Dimensions Beliefs and assumptions 1. Contrac t 2. Rules 3. Guide to management action 4. Behaviour referent 5.

Managerial task vis-a-vis labour 6. Nature of relations 7. Conflic t Strategic aspects 8. Key relations 9. Initiatives 10. Corporate plan 11. Speed of dec ision Line management 12. Management role 13. Key managers 14. Communication 15. Standardization 16. Prized management skills Key levers 17. Selec tion 18. Pay 19. Conditions 20. Labour-management 21. Thrust of relations with stewards

Personnel and IR

HRM

Careful delineation of written c ontracts Importanc e of devising c lear rules/mutually Proc edures Norms/c ustom and practice Monitoring Pluralist Institutionalized

Aim to go beyond c ontract 'Can-do' outlook; Impatienc e with 'rule' Business-need' Values/mission Nurturing Unitarist De-emphasized

Labour management Piec emeal Marginal Slow

Customer Integrated Central Fast

Transactional Personnel/ IR spec ialists Indirec t High (e.g. 'parity' an issue) Negotiation

Transformational leadership General/business/line managers Direc t Low (e.g. 'parity' not seen as relevant) Fac ilitation

Separate, marginal task Job evaluation (fixed grades) Separately negotiated Collec tive bargaining c ontrac ts Regularized through facilities and training

Integrated, key task Performanc e-related Harmonization Towards individual c ontrac ts Marginalized (with exc eption of some bargaining for c hange models) Few Inc reased flow Teamwork Manage climate and culture Learning c ompanies Wide ranging cultural, struc tural and personnel strategies

22. Job categories and grades 23. Communication 24. Job design 25. Conflic t handling 26. Training and development 27. Foc i of attention for interventions

Many Restric ted flow Division of labour Reac h temporary truc es Controlled acc ess to courses Personnel proc edures