Strategic Management

Strategic Management

Unions were formed in the past to ensure that their participants received fair salaries, benefits, and labor conditions. They advocate for workers in certain industries or specialized jobs with employers and governments. I believe that trade union methods in the twenty-first century should assist in shaping the usage and uptake of technology and automation across enterprises. These strategies should be designed to help people in the organization do their jobs effectively.

Institutional considerations, technological elements, psychological factors, and political factors are just a few of the management and strategic leadership issues that managers and trade union leaders face in the twenty-first century regarding labor relations. Regulatory requirements, voluntary codes, employment laws, and collective bargaining agreements are examples of institutional elements (Watson, 2018).

 Work techniques, type of technology utilized, speed of technical change, research activities, ability to cope with developing trends, and so on are all technological variables. These issues are important to consider since they directly affect job status, pay scales, and the organization’s collective bargaining process. Issues related to labor relations, such as employer attitude, labor conceptions, employees’ behaviors toward work, enthusiasm, ethics, aspirations, and alienation, are all psychological factors and significantly impact workers’ professional and personal lives (Watson, 2018). Therefore, it affects the company’s labor relations system directly or indirectly. Finally, political issues to consider include government structure, political ideology, government policies, the political establishment, and resistance to labor issues. For example, before the enactment of new value systems, the government extensively regulated labor relations in many communist countries.

References

Watson, D. H. (2018). Managers of discontent: Trade union officers and industrial relations managers. Routledge.