HomeMy WebLinkAboutBoard of Commissioners - Minutes - 03/18/1998•
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LABOR MANAGEMENT MEETING
COURTHOUSE
MARCH 18, 1998
2:00 -4:00 PM
LABOR MANAGEMENT COMMITTEE WAS AGREED UPON FOR OTTER TAIL
COUNTY BY BOTH MANAGEMENT AND THE LABOR UNIONS.
DISCUSSION OF THE SIZE OF THE COMMITTEE AND THE NUMBERS FROM
EACH UNIT.
UNITS INCLUDE: 6 BARGAINING UNITS
1 NON-UNION UNIT
UN REP -EX OFFICO'S
BOARD MEMBERS
MANAGEMENT -MIDDLE AND HEAD
REPRESENTATION DECIDED UPON:
2 HUMAN SERVICES
2 SUPPORT SERVICES
12 MANAGEMENT
5 NON-UNION
2HIGHWAY
3 SHERIFF
2 BOARD MEMBERS
TOTAL OF 28 MEMBERS
LABOR MANAGEMENT COMMITTEE MEETINGS SHOULD BE A LEASE 2 HOURS
PER MONTH.
TRAINING WILL BE SCHEDULED LATE MAY OR EARLY JUNE. 1998
IT WILL BE AN ALL DAY EVENT 8:30 -4:30
RECEIVED
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ORGANIZATIONAL READINESS ASSESSMENT QUESTIONNAIRE
Bureau of Mediation Services
Labor-Management Programs
Name of organizations: OTTERTAIL COUNTY -TEAMSTERS 320 -AFSCME 65
b) Which party do you represent?
II Labor
Management/Board
11
23
c) How long have you been employed by this organization (please circle one):
Labor Management
0-1 year I
2-5 years 2
6-10 years 1 3
11-15 years 3 2
16 plus years 5 16
1. How would you characterize the current status of the labor-management relationship:
Please place a "X" on the following continuum.
Adversarial
Labor 2 1
Management
1 1 1 3
2. This organization is generally open to change.
Labor
Strongly Agree
Agree 5
Neither Agree Nor Disagree 2
Disagree 4
Strongly Disagree
11.1312
Cooperative
1
Management
I
11
7
3
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3. In this organization, I take a risk whenever I express a new idea or an idea that is contrary
to that of a superior.
Labor Management
Strongly Agree I I
Agree 7 3
Neither Agree Nor Disagree I 4
Disagree 2 12
Strongly Disagree 2
4. I would be taken seriously if! made a recommendation to change a policy or procedure in
this organization.
Labor Management
Strongly Agree 2 3
Agree 2 15
Neither Agree Nor Disagree 3 3
Disagree 4 1
Strongly Disagree I
5. In this organization we have the correct balance of rules and policies to individual
autonomy.·
Labor Management
Strongly Agree I
Agree 2 9
Neither Agree Nor Disagree 3 6
Disagree 5 6
Strongly Disagree 1
6. If you answered "Disagree" or "Strongly Disagree" to question #5, which of the
following statements most correctly matches your opinion:
Labor Management
Too few rules -no consistency 2 3
Too many rules -no individual choice 2
Other (please specify) 3 ' ~
L-Rules seem to be different for different depts. and even from employer to employee.
L-Each dept. enforces the rules in a different manner.
• L-To few of people have to much to say.
M-Unclear rules and policies -consisting.
• M-Poor communication and interpreter of rules.
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M-We have rules but they are not consistent between departments.
7. In this organization employees are encouraged to share information on job related issues
with employees from different work or department groups (ex, Police Department to
Building Maintenance).
Labor Management
Strongly Agree
Agree 13
Neither Agree Nor Disagree 2 5
Disagree 7 3
Strongly Disagree 2 1
8. This organization has a history of collaboration among various groups or departments.
Labor Management
Strongly Agree 2
Agree 10
Neither Agree Nor Disagree 2 5
Disagree 6 4
Strongly Disagree 3 1
M-S.S & Law enforcement and county attorney (on case situations)
9. Describe the primary means of communication in this organization between labor and
management.
Labor Management
Mostly written 4 6
Mostly oral 4 5
Mixture of written and verbal 3 10
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During the term of the contract, there is a regular exchange of information between labor
and management.
Labor Management
Strongly Agree
Agree I 6
Neither Agree Nor Disagree I 8
Disagree 8 7
Strongly Disagree I
II. If a problem arises during the term of the contract, how is it most likely to be handled?
Labor Management
Work through the problem jointly 2 9
Through a grievance 8 11
Other (please specify) I
12. Employees and their supervisors/managers jointly set individual objectives to guide the
employee's performance.
Labor Management
Strongly Agree I
Agree 2 14
Neither Agree Nor Disagree 2 3
Disagree 6 3
Strongly Disagree I I
13. In this organization, labor participates in the process of defining organizational goals and
setting the strategic plans.
Labor Management
Strongly Agree I
Agree I 6
Neither Agree Nor Disagree 2 8
Disagree 7 7
Strongly Disagree I
L-Depends on department sups .
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14. Management usually notifies the union in advance of changes in policy or procedures .
Labor Management
Strongly Agree 2
Agree 5 10
Neither Agree Nor Disagree 1 7
Disagree 2 2
Strongly Disagree 3
15. The union usually notifies management in advance of any action taken regarding
problems with existing policies or procedures.
Labor Management
Strongly Agree 1 2
Agree 8 8
Neither Agree Nor Disagree 5
Disagree 2 5
Strongly Disagree
16 . In this organization, labor and management could work as partners.
Labor Management
Strongly Agree 1 5
Agree 4 15
Neither Agree Nor Disagree 3 2
Disagree 2
Strongly Disagree
L-Only after training.
17. The union leadership in this organization favors a change in the way it interacts with
management.
Labor Management
Strongly Agree 3 2
Agree 8 6
Neither Agree Nor Disagree 9
Disagree ' j
Strongly Disagree
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18 . The management leadership in this organization favors a change in the way it interacts
with the union or employee.
Labor Management
Strongly Agree 2
Agree 5 12
Neither Agree Nor Disagree 2 6
Disagree 3 2
Strongly Disagree
19. The party that I represent (labor or management) will try to ensure that its members are
actively participating and are committed to the labor-management partnership.
Labor Management
Strongly Agree 4 7
Agree 6 13
Neither Agree Nor Disagree I 2
Disagree
Strongly Disagree
20 . I am personally willing to support a labor-management relationship characterized by a
genuine sharing of authority. ·
Labor Management
Strongly Agree 7 4
Agree 4 11
Neither Agree Nor Disagree 7
Disagree 1
Strongly Disagree
21. Please list any issues that you feel may hinder the development of a labor-management
partnership that were not addressed in this questionnaire.
L-Taking the hats off at door along with attitudes.
L-lt must have support from the board of commissioners, can we count on them?
L-Not having communication.
L-The negativism among the rank and file will be hard to overcome .
L-This meeting represents the one-sided number of management.
M-Lack of time.
• M-Persons with a grudge being on the committee.
M-Our department is currently operating using many of these principals.
M-1 am not sure how well management communicated with it self.
M-Participation of department heads.
M-The partnership must be supported county wide and also board and department heads must
agree with partnership.
M-To be open minded weather you are management o labor -to learn a new way of thinking.
M-Amount of time it will take on committee.
M-Trust.
M-Strong hidden agenda -special people will get consideration.
M-Personalities of individuals. Some individuals have a company board working relationship
with (i.e. coordinator) and a person with them, which more information is passed tensed on
• this "friendly" relationship.
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22. Please list any policies/practices of the organization that you feel would enhance the
development ofa labor-management partnership. (Please use the back of this sheet if you
need more space).
L-Openness and communication.
L-Total countywide communication system!
L-4 10 hour days. Sups not being so hard headed.
L-An organized means of communication and equality.
M-Willingness of the board to refer issues to committees for R&D to bring to them for action.
i.e. employees committee.
M-Smaller targeted ad hoc meetings on committees.
M-lmportant that labor and management get the same message from communication .
M-Better relationship and trust.
M-Good employees.
• M-Trust.
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M-# of workers to be assigned various function under new program changes.
M-Make sure on the LMC there's a broad scope of representation of employees.
COMMENTS: We welcome any comments that you might have which
could be useful to the BMS facilitator.
L-We will need to see and hear the board and supervisory support before we believe it.
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PRINCIPLES AND GUIDELINES FOR ESTABLISHING
BMS LABOR-MANAGEMENT PARTNERSHIPS
Establishment of a Partnership is an evolutionary step supporting the collective
bargaining process.
2. The Partnership program is a process of organizational change.
3. The Partnership committee must involve top-level decision-makers from both sides of
the bargaining table selected by each, with two of these representatives serving as co-
chairs of the Partnership effon.
4. The process of organizational change must proceed unifonnly across the total
organization.
5. Union leadership must be involved at all levels of the Partnership program and process.
6. The Partnership program is an exercise in sharing power and responsibility.
7.. Change in the character of the union-management relationship emerges from change in
the behavior of union-management leaders .
• 8. Both parties must be genuinely open to working on a wide range of problems.
9. The political realities of union organizations must be thoroughly understood and
considered in the Partnership program.
IO. Decisions regarding agendas and actions of the Partnership committee are made by
consensus. Each member has a veto over consideration of and action on any item.
11. All workers and all supervisors are entitled to full information regarding Partnership
committee actions and plans.
12. The parties jointly own the Partnership and the process and responsibility for making it
work.
13. Old norms are often so deeply entrenched that a third-pany consultant/facilitator can be
imponant to aiding the Partnership to move past barriers to meaningful change.
14. Both parties must enter the Partnership program voluntarily and may withdraw at any
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-adapted from materials prepared by Robert Ahem, Buffalo-Erie County Labor-Management Council
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USES OF LABOR-MANAGEMENT COMM.I'l'TEES
• Open forum for joint problem-solving and planning -
• · Open forum for exchange of information
• Open forum for jointly dealing wirh external forces and future
•· Open forum for jointly developing new ideas and models
•· Can address general communication and problems inside the organization, or
help in larger community
• · Can address workplace problems such as absenteeism. safety, job design.
contract bidding (possibilities span from resource use to quality to technology
introduction and use)
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RISKS (UNION PERSPECTIVE)
• Increased membership accountability with no real changes
• · Lack of sufficient funding to make a difference
• Political factions creating stalemates for implementing improvements
• Manipulation by managers
• Spliuing staff and elected officials from members
• Hidden agendas by managers
• Weak or non-existent role for the Union
• Forcing concessions by playing members or departments against each other
• Union membership pursuing worksite interests at the expense of Union goals
• Alienation of members if they arc not informed and involved
RISKS (MANAGEMENT PERSPECTIVE)
• Pressure to prollllse what cannot be delivered/having to say no
• Double bind between Top Management and employees
• Still open season on management by Union criticisms
• Manipulation of management by the Union
• Fear of losing power and authority
• Strife during negotiations
• Hidden agendas by the Union
• Political factions creating stalemates for implementing improvements
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BENEFITS (UNION PERSPECTIVE) • • Another way to represent members' interests
• Provides greater access to information
• Regular communication between labor and management
• Development of leaders and teamwork
• Increased skills for members
• Enhancement of visibility and positive public relations for the Union
• Opportunity to directly and proacuvely influence the direcuon of the Corporauon
• Increased professionalization for members
• BENEFITS (MANAGEMENT PERSPECTIVE)
• Performance increases
• Conunual innovation an improvement
• Flexibility and opeMess to change
•· Support received from Union for decisions made
•· Understanding by Union of obstacles and constraints
• Clearer organizational direction
• Team approach to management and leadership development
• Greater involvement in decision making
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SAFEGUARDS (UNION PERSPECTIVE)
• Bargain the cooperative processes and employee involvement
• Union by-laws are amended to provide ongoing involvement in the project
• Open and ongoing communication with the membership
• The union side of any staff assigned to the process are brought into the union and given
official status as union staff
• The union reps are fully involved
• Issues spanning collective bargaining and the planning process are managed by the union
leadership
• The union remains active in setting goals and objectives
• The union jointly panicip:nes in training
• The union continues to update its strategic plan
SAFEGUARDS (MANAGEMENT PERSPECTIVE)
• Top Management is fully involved and committed
• · Middle managers arc actively involved both in the process and in management decision
making
• The management teams has a clear understanding of the Corporation's needs and objectives
for improvement
• Managers are trained early-on to receive support from Top Management
• Open communication with all managers. such as the inclusion of reporcs on the project at
n:gular management meetings
• Issues spanning collective bargaining and the planning process arc managed by the
appropriate labor relations managers.
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What it is:
MORE DEFINITIONS OF COOPERATION
AND INVOLVEMENT
• A formal and systematic partnership between Union and Management designed to give all
employees a legitimate voice in decision making co achieve benefits for both pan:ies
• Usually a set of union-management committees designed to deal with issues of mutual
benefit
• A continuous. '"living'' process which is sometimes an uphill struggle
• A pan:nership between Union and Management
• A working relationship based on a commitment to crust. honesty, openness. and good faith
• A legitimate Union objective and a legitimate Management objective
What it is not.
• A subsmute for collective b.u-gaining or the grievance process
• A quick fix for specific morale or productivity problems
• The answer to all problems
• A substitute for sound Management and/or Union representation
• A program. but a Jong term process
• Going to work without commitment and effort from both Union and Management
• A way to circumvent the contract
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