Management comes with certain benefits and rewards. However, new or first-time managers have their fair share of challenges in the workplace. Managers have the power and influence to bring about change. Tension and unfavorable working conditions if left unchecked usually lead to a chain of cataclysmic events. In this essay, I am going to investigate the possible challenges that new managers face in the work environment specifically in Eli’s case.
The Process by Which A Union Can Become the Sole and Exclusive Representative for a Bargaining Unit.
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The organization structure of the manufacturing plant Eli oversees is undefined and non-specific. The working conditions of the employees are very detrimental given they are denied time off, are not allowed compensations for injury claims, and are demoted in the event they take sick leave. For this reason, the workers may have no other choice but to form a union, which they will use as a bargaining unit to collectively deal with the management. The number of working employees meet the minimal criteria of workers that can partake in a bargaining unit.
The process begins with the workers organizing a union that exclusively deals with their specific industrial niche. Unions have the essential role of stemming the rise of inequality by influencing patterns of growth, social policy, and distribution of income (Hayter, 2015). The union will from then on represent the group in all negotiations during the collective bargaining. Due to its’ exclusivity, any related talks must be dealt with the employees as a group. The more extensive the union is, the more power it can amass over employees’ grievances. Production can slow or cease during the time of bargaining. This is one of the challenges a new manager may face having stepped into the position left by an authoritarian manager.
How Failure of Union Might Limit What Management Can and Cannot Do
Managers should be on the lookout for uneasiness in the employees’ behavior particularly relating to strenuous work-related issues. However, in the event the employees come together to form a union, with the sole purpose to balance the equilibrium, managers have to take the initiative of how to defend the company while at the same time trying to limit the employee's advancements. What managers can do includes telling the employees that the company is opposed to unionization. They can dissuade some employees from voting the union or warn them of the fees levied by unions especially those represented by outside-organization officials. They can compare the benefits of the company, and those unions will offer. Managers can warn employees that a union has no guaranteed outcomes, unlike the company’s current benefits. It is imperative for managers to warn employees of any untrue or misleading propaganda union officials may promise (Collier, 2003).
During an ongoing union drive, managers are liable for any promises made to employees such as pay rise, promotions, or any additional benefits. They can never use intimidation or threaten employees about the reduction of wages or demotions to hinder unionization. Management is not allowed to solicit employees to return acquired union cards or membership. Managers cannot prohibit wearing of union attire of the employees during the union drive. Discrimination of the employees participating in the collective bargaining is illegal (Collier, 2003).
Current Liabilities That the Company Faces from A Legal Perspective and A Risk Management Perspective
The company oversees faces some legal issues. It does not have defined terms and conditions which makes it liable to a court order. The company’s supervisors are neglectful of the personal injury risks the employees face. They pressure employees not to claim any refunds in the case of an injury. The company, therefore, faces the risk of legal action against ethical considerations by endangering the lives of the employees. The company could be liable for endangering the lives of the employees for failing to do maintenance on the ventilation systems and the overall hygiene of the workplace. The company is liable to tort where employees are demeaned by demotion after taking sick leave.
The company is liable to risk management factors such as neglecting the conditions of the workplace. If left unchecked, this could lead to unionization and reduction or termination of production. The company faces the risk of legal action for the unwritten policy it uses to oppress the well-being of its’ employees. It is liable to lawsuits for the lack of paid time off benefits which employees have a right.
Opinion on If the Plant Is Large Enough to Justify A Position That Is Focused Solely on Human Resources
I would argue that a company with 240 employees and 48 non-production supervisors is big enough to have its human resource management section. I believe that a production company with blue-collar workers needs a human resource center for submission of health and injury related grievances. A health resource section would greatly improve the working conditions and well-being of the employees at the manufacturing plant. I believe the workers would not resort to unionization if there were a human resource section in place. I would argue that the company is divided into only three sections which means it can be managed by a select number of supervisors so that there is room for a human resource staff.
References
Susan Hayter, Janine Berg (2015). Building Just Societies in the 21st Century Labor Markets Institutions and Inequality: 4. 4.1 pg 63 Edward Elgar Publishing.
Collier O. T. (2003). Supervisor’s guide to labor relations Society for Human Resource Management.
