Introduction

In the current period in all the organizations whether they are private sectors or the public, the
managers seek that they want to give their best so that they could generate the better results. The
main barrier is known as union in the organizations which are creating hurdles in the achieving
the goals of the organization similar is the case for Total Chemical. On the other hand from the
perspective of the union. The view of the management is collective agreement for obtaining the
desired results that will further lead to the collective agreement frequent violation. So there is
need of visiting the collective agreements again by the union and the management which are
used more effectively within the organization. so for meeting the future challenges the
responsibility is relying on both the union and the management for helping the working
environment to create the situations where there is contribution of every member in the tasks so
that they could make the contribution in the success of the company Based on the experience of a
number of labor relations professionals, below are some of the most common mistakes and
challenges that management and unions face regarding the collective agreement. These mistakes
and challenges create the very issues that both are trying to avoid.
Common Management Mistakes
Lack of Training in the Collective Agreement:
There is lack of knowledge and the clarity about the agreement of the collective management
agreement among front-line managers and supervisors is a common problem in organizations.
Recently, I was conducting a focus group with managers as part of the development of a training
module on the organization's collective agreement. I asked a group of 10 experienced managers
(some of whom had been managers for 15 to 20 years) how many considered they to be very
knowledgeable about their own collective agreement. Two raised their hands. Surprised, I asked
how many had actually read the collective agreement within the last two years. The same two
individuals raised their hands. Even more surprised, I asked those two why they, in particular,
had read the collective agreement, and both told me they had recently been members of the union
at this company, and had just been promoted to supervisors. In other words, eight of the ten
managers were not at all knowledgeable about their own collective agreement (regardless of their
length of service), and regularly made decisions without having a clear idea if they were
complying with the labor agreement. Even worse, it was very likely that many of their staff did
know whether their decisions complied. The greatest block for building for creating the
credibility of the workplace for the supervisor or for the manager is very clear and there is
familiarity with the collective agreement. So there is lack of credibility with in this knowledge,
spoiling the ability for driving the change (Mueller, 2010)
When Applying the Collective Agreement Lack of Interpersonal Skills: Even when
supervisors and managers do know and understand the basics of the collective agreement, they
sometimes use it as a form of "power" to force their employees into compliance, rather than as a
jointly agreed framework everyone must operate within. Once this workplace framework is clear
and understood—both through the collective agreement and overall policies and procedures—it
is still critical that managers and supervisors effectively engage their staff in a positive,
productive relationship. Management-union relationships don't run effectively through the use of
power; they function productively when a climate of respect and engagement exists. And it's up
to management to take the lead in creating this climate.
Ineffective Communication with Staff: While there may be many meetings held, and a great
deal of e-mail flying around the office, management has frequently still not communicated
effectively with staff. The essence of good communication is answering the question, "Why?"
Why is this initiative taking place? Why are we doing this? Why is this or that important? Much
research shows that without everyone clearly knowing and understanding why decisions are
made, or actions taken, little engagement, or commitment will arise. Effective communication
requires management to have a communication strategy, one that prioritizes information,
communicates it clearly, and repeatedly in a range of forums, from the company newsletter to
labor management meetings, to shop floor meetings. When the answer is made clearly and
unambiguously and the commitment and the engagement are not far behind (Cole, 2013)

BUILDING THE RELATIONSHIP OF UNION-MANAGEMENT -

There is a good relationship test and next is our belief that it gives us the peace of mind, the
things what are required by us, the capability of dealing with the differences. So if one or more
parties get these basic needs then in case of any efforts which are made for improving the
relationship would be considered unproductive or unnecessary. So by both of the parties the
main key to the relationship building effort is a special and the sincere acknowledgement and the
situation that their relationship is unproductive or the difficult should not be continued. Then it is
the willingness by which the strength of the convictions will be tested. So all the parties which
are in the relationship must accept the factor that for the weak or poor quality of the management
it is partly responsible. The responsibility issue flip side is required an acknowledgement there is
need of improvement in the relationship so there must some degree of change in the relations by
both of the parties in the relation. The following section discussion of the strategy that can be
used by Total Chemical for managing its relation with the union has been made (Popular and
John 1982).

THE “SYSTEM” OF UNION-MANAGEMENT RELATIONS:

It does not matter that what process is used as whatever the process is implemented, it will
provide assistance to have the view on the relationship context. The model which has been
developed by Walton and McCredie, (1965, 1991) gives the generic view of this context. By this
model it has been identified that there are 4 labor components which are
 the area of formal communication and the other activities
 the internal and the external determinants
 the emergent relationship
 consequences

There is concern about the motivation that will stand behind efforts to change the relationship
with the results or consequences. And they will have the ability to bring about change or types or
interactions with the potential to change some parameters (Beliefs, Policies, etc.). (Virine, 2014)
RELATIONSHIP-BUILDING PROCESS
At sometimes there is need of improvement that what are actually the parties are prepared and
also for the quality improvement there is need of interaction with the number of committees of
labor management. Some hearty instruments are there that can help a work administration
advisory group to self-analyze its territories for development. To recognize extra deficiencies in
the systems and methods of communication the contribution of outer assistance can likewise help
a board of trustees e.g. chairmanship, motivation setting. So on the procedure of connection
assistance can strengthen a maintained core interest. From the part of "go between the part of
"facilitator" is distinctive. As particular from an "assignment introduction the facilitator has to a
greater degree a "procedure introduction.

PROCESS TASK
1. Problem Verification: by
With the help of problems verifications the “expert” of the data evaluation
parties get help in issues articulation along
with attitude and feelings.

Problem Solving: capabilities are developed 2. Problem Solving: helps develop

along with skills in the parties solutions for or with the parties
and provide ideas and opinions,

Utilization of Research: parties 3. Utilization of Research: specific

developments are made of using the data recommendations are made
along with the capacity to learn,

Relationship to Parties: is considered 4.Relationship to Parties: is, with

personal along with the system orientation a short-term connection that is
connection known as the problem-oriented
objective and detached
(Mueller, 2010)
When it is felt by all the parties that their communication is not effective on the basis of range of
activities so some sort of “breakdown” occurred. So for focusing specially they must be
prepared for the whole relation. So this is the most important and challenging self-examination
and also the process of self-improvement.
Since 1975 in the North America the relationship objective program was used and that is one of
the formats of this process. There is a working session of two days with the local variations.
After the survey data has been reviewed then there is an exercise to participants’ thinking
stimulation (McClelland and Burnham, 2015)

There is answer by each party separately:

- for improving the relation of the labor management what should be done by the other
party
- What should be done by us for improving the relation of the labor management?
Then for the understanding of the respective proposals the parties listen and the ideas are
consolidated in to the mutual objectives. For each objective works groups are developed and then
all the parties are assigned the responsibilities.

When the format has been made successfully then there is a7-step model which is used for
improving the relationship of union-management (Burton, & Cohen-Rosenthal 1994):

- union-management relationship is addressed currently

- union-management relationship which is considered best is defined
- for moving towards the best possible relation the barriers are identified
- the interest of all he parities are defriend and the improvements are made for
Unilateral Actions
- for improvement the join letters and the join interties are identified
- further adjustments are made

- structures are reviewed along with the action plans

RELATIONSHIP-BUILDING PROCESS AND ITS SUSTAINMENT

In spite of the particular format which is used, the main factor is to fulfill the action that must be
successful or based on the mutual objectives. So the behavior of the parties must have to be
changed in the day to day activities in some way. And for the objective of that behavior that
needs to be changed there is need if changing the environment or the individual. So there must be
new skills in the management and the labor like tin the performing, listening, the different ways
of expressing, and the process of the interaction.
There must be change in the internet or external environment along with the programs and
polices. So some of Te determinants must be altered by the parties of the labor relations
“system” (Manktelow and Brodbeck, 2009)
REFERENCES:

Cohen-Rosenthal, Edward & Burton, Cynthia, (1994). “Improving Organizational Quality by

Forging the Best Union-Management Relationship”, National Productivity Review, pp. 215-231.

Cole, K. (2013). Management. Frenchs Forest, N.S.W.: Pearson Australia.

Manktelow, J. and Brodbeck, F. (2009). Build and Lead an Exceptional Team. 1st ed. [ebook] London:
Mind Tools Limited. Available at: https://www.mindtools.com/ [Accessed 27 Apr. 2016].

McClelland, D. and Burnham, D. (2015). Power is the greater motivator. Harvard business review, 73(1),
pp.126-129.

Mueller, K. (2010). Communication from the inside out. Philadelphia, PA: F.A. Davis Co.

Popular, John( 1982). Labor-Management Relationships by Objectives, Industrial Relations

Guide Service, Prentice-Hall, Englewood Cliffs, NJ.

Virine, J. (2014). Boundary violations. 1st ed. [ebook] p.28. Available at: http://www.qnu.org.au
[Accessed 26 Jul. 2015].

Walton, Richard & McKersie, Robert (1991). Behavioral Theory of Labor Negotiations, 2nd ed.,
1991, ILR Press, Ithaca, NY.