Termination of Employees


Most employees are hired for an indefinite period. If no length of employment is agreed upon, employment is “at will.” This means that an employer can discharge such an employee at any time for any reason or without giving any reason. Unions generally negotiate a change in this rule for the employees they represent. Most union contracts contain a clause that permits discharge only for good cause.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Employee-Employer Contract


Employees and employers are engaged in a stakeholder relationship that includes numerous expectations by both parties. The employer, for example, has assumed various duties and obligations. Some of these responsibilities are economic or legal, others are social or ethical in nature.

The relationship is clearly more than simply paying a worker for the labor provided. Cultural values and traditions also play a role. In most Western countries, employers feel they have a duty to include workers on the board of directors to assist in forming company policy. For many years, Japanese employers have offered their workers lifelong employment, although this practice has become less widespread in recent years.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Organization Structure and Innovations


Organizational structure fulfils many functions—everyone in the organization knows who he or she reports to; how various repetitive/routine activities are to be discharged; who has what authority and responsibility; how personnel are grouped together (e.g., by departments or divisions); which individuals/groups have decision-making authority and which have primarily advisory functions (line versus staff functions); and what mechanisms are deployed primarily for reducing decision-making uncertainty, for ensuring differentiated or specialized responses to the operating environment, and for coordinating and integrating these differentiated or specialized responses. A well-designed structure that is compatible with strategy or is internally coherent and compatible with the organization’s operating environment tends to contribute to superior organizational performance.

Can organizational structure facilitate innovations? Possibly. Relatively flat managerial hierarchy and extensive decentralization or delegation of authority, including extensive use of profit centers and SBUs.

Certain kinds of structural changes, notably creating many self-contained, substantially autonomous units with stretch targets, extensive delegation of authority to lower level decision-makers, and delayering (removal of some of the managerial levels to reduce the number of approving authorities for innovation)  may increase the potential innovations of the organization.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Contractual Relationship


A contractual relationship exists when employers and employees have a legal agreement regarding how employee issues are handled. Under such contractual arrangements, discharge may occur only if it is based on just cause. Inasmuch as a distinct definition of just cause does not exist, they are guidelines derived from labor arbitration of collective bargaining relationships under which just cause can be shown as follows:

  • Was there adequate warning of consequences of the worker’s behavior?
  • Are the rules reasonable and related to safe and efficient operations of the business?
  • Before discipline was rendered, did a fair investigation of the violation occur?
  • Did the investigation yield definite proof of worker activity and wrong doing?
  • Have similar occurrences, both prior and subsequent to this event, been handled in the same way and without discrimination?
  • Was the penalty in line with the seriousness of the offense and in reason with the worker’s past employment record?

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Concepts of ISO 140001


This standard provides organizations with the elements for an environmental management system (EMS), which can be integrated into other management systems to help achieve environmental and economic goals. It describes the requirements for registration and/or self-declaration of the organization’s EMS. Demonstration of successful implementation can be used to assure other parties that an appropriate EMS is in place. It was written to be applicable to all types and sizes of organizations and to accommodate diverse geographical, cultural, and social conditions. The requirements are based on the process and not on the product. It does, however, require commitment to the organization’s EMS policy, applicable regulations, and continual improvement.

The basic approach to EM begins with the environmental policy, which is followed by planning, implementation and operation, checking and corrective action, and management review. There is a logical sequence of events to achieve continual improvement. Many of the requirements may be developed concurrently or revisited at any time. The overall aim is to support environmental protection and prevention of pollution in balance with socioeconomic needs.

The standard is not intended to create nontariff barriers or to change an organization’s legal obligations. In addition, it does not include aspects of occupational health and safety management, although an organization may include these aspects in the documentation.

In order to understand the requirements, a few definitions are necessary. Environment is defined as the global surroundings in which an organization operates and includes air, water, land, natural resources, flora, fauna, humans, and their interaction. Environmental aspect is defined as an element of an organization’s activities, products, or services that can interact with the environment. Examples are wastewater discharge, air emissions, and energy use. Environment impact is defined as any change, whether adverse or beneficial, wholly or partially resulting from an organization’s activities, products, or services. Examples are impacts on habitat, water supply, and soil erosion. Environmental objective is an overall environmental goal, arising from the policy statement, that an organization sets for itself and which is quantified when practical. They define how the policy will be achieved. For example, an objective could be to control the temperature of the wastewater effluent. Environmental target is a detailed performance requirement and should be quantified when practical. It needs to be met in order to achieve the objective. For example the wastewater temperature should be controlled between 10 and 14 degrees centigrade.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

The Management of Creativity


Creativity has been defined in dozens of ways, but essentially it means the process by which novel but situationally appropriate outcomes are brought about. The field of creativity is in full bloom. Thousands of pieces of research have probed creativity. These researches have x-rayed such opaque matters as what kind of people are creative individuals; what motivates them; how creative people go about identifying, defining, and solving problems; what efforts are creative; what constitutes creative thinking, what techniques aid creative problem solving; what sorts of environments foster creativity; the assessment of creativity and the level of creativity of human efforts; etc.

The management of creativity in organizational settings is relatively far less researched, but is of great importance in a world of huge collective challenges and fierce competition. It fuses two fields—management and creativity. Management can be defined in many different ways, but broadly it is an organized effort at improving the functioning of organizations through such processes as the fixing of goals, the development and implementation of a strategy for achieving goals, the control of operations to ensure that goals are being met, the coordination of interdependent activities, the creation of structures and systems, the management of human resources as well as of other stakeholders and so forth.

As a field, the management of creativity has some distinctive aspects that differentiates it from general creativity. The management of creativity involves various collectives: dyads, teams, departments and divisions, organizations, associations of organizations, even governance systems of communities and societies. Even when one is discussing managerial creativity (the creativity of individual managers), the focus is on creativity displayed in a collectivity and relating to the various tasks that need to be performed in that collectivity. The work-related context channels creativity in important ways—towards achieving the goals of the collectivity and in discharging various management functions. The focus is not ‘pure’ art or science, or individual self-actualization, but on creative behavior in an organizational setting in which the organization’s goals, policies, structures, systems and so forth call the shots. Although individuals working in organizations certainly attempt to pursue their own interests, they do so keeping in mind organizational requirements, and this feature strongly influences the form that creativity takes in organizational settings.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Employee Leasing


Whereas temporary employees come into an organization for a specific short-term project, leased employees typically remain with an organization for longer periods of time. Under a leasing arrangement, individuals work for the leasing firm. When an organization has a need for specific employee skills, it contracts with the leasing firm to provide a certain number of trained employees. One reason for leasing’s popularity is cost. The acquiring organizations pays a flat fee from the employees. The company is not responsible for benefits or other costs it would incur for a full-time employee. This is because leased employees are, in fact, employees of the leasing firm. Furthermore, when the project is over, employees are returned to the leasing company, thus eliminating any cost associated with layoffs or discharge.

 

Leased employees are also well-trained individuals. They are screened by the leasing firm, trained appropriately, and often go to organizations with an unconditional guarantee. Thus, if one of these individuals doesn’t work out, the company can get a new employee, or make arrangements to have its fee returned. There are also benefits from the employee’s point of view. Some of the workers of today prefer more flexibility in their lives. Working with a leasing company and being sent out at various times allow these workers to work when they want, for the length of time they desire.

 

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight