Description
In Collective bargaining Allan Flanders ranges widely over the experience of many countries to present a lucid statement of theoretical problems and practical choices.
Part One provides an introduction to the modern analysis of collective bargaining institutions. Parts Two and Three examine in detail their role in resolving industrial conflict. Why are some industries more strike-prone than others? Is strike activity on the decline? What is the value of arbitration? These are some of the questions answered here. Part Four takes as its main theme the growing importance of plant bargaining and includes an account of shop stewards' methods and sanctions. Part Five deals with recent developments in productivity bargaining and looks at the responsibilities of management. Part Six extends the treatment of the role of management in collective bargaining. It ends with an extract from one of the most challenging Donovan Commission Research Papers demolishing the manipulative faรงade of the 'team spirit' approach.
As this landmark investigation of service in America makes clear, the assumption that service is, and must be, lackluster and mediocre is no longer valid. Savvy managers in organizations of every size and description have discovered that a handsome payoff awaits those who learn to meet and exceed their customers' needs and expectations. The 101 service leaders come from all segments of business, industry, and even government: from such household names as American Airlines, Xerox, and Federal Express to such small innovators as Chicken Soup (daycare with a difference in Minneapolis) and Super- Shuttle (the Los Angeles airport limo), they are turning quality service into a powerful competitive edge-the service edge.
Here, based on intensive research, pointed analysis, and vivid case studies, are the operating principles of quality service-and 101 role models for the new American manager. Executive strategies and frontline tactics alike are explored in fascinating detail-not only who provides out- standing service, but how they do it and why they believe it is so important.
In an economy built on companies that perform rather than produce, those who serve best stand to profit most. Customers reward those who achieve the service edge.
ISBN:COLLECTIVEBAR
