Team Building and Empowerment in a Unionised Environment
Team-building and Empowerment in a Unionised Environment
This group operates as a health provider service within a small but successful and rapidly changing service section. Currently a lot of core services are also provided by a number of creditable competitors in their main catchment area. It is important for this company to continue to strive to their highest standards at all times in order to maintain competitive advantage as any of their potential rivals could try and obtain a larger proportion of their existing and future market shares.
The market which this company operates is has high unemployment statistics and low skill levels, it varies often and is a highly competitive market environment where efficiency, service quality and effectiveness are dominant to the companies continued viability. Failing standards of respect of service quality, declining employee performance, ineffective and inefficient working practices and procedures became evident to managers through closing in house monitoring.
The case study informs of problems in employee management and work organisation identified during enquires. Required changes are needed at speed and a new strategy must be designed to “streamline management practices, improve employee relations and ensure the effective management of change.
Within the Operation Support Department including professional, technical and operational support workers there is around 1000 support staff. Unionisation presently stands at 80% Unison, 15% General municipal and Boilermakers Union (GMD) and 5% non-union. Staff turnover is relatively unwavering; around 60% of present employees have been employed by this company for around 10years. At the minute support staff work in groups off/between four or six with one main leader in charge, this is a permanent condition in most departments. They also work rotating shift patterns of three eight-hour shifts.
Delegation, communication, team-building and employee empowerment have all been
This group operates as a health provider service within a small but successful and rapidly changing service section. Currently a lot of core services are also provided by a number of creditable competitors in their main catchment area. It is important for this company to continue to strive to their highest standards at all times in order to maintain competitive advantage as any of their potential rivals could try and obtain a larger proportion of their existing and future market shares.
The market which this company operates is has high unemployment statistics and low skill levels, it varies often and is a highly competitive market environment where efficiency, service quality and effectiveness are dominant to the companies continued viability. Failing standards of respect of service quality, declining employee performance, ineffective and inefficient working practices and procedures became evident to managers through closing in house monitoring.
The case study informs of problems in employee management and work organisation identified during enquires. Required changes are needed at speed and a new strategy must be designed to “streamline management practices, improve employee relations and ensure the effective management of change.
Within the Operation Support Department including professional, technical and operational support workers there is around 1000 support staff. Unionisation presently stands at 80% Unison, 15% General municipal and Boilermakers Union (GMD) and 5% non-union. Staff turnover is relatively unwavering; around 60% of present employees have been employed by this company for around 10years. At the minute support staff work in groups off/between four or six with one main leader in charge, this is a permanent condition in most departments. They also work rotating shift patterns of three eight-hour shifts.
Delegation, communication, team-building and employee empowerment have all been
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