Varieties of Capitalism Approach - Assignment Example

Questions Student’s Name Subject Professor University/Institution Location Date Question 2 598 words One of the prominent obstacles for implementing workplace change is parochial self-interest. This result from failure of some people to consider the effects of change for organizational success hence become more concerned with change implications for themselves and how it would affect their own interests. In turn, parochial self-interest result two kinds of behavior; moderate or extreme. On one hand, a moderate scenario of parochial self-interest involves staff lack of interest in workplace change as long as it does not affect their area of performance. On the other hand, an extreme scenario occurs when staffs are unwilling to accept new methods and ideas. In the first case, the staffs are not concerned as long as change does not mean anything for them. For instance, if an organization has proposed to have major changes in its services department like accommodation, accounts manager may not see the need to contribute in terms of ideas or participate in project meetings. The extreme scenario can lead to termination of change efforts as staffs actively resist change and efforts. Resistance result when particular change will have direct change to a staff roles, status and benefits in the organization. For instance, a firm dealing with sale of products or services may combine the Sales and Marketing department with R&D. The new change would either mean loss of one department managerial position or one of the managers from both the department to take a subordinate role leading to resistance. On the other hand, both managers might feel that the new role will would come with more responsibilities than was the case before. The managers may fail to offer information on the many opportunities that can be leveraged towards achieving the business objectives. The staffs who feel that their opportunity will be slim as a result of change can actively oppose change. In some organization, demagogue leaders might exploit the ignorance of junior staffs and push others to resist change. Such leaders or staffs appeal to people’s emotions which hinder reasoning and thus the benefit for change for the organization are negatively affected. Resistance to workplace change may come as a result differences assessment of a situation. Some staffs disagree due to failure to see the reasons for a proposed change while others may not see the advantages and disadvantages of a change process. Differences in assessing the situation are the easiest resistance that managers can work towards and overcome. Staffs may exhibit resistance to workplace change and particularly if they have varied opinions, and presumptions about a change. Generally, resistance arises from unawareness of the meaning a change has to the organization as well as lack of a comprehensive demonstration of the specific short-term and long-term objectives to be pursued. Staffs at managerial level can then assure the staffs that they will offer support in the process of promoting, implementing and monitoring change and activities. In an attempt to bring the staffs that are resistant to workplace change into a similar assessment of change, managers make use of communication and education. Communication and education help in situations where there is inaccurate information, imprecise analysis or lack of information. One way to overcome resistance is to educate staffs about the change. As a result, the staffs can see the logic for the change effort. Manager can simply reduce resistance to change among the staffs through participation and involvement. Change arises when the initiators lack the information to design change and where significant staffs have considerable power to continue resistance. As staffs participate in change efforts, they are likely to implement or buy in change than resist. Question 4 576 words The ‘Varieties of Capitalism’ approach promotes an understanding of specific patterns of employment relations in different markets economies and nations. For instance, through it, some developed countries like USA, UK and Australia are grouped together as liberal market economies (LMEs) while others like Germany and Scandinavian countries are coordinated market economy (CMEs). Under each, there is a unique pattern of employment relation that can be recognized. In LMEs, general skill and short-term employment dominate. The employees work full-time and their roles are in most cases fluid meaning that one can rise from one level to the other. Wage bargain between an employee and employer is done at firm level and in most cases there is unequal income distribution. Market mechanisms determine employment relations to a larger extent. On the other hand, in CMEs, employees must have specific skill, work for shorter hours and access equal income distribution. The employment tenure is long term with immobile role. Wage is bargained at industry level. Generally, unionization rate is high in CME but low in LMEs. Non-market relationships determine the employment relations. Eventually, globalization will majorly affect employment relations in different sectors across countries. For instance, in emerging markets like China, there might not be distinct patterns of employment relations as seen in LMEs and CMEs. However, globalization has recently led to inflow of foreign direct investment (FDI) in emerging economies. A large source of FDI in these countries is coming from LMEs while another percentage is coming from CMEs. Multinational enterprises are operating in international borders and have established facilities in different countries through mergers, acquisitions, alliances and joint ventures. It can be predicted that, the pressures of employment relations in a particular country can emanate from international developments rather than from the national development in similar industries. Therefore, globalization will impact on employment relations that will emerge in these emerging markets. In already developed markets, national institutional systems have to a larger extent shaped the behavior seen with economic actors. However, the prevailing globalization has made it necessary for firms to interact with different economic actors in solving coordination problems in regard to relations between the management and labor as well as industrial relations. Inter-firms relations continue to take root and they prevail as actors that hence shape national institutional frameworks. In many emerging economies, investment decisions made by multinational enterprise as well as dependence on state are key features. National level institutions have worked to counter or mediate multinational actors and international economic pressures filtering their effects on firms and workers in different national economy. Globalization does not contribute to universal logic or lead firms to adopt the employment relations and thus differences in employment relations can still be seen across countries. By looking at employment relations across countries through VoC, it is possible to see globalization as reinforcing the existing institutional arrangements as well as differences between them. As long as employment relations might not be affected in some well defined economies, developing market economies eagerness to attract FDI and capital will increasing make it impossible for the state to enforce labor legislations. The authority of state in upholding economic governance is unpredictable in the current internationalization of production, diffusion of technology and shifting organizational networks. Workplace changes will thus be determined by how the state assumes the authority to control labor legislation as well as major actors in the market. Ultimately, the dominant actors and particularly in emerging markets will highly determine workplace changes. Question 6: 754 words Situation assessment- current operation –opportunities for improvement Pursuant to Quality Airways Ltd Collective Bargaining Agreement, Quality Airways has proposed to introduce a new technology that will promote efficiency for domestic flights passenger check-in system. The system will incorporate automatic check-in machines for passengers to use the technology for self-service in check-in process. In turn, there will be less demanding than it is presently the case tasks at check-in counter due to technological incorporation. The passengers will access to personalized services which will promote efficiency and better passenger services. The change has considered: the type of jobs the severely the change can cause (consequence) how likely is consequence to happen (likelihood) who it will effect capabilities skills, experience and performance of staff Layout and Airways economic condition. Vision for desired future state Incorporate a technology with interesting electronic features and that promote peer-to-peer networking Permit remote real-time access to check-in system Come up with effective and efficient communication and consultation strategy to improve customer service Reduce disagreement at check-in Achieve an appropriate staffing structure and drive down labour costs Achieve a proposed staffing structure as well as funding Planning for change Structure Area: Level 3Workers Classes & Pay Grades: Level 3 workers and positions will not be exist in handling check-in activities as it is now. In turn, they will be reclassified from check-in counter staff to Level 2 workers after the new technological system becomes fully operational. Accordingly, remuneration will be adjusted as per new roles and Level 2 job class series. Bumping Rights: Level 3 employees will be permitted bumping rights if: The employee has highest performance score in classification of level 3. employee who had prior permanent positions and status where the staff may bump to level 2. If Quality Airways permits staff affected by proposed change to bump into Level 2 class series by whichever mechanism deemed effective. Staff with permanent status can bump in level 2 positions if an employee meets minimum requirements for level 2 classification. Level 3 staff laid off will get Employee Preference Eligibility letters. Positions to be Vacated: Level 3 will only have a few staff in charge of remote real-time access. Most level 2 staff will be laid off and vacate as a result of change. Estimated Dollar Reduction: The pay grade and salaries will range from $7500 to $5000 which is about $150 to $100 lower per week compared to previous level. Effective Date Change and layoff will be effective 3 months after proposal is received. Staff will be given a minimum 30 day written notice for affected positions according to Quality Airways Memorandum of Agreement change and layoff plan. Submitted By: Appointing Authority: ______________________________ Date Signed: Designing or re-organization will eliminate risks from check-ins: try to ensure all risks are controlled through the capabilities of equipment and technological systems being planned for the Airways. Remove or substitute roles: where possible remove unwanted role or substitute with a less costly technology or equipment. Minimized risks of operations through engineering controls: can be done by use of technology and effective systems. Reduce administrative tasks and controls: established and appropriate procedures will promote efficient work practices, promote job rotation, reduce converging time, boredom; timing the work that fewer employees can be routinely used and ensure that procedures are maintained and training on correct work methods. Future State Designing or re-organization will eliminate risks from check-ins: try to ensure all risks are controlled through the capabilities of equipment and technological systems being planned for the Airways. Remove or substitute roles: where possible remove unwanted role or substitute with a less costly technology or equipment. Minimized risks of operations through engineering controls: can be done by use of technology and effective systems. Reduce administrative tasks and controls: established and appropriate procedures will promote efficient work practices, promote job rotation, reduce converging time, boredom; timing the work that fewer employees can be routinely used and ensure that procedures are maintained and training on correct work methods. Review Periodic reviews to ensure the change measures implemented is appropriate and effective. That will span effectiveness in communication/consultation strategies Work and roles audits as well as regular performance assessment to ensure that employee have average work and can deliver effectively, Impact on workloads, proposed transitional arrangements Consultation with staffs to understand how new roles fits with them and skills needs. Deliberate on the steps, time frames and responsibilities. Continuously review the new roles performance Read More