Factor 25: Role of Employee Organizations
This factor deals with the degree to which employee organizations encourage innovation.
Factor extremes as measured in survey:
Employee organizations are viewed as encouraging innovation
Employee organizations are viewed as discouraging innovation
Overview to restructuring initiatives
Organizations such as unions and formal and informal employee associations can make a contribution to the health and economic well-being of the corporation but can also be a source of resistance to new innovations. The form of relationship between the corporation and the employee organization is key to mutual support for innovation.
Possible Initiatives to Modify and Improve the Culture for Innovation
Enter into union partnerships with mutually agreed goals
Often this relationship only comes to the fore when there is a threat of action that has downsizing or business elimination as the objective. A more positive approach is for both management and labor to work on a regular basis with each other and seek to optimize each others issues with either positive results or at least results that are a worked-out compromise between the two parties.
Contract-out entrepreneurial opportunities for current employees
Often it is management’s decision to out source a particular service or part of the business process. Working with those employees who are most affected can result in a win-win situation for both parties. The redundant employees can often be a source of start-up talent for the newly out-sourced venture.
- Factor 1: Management's Profit Emphasis
- Factor 2: Management’s view of innovation
- Factor 3: Tolerance for Mavericks
- Factor 4: Planning Emphasis
- Factor 5: Tolerance for failure
- Factor 6: Management of People
- Factor 7: Use of Career Ladders
- Factor 8: Tolerance from the Corporate Norm
- Factor 9: Tolerance for Risk
- Factor 10: Degree of formal communication
- Factor 11: Use of Independent Work Groups
- Factor 12: Input into Management Decisions
- Factor 13: Formality of the Decision Process
- Factor 14: Rewards for Innovators
- Factor 15: Planning vs. Action
- Factor 16: Attitudes Towards Mergers, Ventures, Etc.
- Factor 17: Loyalty
- Factor 18: Corporate Hierarchy
- Factor 19: Resources for New Ventures
- Factor 20: Staff vs. Line Involvement
- Factor 21: Retension of Innovators
- Factor 22: Innovative Tradition or Not
- Factor 23: R&D Budget Levels
- Factor 24: Perception of Innovation Changes
- Factor 25: Role of Employee Organizations