Seniority is an important issue in the collective bargaining and contract administration process; seniority affects all areas of contract administration, including managements rights. Unions contend that seniority protects their members against arbitrary and capricious treatment at the hand of the employer, as well as protecting the employees against during economic downturns. However, proponents of equal employment opportunity, diversity, and affirmative action have argued that seniority helps to maintain the good old boys network thereby increasing the impact of racial, ethnic, and gender discrimination in the workplace. Discuss the pros and cons of union protected seniority systems and argue for your point of view regarding their place in today s work environment.

1.
Seniority is an important issue in the collective bargaining and contract administration process; seniority affects all areas of contract administration, including managements rights. Unions contend that seniority protects their members against arbitrary and capricious treatment at the hand of the employer, as well as protecting the employees against during economic downturns. However, proponents of equal employment opportunity, diversity, and affirmative action have argued that seniority helps to maintain the good old boys network thereby increasing the impact of racial, ethnic, and gender discrimination in the workplace. Discuss the pros and cons of union protected seniority systems and argue for your point of view regarding their place in today s work environment.
Referencing the course materials, Web sites, and other resources in APA style, support your position with a discussion of:
Seniority s effect on wages and benefits.

Seniority s effect on working conditions and work rules.

The impact of seniority on employment protections and job security in union and nonunion environments.

Management s response to the impact of seniority on these working conditions including a discussion of the impact of seniority protections on managements rights.

Your viewpoint on these issues and supporting arguments regarding that viewpoint.

2.
Engrained in the U.S. collective bargaining practice is the principle that management acts and the union reacts or as more commonly stated: management manages, the union grieves. As a result, both unions and management have come to rely on grievance and arbitration procedures.
Do you agree or disagree with the statement management manages, unions grieve ? Why or why not?

Do you believe that grievance and arbitration procedures serve a useful purpose in labor management relationships in today s workplace environments? Argue for your point of view.

Should current grievance and arbitration procedures be revised? If so, what do you recommend? Support your answer.
Support your views with the following, referencing the course materials, Web sites, and personal experience:
Management s traditional approach to expanding discretion over work rules, including managements rights.

Reasons why grievances are filed; cite one example.

Functions of the grievance and arbitration procedures; and connections between grievance procedures and other aspects of labor management relationships.

Evaluating the performance of a grievance system.

3.
You are the owner of a U.S. based bicycle manufacturing business. You currently manufacture bicycles in Seattle. Market demand for bicycles is expected to double in the next five years. Your sales in the United States are currently 100 percent. However, you hope to expand your business within the next two years. You are currently considering opening a new facility in China, Italy, or Mexico.
Where would you propose locating a new manufacturing facility? Why? How would you make this decision? Which critical success factors are most important in your analysis? What concerns would you have about expanding the business internationally versus within the United States? Why?
4.The transportation model attempts to find the lowest cost means of shipping from several origins to several destinations. Assume that you are the manager of a multinational manufacturing organization. You have production plants in the United States and Germany. Product A is made in the United States and Product B is made in Germany. Product C is made in both these locations. You currently have distribution centers that ship products to customers in the United States as well as Germany. You want to expand your distribution network by adding a distribution center in Asia.
What are some of the factors you need to consider in determining a location? What are the possible pitfalls that should be avoided when deciding on a location? How would you decide the production plant to ship Product C from?








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