describe and analyze your organizational setting and context 3-4 pages

User Generated

CevaprOryyn

Health Medical

Description

1. Introduction (25%) Provide a brief synopsis of the meaning (not a description) of each Chapter and articles you read, in your own words.

2. Your Critique (50%)

a. Organizational Setting (25%)
:

*Describe the organization.


*What are the demographics of the staff & clients?

* What services are provided?

b.  Organizational Climate (25%)

  *What is the climate of the organization?

  *The guiding philosophy?

  *The stated and unstated values?

  * which type of organization is your organization?

  *What are the human resource needs?

  * How are decisions made in your organization?

  *  How do individuals form relationships, adapt to the environment, and terminate?

3. Conclusion (15%)

Briefly summarize your opinions & deduction to your critique of the articles and Chapter you read.  How did these articles and Chapters influence your judgements on Training and Development?

Evaluation will be based on how clearly you respond to the above, in particular:

a) The clarity with which you critique the articles;

b) The depth, scope, and organization of your paper; and,

c) Your conclusions, including a description of the impact of these articles and Chapters on any Health Care Setting.

http://careersathca.com/util/documents/HCA_Healthy_Work_Environment_Guiding-Principles.pdf


Unformatted Attachment Preview

CHAPTER 15 Labor Relations Leonard H. Friedman, PhD, MPH Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 1 Employee Relations Philosophy and Strategy • Part of overall policy development • Geographic, demographic, and historical factors • Developed on basis of objectives – Communication with employees – Management rights – Union preferences • Formal vs. informal nonunion policy Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 2 Nonunion Status • • • • Unions preventable by management actions Positive employee-relations climate Workers seek union assistance Workers vote against management, not for a union • Union avoidance is winning Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 3 Labor Law History and Trends • • • • National Labor Relations Act (Wagner Act) Taft-Hartley Act Landrum-Griffin Act 1974 Amendment – Labor laws included health care organizations • Difficult for managers to stay nonunion Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 4 Labor-Management Problems • Fundamental differences between goals and objectives • Management rights • Efficiency vs. human value • Organized labor shifts locus of control • Cost constraints on management Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 5 Why Do Employees Join Unions? • Three main issues 1. Wages 2. Dissatisfaction with work benefits 3. Perceptions about the organization • Increased unions in health care Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 6 Why Do Employees Join Unions? • Hospital administrator errors • Acceptance of the notion that low wages and poor fringe benefits cause dissatisfaction • Assumption that interviewing of supervisors is a true barometer of employee feelings • Ignorance of what is troubling the employees – Not listening to the employees’ understanding – Not allowing communication to flow Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 7 What the Union Organizer Looks For • • • • • • Usually invited by workers Employee loyalty by work shift Female-male employee ratio Work environment and job safety Wage rates Incentive pay Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 8 What the Union Organizer Looks For • • • • • • • Overtime practices Seniority Job security Promotion policy Fringe benefits Discipline and grievance procedures Multiunit systems Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 9 Proactive Management Program • • • • • Many types of management responses Practical Suited to the situation Improving in an honest and fair manner Unique strategy around employee-related issues Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 10 Proactive Management Program • Nonunion policy – Careful consideration – Labor counsel – Communicating policy – Inform prospective employees – Publish in employee handbook Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 11 Proactive Management Program • Nonunion policy key resolutions – Equitable treatment of all employees – Commitment of adequate funds and time – Philosophy that each employee is important – Oppose efforts of outside organizations Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 12 Proactive Management Program • Personnel selection – Proper matching of personnel to jobs – Good wage and salary program – Job analysis, job description, job evaluation – Basis on individual qualifications and specific job requirements Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 13 Proactive Management Program • Employee attitude assessment – Employee attitude surveys – Valuable management information – Differentiating between positive and negative attitudes – Planned, periodic basis – Take corrective actions Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 14 Proactive Management Program • Employee training – Function of management – Assume responsibility – All levels – Performance standards – Positive relationship between performance and reward Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 15 Proactive Management Program • Employee value systems – Different among employee groups – Professional and nonprofessional – Tribalistic to existentialist – Innovative responses from management • flexible work scheduling, earned time programs, methods of job enrichment, and a cafeteria-style approach to fringe benefits Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 16 Proactive Management Program • First-line supervisors – Important in preventing labor problems – Determine how policies are implemented – Liaison between employees and management – Evaluate first-line supervisors – Additional training or termination Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 17 Proactive Management Program • Performance appraisal – Reflects management’s desire to develop employees to their optimal potential – Conducted honestly and on a regular basis – System not as important as those who implement it—first-line supervisors Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 18 Proactive Management Program • Disciplinary policies and procedures – Consistent – Fair – “Just cause” – Grievance procedure – Prompt action Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 19 Proactive Management Program • Wages – Competitive rates – Compare rates frequently – Conduct own wage survey – Wages not main factor – Good wage levels not sufficient Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 20 Management Reactions to Unionization • • • • • • Well-planned strategy Employers have rights—uphold them Fear tactics lack success Stress desire to remain nonunion Factual information Shortfalls of unions Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 21 CHAPTER 14 Compensation Principles for the Health Care Environment Cheryl Locke, BA Alesia Jones, CCP, MBA Katrina Graham, MBA Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 1 Importance of Compensation Strategy • • • • • Critical to overall organizational success People can be competitive advantage Compensate for an advantage Large part of budget Significant financial impact Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 2 Compensation Strategy • Five key elements 1. 2. 3. 4. 5. Forms of compensation Workforce demographics Business cycle Compensation philosophy Legal and regulatory compliance Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 3 Compensation Strategy • Solid compensation program in place • Assumes accurate job descriptions and specifications • Internally equitable and externally competitive • Pay systems monitored and maintained • Many steps • Difficult and never ending Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 4 Forms of Compensation • • • • • • Indirect compensation Direct compensation Variable compensation Hourly vs. salaried jobs Fair Labor Standards Act Different mixes for different groups Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 5 Forms of Compensation Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 6 Forms of Compensation Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 7 Workforce Demographics • • • • • Changes over time Ages 20 to 70 Employee surveys More flexibility in scheduling Work-life balance Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 8 Workforce Demographics • Entitlement culture – Automatic increases – Incentive continued – Benefits increase • Performance-based culture – Incentives reflect performance – Bonus compensation • Most organizations in between Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 9 The Business Cycle Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 10 The Compensation Philosophy • Market-based pay – Position in the labor market – Match-the-market – Lag-the-market – Lead-the-market – Strategy for each position – External market data Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 11 The Compensation Philosophy • Competency-based pay – Rewards for tasks, duties, responsibilities – Knowledge-based pay – Skill-based pay – More emphasis on training – Identify and monitor competencies Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 12 Individual vs. Team Rewards • • • • • Health care organizations using more teams Difficult Variable pay added to base pay Greater sense of equity Reward team for improved performance Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 13 Perception of Fair Pay • Compensation not primary driver of satisfaction • Satisfiers – Job itself – Leadership – Growth and opportunity – Purpose Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 14 Legal and Regulatory Concerns • Fair Labor Standards Act (FLSA) – Minimum wage rates – Exempt employees – Child labor – Hours worked – Overtime pay – Compensatory time off – Fastest growing areas of HR complaints Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 15 Legal and Regulatory Concerns • Independent Contractor Regulations – Growing in health care organizations – Three advantages for employer 1. No social security, unemployment, or worker’s compensation 2. No overtime pay 3. No benefits Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 16 Legal and Regulatory Concerns • • • • • Equal Pay Act of 1963 State and Local Laws National Labor Relations Act Garnishment Laws Compensation communication issues Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 17 Individual Compensation • Red-circled employees • Green-circled employees • Pay compression – Pay difference becomes small – Competitive market shortages – No easy fix Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 18 Pay Increase Issues Pay adjustment matrix Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 19 Pay Increase Issues • • • • Seniority Cost-of-living adjustments (COLA) Lump-sum increases Pay-for-performance Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 20 Staffing Shortages • Staffing levels – Core employees – Contingent workers • High tech • High touch • Different types of nurses Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 21 Executive Compensation • • • Different than nonexecutive pay Executive salaries Executive incentives and bonuses – Long-term – Short-term • • • Executive benefits Executive perquisites Reasonableness? Copyright © 2010 Delmar, Cengage Learning. All Rights Reserved. 22
Purchase answer to see full attachment
User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Explanation & Answer

Kindly see attached file, for any editing please let me know.

Running head: organizational setting analysis and description

Organizational setting analysis and description
Student’s name:
Date:
Institution:

1

Running head: organizational setting analysis and description

2

Chapter fifteen is about labor relations. It usually described as the study of managing
unionized employment cases. The chapter goes further to discuss issues such as employee
relations philosophy and strategy, under this, the chapter talks on how policy are developed,
demographic, geographic and historical factors about the organization are taken into account.
The role of the union in an organization has also been looked into, and the role it plays has
been outlined clearly. The chapter highlights the labor law and trends such as the National
Labour Relation Act (Wagner Act), 1974 Act whereby the labor laws included the health care
organizations, Taft-Hartley Act and the Landrum-Griffin Act. The chapter also tells us the
difficulty of the managers to stay non-union members. Problems associated with labor
management are tackled, and issues such as cost constraints on management and efficiency
versus human value are discussed. Reasons, why employees join unions seems to be the
many benefits they can accrue when they come together under one body. They can seek for
wage increment and other issues such as job security, and overtime practices are taken care of
by the union. Proactive management program and the management reaction to unionization
has been addressed in this chapter.
Chapt...


Anonymous
Great study resource, helped me a lot.

Studypool
4.7
Trustpilot
4.5
Sitejabber
4.4

Similar Content

Related Tags