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.
