings are time
accountability consuming
5. Improved decision making 4. Team loyalties may cause loss
6. Improved strategic of focus on organicational
managemnet goals
5. Increased costs

Lesson 2: Horizontal Organizational Structures

1. Team Structrures
a. Uses permanent and temporary cross-functional teams to solve problems,
complete special projects, and accomplish day-to-day tasks.
 b. Similar ro matrix structures
c. Goal is to break down barriers and allow the right people to work together on a
tals for company gain
d. Focuses on talent & expertise vs. position
e.

f.
Advatages Diadvatages

1. Emilinates barriers between 1. Conflicting loyalties among

operating departments members
2. Boosts morale and increases 2. Excessive time spent in
enthusiasm for the job meetings
3. Improved quality and speed of 3. Effective ise of time depends
decision making on quality of interpersonal
4. Increased enthusam from work relations, group dynamics, and
team management. (too many
meetings and need to do
multiple tasks)
2. Networking Structures
a. Operating with a central core that is linked trough networks of repaltionships with
outside contractors and suppliers of essential services
b. Companies no longer need to own everything. Alliances and outsourcing to
provide non-essential components of the business
c. Goal is to wirk with suppliers and contacts to minimize costs and maximize profits
 d.

e.
Advatages Diadvatages

1. Firms can operate with fwer 1. Increased demands on

full-time employees and less management
complex internal systems 2. Control and coordination
2. Reduced overhead costs and problems may arise from
increased operating efficiency network complexity.
3. Permits operations across grat 3. Potential loss of control over
distances (technology) outsourced activities.
4. Interesting jobs are created for 4. Potential lack of loyalty among
the people coordinating all the infrequently used contractors.
activities 5. At the mercy of the suppliers
6. If one part breaks, other parts
suffer
3. Boundaryless Structures
a. Eliminates internal boundaries amoung subsystems and external boundaries with
the external environment.
b. Combination of team and networked structures with the addition of
“temporariness”.
c. Teamwork and communication replace the formal lines of authority.
d. Focus on talent in-house as well as outsourcing talent for particular projects.
e. Boundaryless Structures Key Requirements
i. Absence of a hierarchy
ii. Empowerment of team members
 iii. Technology utilization
iv. Acceptance of impermanence
v. Knowledge sharing
f. Virtual Organization - use IT and the Internet to engage a shifting network of
strategic alliances
g.

h.
Advantages Disadvantages

1. Increased speed and flexibility 1. Control and coordination can

2. Focus on talent for a task be concerning
3. Encourage creativity, quality, 2. Not all members are able to
timeliness and flexibility while work without structure
reducing inefficiencies and 3. Leaves the burden on
increasing speed employees - trust work will get
4. Knowledge sharing done

Lesson 3: Trends in Organizational Structure

Organizational design
- Is the process of choosing and implementing structures that best arrange resources to
accomplish the organization’s mission and objectives.
- Unique problems and opportunities present opportunities for different structures to be
implemented.
- The best design is one that achieves a good match between structure and situation.
- There is no universal design that applies to all situations.
 - A framework for organizational design: environment, strategy, technology, size, people

Organizational Effectiveness
- Sustainable high performance in using resources to accomplish the mission and
objectives.
- The ultimate goal of any organization.

Organizational Effectiveness Evaluation

- Short term - goal accomplishment, performance efficiency in resource utilization and
stakeholder satisfaction.
- Medium term - adaptability in the face of changing environments and development of
people/systems to meet new challenges
- Long term - survival under conditions of uncertainty

Organizational Design Choices

- Bureaucracy - is an organization based on logic, order, and the legitimate use of formal
authority.
- Features include:
- Clear-cut division of labour
- Strict hierarchy of authority
- Formal rules and procedures
- Promotion based on competency

Contingencies in Organizational Design - Environment

- Certain environment - relatively stable and predictable elements = bureaucratic
- Uncertain environment - more dynamic and less predictable elements. Changes occur
often = organic

Contingencies in Organizational Design - Strategy

- Stability oriented - little significant change will be occurring in the external environment =
bureaucratic design
- Growth oriented - strategy is likely to change frequently = organic design

Contingencies in Organizational Design - Technology

- Technology- includes equipment, knowledge, and work methods that transform inputs
into outputs
- Small batch production = organic design
- Mass production= bureaucratic design

Contingencies in Organizational Design - Size

- Large organizations = bureaucratic design
- Small organizations = organic design
- *** not always a good choice in large organizations to have the bureaucratic design
Mechanistic design
- Work efforts centrally coordinated
- standard interactions in well-defined jobs
- Limited information-processing capability
- Best at simple and repetitive tasks
- Good for production efficiency

Organic design
- Works efforts highly interdependent
- Intense interactions in self-defined jobs
- Expanded information-processing capability
- More effective at complex and unique tasks
- Good for innovation and creativity

Trends in Organizational Design

1. Fewer Levels of Management
a. Shorter chains of command:
i. The line of authority that vertically links all persons with successively
higher levels of management
b. Organizing Trend:
i. Organizations are being “streamlined” by cutting unnecessary levels of
management
ii. Flatter structures are viewed as a competitive advantage
c. Less unity of command:
i. Each person in an organization should report to one and only one
supervisor
d. Organizing Trend:
i. Organizations are using more cross-functional teams, task forces, and
horizontal structures
ii. Organizations are beiming more customer conscious
iii. Employees ofteb find themselves working for more than one boss
2. More Delegation and Empowerment
a. Delegation is the process of entrusting work to others by giving them the right to
make decisions and take action
i. The manager assigns responsibility, grants authority to act, and creates
accountability
ii. Authority should be commensurate with responsibility
iii. A common management failure is unwillingness to delegate
iv. Delegation leads to empowerment
b. Organizing trend:
i. Managers are delegating more and finding more ways to empower people
at all levels
3. Decentralization with Centralization
 a. Centralization is the concentration of authority for making most decisions at the
top levels of the organization
b. Decentralization is the dispersion of authority to make decisions throughout all
levels of the organization
i. –Centralization and decentralization not an “either/or” choice
c. Organizing trend:
i. Delegation, empowerment, and horizontal structures contribute to mre
decentralization in organizations
ii. Advances in information technology allow for the retention of centralized
control
4. Reduced Use of Staff
a. Specialized Staff - People who perform a technical service or provide special
problem-solving expertise to other parts of the organization
b. Personal Staff -People working in “assistant-to” positions that provide special
support to higher-level managers
i. Line and staff managers may disagree over staff authority.
ii. No one best solution for dividing line-staff responsibilities.
c. Organizing trend:
i. Organization are reducing staff size
ii. Organizations are seeking increasied operating efficiency by employing
fewer staff personnel and smaller staff units

Lesson 4: Job Design

Job Design:
- The process of arranging work tasks for individuals andngroups
- Satisfaction and performance are key
- Need to match:
- Task requirements
- Individual needs
- Capabilities
- Interests

1. Scientific Management
a. Job Simplification
i. Employs people in clearly defined and specialized tasks with narrow job
scope
b. Automation
i. Is the total mechanization of a job
ii. E.g., Automobile Manufacturing

Why Job Simplification?

 - Jobs don’t require complex skills, so:
- Workers should be easier and quicker to train
- Workers are less difficult to supervise
- Workers are easy to replace
- Workers become skilled in their role
- Low-stress for workers
- Drawbacks of job simplification:
- Boredom
- Alienation
- Productivity can suffer (unhappy workers)
- High levels of absenteeism and turnover

Scientific Management - Next Steps

- Job Rotation
- Increases task variety by periodically shifting workers
- between jobs involving different task assignments
- Job Enlargement
- Increases task variety by combining into one job two or more tasks previously
done by separate workers

2. Job Enrichment
a. Increases job depth by adding work planning and evaluating duties normally
performed by the supervisor
b. Job Satisfaction and Performance influenced by:
i. Experienced meaningfulness of the work
ii. Experienced responsibility for the outcomes of the work
iii. Knowledge of actual results of work activities

Five core characteristics that influence job performance:

- Skill variety - # of different skills or talents needed carryout work
- Task identity - how much of a job is being completed (whole or part)
- Task significance - impact job has on others
- Autonomy- individual freedom, independence and discretion in job
- Feedback from the job itself - how did I perform?

Improving Job Characteristics

- When job enrichment is a good choice, employers should do the following:
- Form natural units of work (logically linked to one another)
- Combine tasks (expand job responsibilities)
- Establish client relationships
- Open feedback channels
- Practice vertical loading (planning and controlling previously done by
supervisors)
 3. Alternative Work Schedules
a. Flexible Working Hours:
i. Give employees some choice in daily work hours
b. Compressed Workweek:
i. Allows a full-time job to be completed in less than five days
c. Job Sharing:
i. Splits one job between two or more people
d. Telecommuting:
i. Involves using IT to work at home or outside the office
e. Part-Time Work:
i. Temporary employment for less that the standard 40-hour workweek

Lesson 5: Human Resource

Human resource management

- Involves attracting, developing, and maintaining a talented and energetic workforce to
support the organization’s mission, objectives, and strategies.
- Is a strategic process.

Major human resource management responsibilities

- Attracting a quality workforce
- Human resource planning, recruitment, and selection
- Developing a quality workforce
- Employee orientation, training and development, and career planning and
development
- Maintaining a quality workforce
- Management of employee retention and turnover, performance appraisal, and
compensation and benefits

Strategic Human Resource Management?

- Mobilizes human capital through the HRM process to best implement organizational
strategies.
- People can be the competitive advantage for a business.

Human Capital
- The economic value of people with job-relevant abilities, knowledge, ideas, energies,
and commitments.

Why do People Make the Difference?

- People drive the organizational system.
- People are essential in realizing high performance aspirations.
- Organizations that manage people well also succeed economically.
 - People are key to organizational success or failure.
- Investing in people produces future returns.
- Hiring and retaining talented people are essential for competitiveness in the 21st
century.

Building high performance work environments depends on having people with the following
qualities:
- Work ethic - Motivation - Curiosity
- Ambition and - Sincerity - Judgment and
energy - Outlook maturity
- Knowledge - Collegiality and - Integrity
- Creativity collaborativeness

Diversity provides an advantage by …

- Job related talent is not restricted because of anyone’s race, gender, religion, marital or
parental status, sexual orientation, ethnicity, or other diversity characteristics
- Enabling organizations to better respond to pressures for change and performance.
- Securing the best talent.
- Fully tapping the potential of the best talent

Lesson 6: HR and Legal Issue

Legal Means Affecting Employment Practices in Canada

1. Constitutional Law :
a. Supreme law of Canada (Supreme Court)
b. Canadian Charter of Rights and Freedoms
c. Sets limits and conditions on what each level of government can do
2. Human Rights Legislation:
a. Prohibits discrimination in employment (Human Rights Commissions)
b. Canadian Human Rights Act
c. Enforced by the federal government as well as various human rights
commissions in each province
d. Ontario Human Rights Commission
3. Employment Equity Programs:
a. Legislation requiring organizations to set up/operate employment equity
programs
b. Activities introduced into HR system to ensure equity in all aspects of recruiting,
hiring, compensation and training
c. Goal is to eliminate discrimination in the workplace
4. Labour Law/Employment Standards:
a. Grant certain employment rights to both employers and employees, which come
with obligations
 i. E.g., Labour Relations Act, Canada Labour Code
b. Monitored/enforced by labour relations boards
c. Includes - minimum age, hours, minimum wage, holidays, vacations, leaves and
termination

If Regulated by the Federal Government

- You are legally required to follow the rules set out by the Canadian Human Rights Act
and the Employment Equity Act. These two laws define your obligations regarding:
- Equality
- Duty to Accommodate
- Equal Employment Opportunities

Discrimination
- Discrimination is an action or a decision that treats a person or a group negatively for
reasons such as their race, age or disability. These reasons are known as grounds of
discrimination. There are 11 grounds for discrimination:
- Race
- national or ethnic origin
- Colour
- Religion
- Age
- Sex
- sexual orientation
- marital status
- family status
- Disability
- a conviction for which a pardon has been granted or a record suspended.

Discriminatory Practices
- There are several ways that a person could be discriminated against. The Canadian
Human Rights Act calls these discriminatory practices. The following seven
discriminatory practices are prohibited by the Canadian Human Rights Act when they
are based on one or more of the 11 grounds of discrimination:
- Denying someone goods, services, facilities or accommodation.
- Providing someone goods, services, facilities or accommodation in a way that
treats them adversely and differently.
- Refusing to employ or continue to employ someone, or treating them unfairly in
the workplace.
- Following policies or practices that deprive people of employment opportunities.
- Paying men and women differently when they are doing work of the same value.
- Retaliating against a person who has filed a complaint with the Commission or
against someone who has filed a complaint for them.
- Harassing someone.
Laws Against Employment Discrimination
- Bona fide occupational requirements
- Criteria for employment that can be clearly justified as being related to a person’s
capacity to perform a job.
- Based on race and colour is not allowed under any circumstance
- Gender, religion and age are difficult to establish

Duty to Accommodate
- Sometimes people need to be treated differently to prevent or reduce discrimination. As
an employer or service provider, you have an obligation to take steps to eliminate
different and negative treatment of individuals, or groups of individuals based on
prohibited grounds of discrimination. This is called your duty to accommodate, and it
applies both to your employees and the public you serve.
- The duty to accommodate means that sometimes it is necessary to treat someone
differently in order to be fair.
- The duty to accommodate has limits. Sometimes accommodation is not possible
because it would cause an organization “undue hardship.”

Equal Employment Opportunities

- The Employment Equity Act is a federal law that requires you to provide equal
employment opportunities within your organization to four designated groups:
- Women
- Aboriginal peoples
- persons with disabilities
- members of visible minorities.

Current legal issues in HRM

- Sexual harassment
- Occurs when people experience conduct or language of a sexual nature that
affects their employment situation.
- Behaviour that creates a hostile work environment, interferes with a person’s
ability to do their job, or interferes with their promotion potential.
- Most organizations have sexual harassment policies in place.
- Equal pay and comparable worth
- Pay equity provides that men and women in the same organization should be
paid equally for doing equal work.
- Holds that persons performing jobs of similar importance should be paid at
comparable levels.
- Pregnancy discrimination
- Exclusion of pregnant women from the workforce
- Failure to hire
- Demotion
- Fire
- Negative feelings towards how a pregnant woman might feel or act
 - Against the law
- Legal status of independent contractors
- Independent Contractors - hired on temporary contracts and are not part of the
organization’s permanent workforce, but they are also not covered under basic
employment standards legislation.
- Concerns include:
- Lack of benefits
- Many engaged regularly by the same organizations
- Workplace privacy

Labour Management Relations

- Workplace privacy- is the right to privacy at work
- Acceptable to track:
- Work performance
- Work behaviour
- However, technology is making it harder to keep your private life private.

Legal Considerations Impacts on Management

- All recruitment, hiring, training, compensation and firing decisions are impacted
- MUST ensure all laws are being followed
- Cannot simply act
- HR is growing as more and more concerns are arising in all businesses

Lesson 7: Hiring

Strategic human resource management

- Applies the HRM process to ensure the effective accomplishment of organizational
mission and strategies.

Human resource planning

- The process of analyzing staffing needs and planning how to satisfy these needs in a
way that best serves organizational mission, objectives, and strategies.

Steps in the human resource planning process

1. Step 1—review organizational mission, objectives, and strategies.
2. Step 2—review human resource objectives and strategies.
3. Step 3—assess current human resource needs.
4. Step 4—forecast human resource needs.
5. Step 5—develop and implement human resource plans.
The goal of the HRM planning process is to help managers identify staffing requirements,
assess the existing workforce, and determine what additions and/or replacements are required
to meet future needs.
Foundations of Human Resource Planning
- Job analysis.
- The orderly study of job facts to determine just what is done, when, where, how,
why, and by whom in existing or potential new jobs.
- Job analysis provides information for developing:
- Job descriptions - details the duties and responsibilities of a job holder
- Job specifications - lists the qualifications required for a job holder

Recruitment
- Activities designed to attract a qualified pool of job applicants to an organization.
- Steps in the recruitment process:
- Advertisement of a job vacancy.
- Preliminary contact with potential job candidates.
- Initial screening to create a pool of qualified applicants.

How do organizations attract a quality workforce?

- Recruitment methods
- External recruitment—candidates are sought from outside the hiring organization.
- Internal recruitment—candidates are sought from within the organization.
- Realistic Job Previews
- Traditional recruitment—candidates receive information only on most positive
organizational features. Selling the organization to the candidate.
- Realistic job previews—candidates receive all pertinent information. Does not
distort the job before it is accepted.
- Selection
- Choosing from a pool of applicants the person or persons who offer greatest
performance potential.
- Selection Steps
- Completion of a formal application form
- Interviewing
- Testing
- Reference checks
- Physical examination
- Final analysis and decision to hire or reject

Understanding the Selection Process

1. Step 1—application forms
a. Declares an individual to be a job candidate.
b. Documents applicant’s personal history and qualifications.
c. Personal résumés may be included.
d. Applicants lacking appropriate credentials are rejected at this step.
 2. Step 2—interviews
a. Exchange of information between job candidates and key members of the
organization.
b. Guidelines for conducting interviews:
c. Plan ahead.
d. Create a good interview climate.
e. Conduct a goal-oriented interview.
f. Avoid questions that may imply discrimination.
g. Answer the questions asked of you … and others that may not be asked.
h. Take notes.
3. Step 3—employment tests
a. Used to further screen applicants by gathering additional job-relevant
information.
b. Common types of employment tests:
i. Intelligence
ii. Aptitudes
iii. Personality
iv. Interests
c. Assessment center
i. Evaluates a person’s potential by observing his/her performance in
simulated work situations.
d. Work sampling
i. Evaluates a person’s performance on a set of tasks that replicate those
required in the job under consideration.
4. Step 4—reference and background checks
a. Inquiries to previous employers, academic advisors, coworkers and/or
acquaintances regarding:
i. Qualifications
ii. Experience
iii. Past work records
b. Provides information that cannot be discovered elsewhere in selection process.
5. Step 5—physical examinations
a. Ensure applicant’s physical capability to fulfill job requirements.
b. Basis for enrolling applicants in life, health, and disability insurance programs.
c. Drug testing is done at this step.
6. Step 6—final decision to hire or reject
a. Best selection decisions will involve extensive consultation among multiple
parties.
b. Selection decision should focus on all aspects of the candidate’s capacity to
perform the designated job.

Lesson 8: Maintaining a Quality Workforce

How do organizations develop a quality workforce?
- Socialization
- Process of influencing the expectations, behavior, and attitudes of a new
employee in a way considered desirable by the organization.
- Orientation
- Set of activities designed to familiarize new employees with their jobs, coworkers,
and key aspects of the organization.
- Includes:
- Clarifying mission and culture
- Explaining operating objectives
- Explaining job expectations
- Communicating policies and procedures
- First six months are critical
- Many employers neglect orientation. Employees may learn incorrect or bad
habits from attempting to train themselves.

- Training
- A set of activities that provides the opportunity to acquire and improve job-related
skills
- Two Main Types of Training:
- On-the-job training
- Job rotation
- Coaching
- Mentoring
- Modeling
- Off-the-job training
- Management development

Performance management systems

- Ensure that:
- Performance standards and objectives are set.
- Performance results are assessed regularly.
- Actions are taken to improve future performance potential.

Performance Appraisal
- Formally assessing someone’s work accomplishments and providing feedback.
- Purposes of performance appraisal:
- Evaluation—let people know where they stand relative to objectives and
standards.
- Development—assist in training and continued personal development of people.

Performance Appraisal Methods

- 1. Graphic rating scales
 - Checklists of traits or characteristics thought to be related to high performance in
a given job.
- Relatively quick and easy to use.
- Questionable reliability and validity.
- 2. Behaviorally anchored rating scales (BARS)
- Explicit descriptions of actual behaviors that exemplify various levels of
performance achievement in a job.
- More reliable and valid than graphic rating scales.
- Helpful in training people to master important job skills.
- 3. Critical-incident techniques
- Keeping a running log or inventory of effective and ineffective behaviors.
- Documents success or failure patterns.
- 4. Multi-person comparisons
- Formally compare one person’s performance with that of one or more others.
- Types of multi-person comparisons:
- Rank ordering - highest performer to lowest
- Paired comparisons - stronger or weaker than each person
- Forced distributions- percentage distribution
- 5. 360 Feedback
- Includes superiors, subordinates, peers, and even customers in the appraisal
process

MAINTAINING A QUALITY WORKFORCE

Basic career development concepts

- Career—a sequence of jobs that constitute what a person does for a living.
- Career path—a sequence of jobs held over time during a career.
- Career planning—process of systematically matching career goals and individual
capabilities with opportunities for their fulfillment.
- Career plateau—a position from which someone is unlikely to move to a higher level of
work responsibility.

Work-life balance
- How people balance career demands with personal and family needs.
- Progressive employers support a healthy work-life balance.
- Contemporary work-life balance issues:
- Single parent concerns
- Dual-career couples concerns
- Family-friendliness as screening criterion used by candidates

Compensation and Benefits

- Base compensation
- Salary or hourly wages
- Fringe benefits
 - Additional non-wage or non-salary forms of compensation
- Flexible benefits
- Employees can select a set of benefits within a certain dollar amount
- Family-friendly benefits
- Employee assistance program

Retention and Turnover

- Replacement is the management of promotions, transfers, terminations, layoffs, and
retirements.
- Replacement decisions relate to:
- Shifting people between positions within the organization
- Retirement
- Termination

Guidelines for handling a dismissal

- Dismissals can be personally devastating and managers should be appropriately
sensitive.
- Dismissals should be legally defensible and adhere to organizational policies.
- Dismissals should not be delayed unnecessarily.
- Dismissals should include offers of assistance.

Labor-Management Relations
- Labor unions deal with employers on the workers’ behalf.
- Labor contracts specify the rights and obligations of employees and management
regarding:
- Wages
- Work hours
- Work rules
- Seniority
- Hiring
- Grievances
- Other aspects and conditions of employment

How do organizations maintain a quality workforce?

- Unions can create difficulties for management by…
- Striking
- Boycotting
- Picketing
- Management can create difficulties for unions by…
- Using lockouts
- Hiring strike-breakers
- Seeking injunctions