Unitarist Approach in Management - Essay Example

?Discussion on Unitarist Approach in Management Presented to Unitarist Approach in management Introduction Industrial revolution began in England in the late 18th century and changed the structure of business. Before industrialization, most economic activities were agriculture based and self managed. Simple management techniques served the businesses the best way. In the 19th century, there was rapid industrialization. Management teams faced new challenges that required complicated management approaches. This was necessary because good industrial relations were needed. As the big businesses required more labour force, conflicts between managers and workers as well as between the workers increased. According to Alan Fox (1985), three crucial frames were of use to solve management conflicts between workers and managers- pluralist, unitarist and radical. The unitarist approach believes in formation of an integrated and harmonious organization. It is seen as a happy family with one goal, viewing conflicts as failure. The pluralist approach incorporates stakeholders in an organization since they have different visions and interests, with a view that conflicts cannot not be avoided. Diversity in opinions lead to choices taken for the best system with focus on the profit delivered in business. According to Kelly’s (1988; 2005), the unitarist approach to management and organization suggests that trades unions are ‘managers of discontent’. The Effect of Unitary Management Most successful companies studied in human resource model have proved to be of non-union origin. These companies apply sophisticated Human Resources Management techniques that target individual employees (Fernie and Metcalf 2005). This complies with Alan Fox’s assumption for workers with common interests, as well as the managers and stakeholders. All parties do not belong to any union and humanistic approach to conflict resolution focuses on the individual. Frederick Winslaw Taylor instituted a new management philosophy of job specialization for his Bethlehem Steel Company in the 1890’s. According to the philosophy, incentives were introduced so that employees could be motivated. The incentives were given based on production achieved. This approach began the scientific management movement. It ensured that cooperation between workers was enhanced. This principle probably applied the basics of unitary approach since it focused on the common interest of employees, managers and stakeholders. The outcome was great. There were positive changes in efficiency, production and company earnings that triggered redundancy since few workers were needed to achieve equal production. Redundancy meant low cost of production, low prices for commodities that would increase demand for products. Profit for the company would also increase. Taylor proved that with the increase in productivity and efficiency, more goods are produced at a lower cost of production and resources. According to the scientific management that used unitary basics, both parties gained. The company registered more profit from increased sales and revenue, as the purchasing power of the society increased. How to Eliminate the negative Impact of Conflict Conflict is a negative force which the unitary system believes that should be avoided. According to the Unitary approach, a unitary method of managing industrial relations will do away with the negative impacts of conflict. The bottom line issues in the causes of conflicts are the distribution of wealth and power. The employers’ interest in wages is completely different from those of the employees. Employees seek to minimize costs and will always seek to reduce the wages of employees. At the same time, the employers need the workers so that they can record profits. When managers misuse their powers by poor working environment, the workers retaliate. This retaliation causes conflicts in industrial relationship (Sisson, 2010). Employees will resist such like approaches of the managers by strikes. Such resistance affects economy and the society as well. The strike implemented by the British Airways cabin crew in April 2010 caused a slight fall in the number of passengers traversing the six UK airports. In September 2008, a strike in Glasgow due to lack of pay paralyzed council services in Scotland. The strike affected more than 40,000 children. Parents were forced to take some time off work or send their children to emergency childcares because 169 primary schools and 126 council nurseries closed. In these cases, the core issue that triggered conflict is conflicting interests between the parties in the organization. This is so because they do have a common goal and each is struggling to win their course. The workers are forced to form a union to fight for their interest as the managers hold onto their position. This supports the unitary way of managing institutions and makes it the best way to avoid the effects of conflicts. Trade unions are viewed as a bother or unnecessary as conflict disruptive (Bramble 1996). Is the Unitary Approach Fit for all Management Problems? Managing a business as a family looks healthy and harmonious but it does not fit all organizations, especially those with large numbers of workers. For such a company, the workers have different degrees of loyalty, commitment as well as the willingness to be part of a family. Their interest and goals vary a great deal. In the unitary approach, members have to accept assumptions, goals and the language used in management without questioning. In large companies, the semi-skilled and unskilled labourers have no opportunity to voice their grievances (Blyton and Turnbull, 2004 pp 40-57). The only option they have is to comply with the goals set by the managers. The common goal set does not favour the interest of all but is based on the authority held by the person in position. Henry Ford succeeded in his Ford Motor Company in 1914 since most Americans could afford the cars. Despite this success, his workers were exposed to many sufferings. Human and social problems were common because Henry Ford opted to achieve his own goals at the expense of the welfare of the workers. He focused on reducing cost of production and by so doing, ignored the interest of the workers. He took control of the production line that triggered conflict between his managers and him. He often fired any manager who disagreed with him and many talented people left the firm for other car companies. Ford applied the communist approach of totalitarian system in managing his business. This attitude caused his company high worker turn over, frequent worker absenteeism and discontent. Ford tried to solve these issues by increasing wages but reducing working hours. He implemented a unitary approach principle; a conflict resolution approach but ignoring the cause of conflict. Despite this, conflict existed in the organization though not visible. The workers still can neither raise their grievances nor can their opinions be acknowledged. Unionism and Conflicts According to Collins (1998), the word conflict should be substituted with the word structural antagonism’ because the former tries to create more friction and misunderstanding between managers and workers. In the practical sense, the parties are not involved in a constant visible war. Although conflict is regarded as negative, it helps improve the decisions made by managers since they are compelled to act rationally with a focus on the interest of all parties. The Donovan Report in 1964 by the Royal Commission on Trade Unions and Employers suggested pluralism as pragmatic and an effective option for unitarist approach. Opinions from those in disagreement were to be considered. The pros and constrains must be discussed so that a logical decision can be arrived at. This was viewed as the best way of resolving conflicts. In case a resolution to a conflict is not arrived at, employees will unite and form a union. Trade unions are resistive and cause inefficiency, delays in production, affecting the society at large. It is also argued that trade unions have created impacts on management processes in Britain industry as well as other countries. The impact created by trade unions on management has been positive. As result, conflict has two sides of the coin; it is destructive and constructive. It becomes constrictive when a family-like environment is maintained as the conflict is resolved amicably with the interest of the members in focus (Serrano, Xhafa and Fitcher 2011). The Toyota Way Toyota has integrated the unitary approach and pluralism. This strategy and technique called the Toyota Way has created an ideal environment to implement effective tools and techniques. It has created an environment of continuous learning, focused on customer satisfaction, a right quality, developing leaders from within rather than recruiting staff for outside, inculcating problem solving techniques among all employees and developing a strong mutual bond between the suppliers and partners. Through the shared vision, the managers allow workers to resolve conflicts they face. This implies that they permit coexistence with conflict, with workers being trained on how to resolve conflicts. The organization’s strategic weapon like just-in-time, one-piece flow have been successfully implemented. This proves that the unitarist perspective is not the necessary option for the excellence of an organization in management. Conclusion Businesses have become competitive in today’s world. Any successful organization must combine the unitary and pluralist approach for success. The managers and workers must have common goals and allow conflict to exist as they work as a family. Problems must be solved through frequent meetings that allow discussions and opinions that aim at the common goals to be achieved. The education system needs to be improved to build teamwork. Communication skills will be improved as the workers become innovative. A pure unitary management approach is no longer relevant for management. A flexible environment will allow and motivate everyone to produce their best. References Blyton P and Turnbull P (2004) The Dynamics Of Employee Relations, London: Macmillan Bramble, T. (1996) Managers of discontent: Problems of labour leadership’ in R. Kuhn and T.O’ Lincoln (eds): Class and Class Conflict in Australia; Longman Australia, Melbourne, pp. 40-57. Collins D (1998) Organizational Change: Sociological Perspectives, London: Routledge Fernie S and Metcalf D (eds) (2005) Trade Unions: Resurgence or Demise? Taylor and Francis, Routledge: London. Fox A (1985) Man Mismanagement, London: Hutchinson Kelly J (1998) Rethinking Industrial Relations. London: Routledge. Pp 80-81. Serrano, M., Xhafa, E. & Fitcher, M. (2011) Trade unions and the global crisis; Labour’s Visions, strategies and responses. International Labour Organization; Geneva. Sisson, K. (2010) Employment relations matters (Electronic version). Warwick, UK: University of Warwick. Retrieved 11/11/2012, from Cornell University, School of Industrial and Labour Relations site: http://digitalcommons.ilr.cornell.edu/articles/29/. Read More