Per our conversation today I need to cancel the training class we have scheduled for Saturday 8-29-09. I have been reassigned by Brother Bob. I am sorry for any inconvenience this may have caused you. I will try to reschedule this as soon as possible. Thanks for your understanding.
James Parker
Southern Territory
Educational Representative
We will reshedule ASAP
Joe Harrington DBR 73
Tuesday, August 18, 2009
Stewards Avoiding the Pitfalls
On the Job: Avoiding the Pitfalls
Issues
IAM stewards have a tough job. But, by keeping in mind some of the pitfalls stewards face while representing members in any IAM workplace, the job becomes a little easier to do.
Stewards are the heart and soul of IAM-style rank-and-file unionism. Stewards represent the "IAM in action" as the first line of defense against employer abuses-acting as organizer, counselor, peacemaker, and troublemaker. And that's a tough job.
There are a lot of potential pitfalls facing IAM Stewards, too. These are not always possible to avoid, but listing some of the most important ones should help us to be on guard as we represent IAM members on the job.
Failure to Organize — Stewards are critical to organizing the members. We need to be thinking about how each grievance can be used to increase participation, build the union, and create new leaders (even future stewards).
Promising Remedies too Quickly — Do not pass judgment on a grievance until a thorough investigation has been completed. Wait to make a decision until after you've talked with the grievant and witnesses, consulted the contract, and examined your company's rules and past practices.
Failure to Represent Fairly — Not giving an aggrieved member fair treatment makes the union vulnerable to a lawsuit for breach of its fair representation duty. Besides, this undermines the whole purpose of the union and the very idea of solidarity.
Making Backroom Deals — Never secretly trade grievances with management. Every member is always entitled to a fair hearing.
Meeting Alone with Management — Being alone with management discussing a grievance arouses suspicion among members, allows bosses to change their stories, and denies the grievant an opportunity to participate in a vital union activity (to say nothing of undermining the spirit of rank-and-file unionism).
Failure to Adhere to Timelines — Adhere to the grievance schedule stated in the contract. If an extension is needed, get the employer's permission in writing.
Failure to Get Settlements in Writing — Putting grievance settlements in writing helps to clarify the issues and keep the agreement alive. It also serves as a record for dealing with similar problems in the future — and as a way of reviewing issues for contract bargaining.
Failure to Publicize Victories — Publicizing every victory helps to build a local union and boosts all members' morale.
Failure to Speak with New Employees — The union's best chance for finding and keeping new members is one-on-one contact with a steward. Besides giving new workers information, this helps build personal relationships and includes new workers in the union from the outset.
Remembering these tips should help make the job easier and help to avoid some of the pitfalls that can be problems for any steward.
Issues
IAM stewards have a tough job. But, by keeping in mind some of the pitfalls stewards face while representing members in any IAM workplace, the job becomes a little easier to do.
Stewards are the heart and soul of IAM-style rank-and-file unionism. Stewards represent the "IAM in action" as the first line of defense against employer abuses-acting as organizer, counselor, peacemaker, and troublemaker. And that's a tough job.
There are a lot of potential pitfalls facing IAM Stewards, too. These are not always possible to avoid, but listing some of the most important ones should help us to be on guard as we represent IAM members on the job.
Failure to Organize — Stewards are critical to organizing the members. We need to be thinking about how each grievance can be used to increase participation, build the union, and create new leaders (even future stewards).
Promising Remedies too Quickly — Do not pass judgment on a grievance until a thorough investigation has been completed. Wait to make a decision until after you've talked with the grievant and witnesses, consulted the contract, and examined your company's rules and past practices.
Failure to Represent Fairly — Not giving an aggrieved member fair treatment makes the union vulnerable to a lawsuit for breach of its fair representation duty. Besides, this undermines the whole purpose of the union and the very idea of solidarity.
Making Backroom Deals — Never secretly trade grievances with management. Every member is always entitled to a fair hearing.
Meeting Alone with Management — Being alone with management discussing a grievance arouses suspicion among members, allows bosses to change their stories, and denies the grievant an opportunity to participate in a vital union activity (to say nothing of undermining the spirit of rank-and-file unionism).
Failure to Adhere to Timelines — Adhere to the grievance schedule stated in the contract. If an extension is needed, get the employer's permission in writing.
Failure to Get Settlements in Writing — Putting grievance settlements in writing helps to clarify the issues and keep the agreement alive. It also serves as a record for dealing with similar problems in the future — and as a way of reviewing issues for contract bargaining.
Failure to Publicize Victories — Publicizing every victory helps to build a local union and boosts all members' morale.
Failure to Speak with New Employees — The union's best chance for finding and keeping new members is one-on-one contact with a steward. Besides giving new workers information, this helps build personal relationships and includes new workers in the union from the outset.
Remembering these tips should help make the job easier and help to avoid some of the pitfalls that can be problems for any steward.
Sunday, August 9, 2009
Northrop Grumman Gulf Coast Shipbuilding,Inc.Pascagoula,Ms. allowing it`s Labor Relations Management and Quality Inspection Management;pick and choose
Labor Relations Management allowing the Quality Management to pick and choose,as to what they want to abide by in the Collective Bargaining Agreement.Between Northrop Grumman and Quality Inspection Department and Quality Inspectors and Quality Technician Inspectors;that was ratified by the Union Membership on July 16,2009.
Per Quality Inspectors and Qulaity Technician Inspectors,ratified CBA;Inspectors are classified as follows:
Inspector 1 (Apprentice Program) to be implemented by Company and Quality Department.
Inspector 2 (Certified to One Trade Inspection).
Inspector 3 (Certified to Two Trade Inspections).
Inspector 4 (Certified to Four Trade Inspections).
Inspector 5 (Certified to Six Trades or Four Trades and posess National Certification Associated with Inspection).
On 7-24-2009 the Quality Inspection Department posted job openings for Inspector 3 Represented and Inspector 4 Represented on the Northrop Grumman Careers Web Site.After ratification of CBA on July 16,2009;Classification Inspector 3 and Inspector 4 was replaced by Inspector 1,2,3,4,5.And are the Classifications the Quality Inspection Department should be advertising for on Northrop Grumman Careers Web Site.
Before CBA was ratified by Union Membership:
Inspector 3 was certified to One Trade Inspection.
Inspector 4 was certified to Two Trade Inspections and classified as a Inspector Technician.After two years as a Inspector 3.
So after CBA was ratified the Quality Inspection Management,has revert; to the same old practice of hiring Inspectors into the Department,the way they want to and place them in the pay scale Management wants them.Regardless of what has been set down in the CBA and agreed upon by the Company,Quality Management and Quality Inspectors and Quality Technicians.
So,the Grievance Procedure in our CBA;will start being implemented to counter-act,what the Quality Department is proceeding with.Which is in violation of our CBA.
Per Quality Inspectors and Qulaity Technician Inspectors,ratified CBA;Inspectors are classified as follows:
Inspector 1 (Apprentice Program) to be implemented by Company and Quality Department.
Inspector 2 (Certified to One Trade Inspection).
Inspector 3 (Certified to Two Trade Inspections).
Inspector 4 (Certified to Four Trade Inspections).
Inspector 5 (Certified to Six Trades or Four Trades and posess National Certification Associated with Inspection).
On 7-24-2009 the Quality Inspection Department posted job openings for Inspector 3 Represented and Inspector 4 Represented on the Northrop Grumman Careers Web Site.After ratification of CBA on July 16,2009;Classification Inspector 3 and Inspector 4 was replaced by Inspector 1,2,3,4,5.And are the Classifications the Quality Inspection Department should be advertising for on Northrop Grumman Careers Web Site.
Before CBA was ratified by Union Membership:
Inspector 3 was certified to One Trade Inspection.
Inspector 4 was certified to Two Trade Inspections and classified as a Inspector Technician.After two years as a Inspector 3.
So after CBA was ratified the Quality Inspection Management,has revert; to the same old practice of hiring Inspectors into the Department,the way they want to and place them in the pay scale Management wants them.Regardless of what has been set down in the CBA and agreed upon by the Company,Quality Management and Quality Inspectors and Quality Technicians.
So,the Grievance Procedure in our CBA;will start being implemented to counter-act,what the Quality Department is proceeding with.Which is in violation of our CBA.
Tuesday, August 4, 2009
Dealing with new Management
Breaking In a New Boss
The new boss will often try to "make an impression." Here are some thoughts on how to make sure a new boss learns how to act like a civilized human being.
Issues
You've got a new boss, bosses, or maybe an entirely new management team. He, she or they want to make the point that "things will be different." How different will they be? Here are some issues to consider involving both the legal aspects of what can – or can't – be changed, the reality of your workplace and what it will take to make sure respect for the members is preserved (or reestablished) ...
Here’s a situation that can happen to any union local, sometimes more than once...
Corporate management appoints a new management team, or local management hires a new personnel manager, or the operation is sold to a new owner. In the public sector a new person is elected, or a department is privatized. Management announces that from now on things are going to be different, rules will be enforced, discipline will be handed out. New company policies or work rules are posted or handed out.
A steward files a grievance, management rejects it because it wasn’t written properly, or a deadline was missed. The union committee cites past practice, management states they are new, and that only past practices that benefit the company will be recognized. Union members are mad and demand that the union take action. Even lower level management is complaining and tells the union that they better do something about the boss.
What causes this to happen? Often it’s a new young boss trying to make an impression. Since many workplaces are non-union, odds are this person has never dealt with a union before. They don’t understand how a unionized location operates. It’s up to the union to not only defend working conditions, but also "break in" new management. They may need to be taught how to act like civilized human beings. Respect for the members must be reestablished.
As with most situations, there are two aspects to consider, the legal issues and dealing with reality. How much can the union afford to let management get away with? When has management crossed the line, forcing union leaders to take a stand?
The union’s best weapon is it’s members. The members control production quantity (a lot or a little) and quality (good or bad). They control the delivery of services. Services can be provided fast or slow, a lot of "red tape" can be involved. Often what’s needed is a method to remind the employer of the member’s power. It could take one or several reminders. Management can be slow learners, but eventually the message will get through and respect for the workers will be reestablished.
Ideas for Action will be talked about later.
The new boss will often try to "make an impression." Here are some thoughts on how to make sure a new boss learns how to act like a civilized human being.
Issues
You've got a new boss, bosses, or maybe an entirely new management team. He, she or they want to make the point that "things will be different." How different will they be? Here are some issues to consider involving both the legal aspects of what can – or can't – be changed, the reality of your workplace and what it will take to make sure respect for the members is preserved (or reestablished) ...
Here’s a situation that can happen to any union local, sometimes more than once...
Corporate management appoints a new management team, or local management hires a new personnel manager, or the operation is sold to a new owner. In the public sector a new person is elected, or a department is privatized. Management announces that from now on things are going to be different, rules will be enforced, discipline will be handed out. New company policies or work rules are posted or handed out.
A steward files a grievance, management rejects it because it wasn’t written properly, or a deadline was missed. The union committee cites past practice, management states they are new, and that only past practices that benefit the company will be recognized. Union members are mad and demand that the union take action. Even lower level management is complaining and tells the union that they better do something about the boss.
What causes this to happen? Often it’s a new young boss trying to make an impression. Since many workplaces are non-union, odds are this person has never dealt with a union before. They don’t understand how a unionized location operates. It’s up to the union to not only defend working conditions, but also "break in" new management. They may need to be taught how to act like civilized human beings. Respect for the members must be reestablished.
As with most situations, there are two aspects to consider, the legal issues and dealing with reality. How much can the union afford to let management get away with? When has management crossed the line, forcing union leaders to take a stand?
The union’s best weapon is it’s members. The members control production quantity (a lot or a little) and quality (good or bad). They control the delivery of services. Services can be provided fast or slow, a lot of "red tape" can be involved. Often what’s needed is a method to remind the employer of the member’s power. It could take one or several reminders. Management can be slow learners, but eventually the message will get through and respect for the workers will be reestablished.
Ideas for Action will be talked about later.
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