Programmed Decisions plans to launch a new line of menu, they will
have to make decision base on their intuition
It involves situations that have occurred
often enough to enable decision rules to be
developed and applied in the future. These
decisions are those that have been made
persistently in the earlier period that
managers have developed rules or guideline
to be applied when certain situations are
expected to happen. Programmed decision
making is used when an inventory manager
of mc Donald’s decides to order beef patty
stocks because the stocks are three-quarters
empty. Programmed decisions making are a
routine that you make every time so that the
organization run smooth. Managers can
develop rules and guidelines to regulate all
routine organizational activities. Most
decisions are related to daily activities.
In programmed decision making there will
be no error in the decisions because it is a
routine and managers usually have the
information they need to create rules and
guidelines to be followed by others. But
sometimes it can cause error but not of big
kind. Programmed decision making are
always used in daily routine to keep the
organization running smooth. That is why
they have rules and guidelines to make a
decision.
Non Programmed Decisions
Non-programmed decisions are made in
response to situations that are unique, are
poorly defined and largely unstructured.
Non-programmed decision making is used
when mc Donald’s are deciding to invest in
new deep fryers. It is a non-routine decision
making. This means it is made for big
decisions that will affect an organization for
a long time. This type of decision making
does not need rules or guidelines to be
followed because the situation is unexpected
or uncertain. For example if mc Donald’s
and reasoned judgments.
Non-programmed decision has more chance
of errors and difficult for managers to
handle as it is inherently challenging.
Managers must rely on their intuition to
quickly respond to a urgent concern. Also
these errors are of dangerous kind, they
affect organization badly. For example if mc
Donald’s decided to invest in a new menu.
Their customers did not like the new menu
and they do not consume mc Donald’s
anymore. This will affect mc Donald’s
revenue and profit. Non-programmed
decision making are not always used but it
will give impact to an organization’s
effectiveness. This decision is made on
reasonable judgment and the circumstances
if we proceed with the decision.
MANAGEMENT AS DECISION
MAKING:
Whatever a manager does he does through
making decisions. Those decisions may be
made as a matter of routine. Indeed, he may
not even realize that he is making them. Or
they may affect the future existence of the
enterprise and require years of systematic
analysis. But management is always a
decision-making process.Decision-making is
both a managerial function and
organizational process. Decision-making is
managerial because it is the manager’s
responsibility to make it. It is also
organizational in the sense that its effect
goes beyond the individual manager’s area
but of the entire organization. He should
envision the extent of the impact of his
action. A decision is thus the focal point of
both managerial and organizational action.
A manager’s decisions reflect other basic
managerial functions, such as formulating
plans, policies, and objectives. They produce
actions and events that result in his
contribution to the operations of the business
organization. Collectively, the decisions of
managers give form and direction to the
behavior of the organization itself. The
making of decision is a burdensome task.
Offsetting the exhilaration that may result
from correct and successful decision and the
relief that follows the terminating of a
struggle to determine issues of the
depression and the frustration which ensures
from uncertainty.
GRIEVANCE:
A grievance means any discontentment or
dissatisfaction in an employee arising out of
anything related to the enterprise where he is
working. It may not be expressed and even
may not be valid. It arises when an
employee feels that something has happened
or is going to happen which is unfair, unjust
or inequitable. Thus, a grievance represents
a situation in which an employee feels that
something unfavorable to him has happened
or is going to happen. In an industrial
enterprise, an employee may have grievance
because of long hours of work, non-
fulfillment of terms of service by the
management, unfair treatment in promotion,
poor working facilities, etc.
THE CAUSES OF GRIEVANCES
MAY BE BROADLY
CLASSIFIED INTO THE
FOLLOWING CATEGORIES:
Grievances resulting from working
conditions
 Bad employer-employee
relationship
 Improper matching of the
worker in the job
Grievances resulting from
management policy
 Wage payment and job rates
 Seniority and promotional
 Overtime
GUIDELINES FOR EFFECTIVE
GRIEVANCE HANDLING:
While dealing with grievances, a manager
cannot depend upon some ready-made,
solutions.
Every case has to be dealt with on merit.
The following guidelines may help to deal
effectively
with the grievances:
• The complaint should be given a patient
hearing by his superior. He should be
allowed
to express himself completely. The
management should be empathetic.
• The superior should try to get at the root
of the problem. It should be remembered
that
symptoms are not the problems. It should
also be noted that if there are symptoms,
there would be a problem as well.
• The management must show it anxiety to
remove the grievances of the workers. The
workers should feel that the management is
genuinely interested in solving its problems.

• If the grievances are real and their causes
located, attempts should be made to remove
the causes.
• If the grievances are imaginary or
unfounded, attempts should be made to
convince the
workers.
• Every grievance must be handled within
the reasonable time limit. I am sure you will
agree with this. Imagine you have a genuine
problem and you share it with the
authorities. You will also expect immediate
action taken to take care of your problem.
• All grievances should be put into
writing. Some proofs required as well….
• Relevant facts about the grievance must
be gathered. The management should not
haste!
• Decision taken to redress the grievance of
the worker must be communicated to him.
• Follow up action should be taken to know
the response of the forced employee. This is
to make sure that he is happy or not! At the
end of the day the satisfaction of the
aggrieved party is necessary.
SYMPTOMS OF A
TROUBLED EMPLOYEE:
How to Spot a troubled employee?
 Lateness
 Friction with co-Workers
 Absenteeism
 Negative Attitude
 Poor Concentration
 Difficulty learning from mistakes
 Decreased productivity
 Unusual Behaviour
 Increased mistakes/accidents
 Excessive time on phone
 Lying
Employee Assistance Program
An EAP is a confidential counseling and referral
service available through your employer that can
help you, your family members and dependents.
Purpose and Objectives
- Defining EAP broadly
- Services offered by EAP
- Making an EAP referral
- How management partners with EAP
- Assessing when to make an EAP
referral
What services are provided by the
EAP for employees?
- Assessment
- Short-term counseling
- Coaching
- referrals services
- Follow up
Reasons for Making a Management
Referral
- Violations of company policy
- Harassments
 - Safety issues
- Threat of Violence
- Attendance issues
- Performance issues
- Emotional instability of an employee
- On-the-job impairment or possession
The Sometimes Speech
"Sometimes job problems like these are the
result of things going on outside the workplace.
The company does have an Employee
Assistance Program. It's free and it's
confidential. It has helped a lot of people."
There are two possible types of
management referrals
Voluntary - The manager reminds the
employee of the EAP benefit and informs them
that it is available to assist the employee with a
wide range of issues. The manager reminds them
the EAP service is free and confidential.
Required/Mandatory - The manager
informs the employee that a referral to the EAP
is being made based upon some documented or
observed reason (performance, conduct, and
attendance). Participation in the EAP may relate
to other company policies.
A grievance can have up to four
phases:
(1) The management resolution
steps;
(2) Qualification for hearing;
(3) Hearing; and
(4) Review of the hearing decision.
Not all grievances are qualified for
hearing. For example, under the grievance
statues, grievances that relate solely to
layoffs, transfers, assignments, or the
content of personnel policies, cannot
proceed on to a hearing. On the other hand,
some issues are automatically qualified for
hearing, such as formal discipline or
dismissal for unsatisfactory performance.
Attorneys serving as Administrative Hearing
Officers conduct hearings in qualifying
grievances. Even if your concern is about an
issue that cannot be qualified for hearing, it
is important to note that many grievances
result in resolution during the management
steps, without a grievance hearing. For more
information regarding the grievance process
contact the EDR Advice Line at 1-888-23-
ADVICE (1-888-232-3842).
Grievance procedures are a means
of dispute resolution that can be used to
address complaints by employees against
management or to settle disputes between a
company and its suppliers, customers, or
competitors. The best-known application of
grievance procedures is as a formal process
outlined in labor union contracts. "The term
grievance as it appears in the written
contract refers to a formal complaint by
people who believe that they have been
wronged by a management decision. In fact,
studies show that 95 percent of collective
bargaining agreements include procedures
for filing and resolving grievances between
labor and management, usually through the
process of arbitration.
But grievance procedures do not necessarily
have to be so formal and elaborate. In small
businesses, the procedures may consist of a
few lines in an employee manual or the
designation of a single ombudsman to deal
with problems as they develop. Peer review
of employee concerns is another popular
way to address grievances. On the other
hand, some larger companies may create an
entire department dedicated to fielding
complaints from employees or customers.
Whatever form they may take grievance
procedures are intended to allow companies
to hear and resolve complaints in a timely
and cost effective manner, before they result
in litigation. Knowing that formal
procedures are available often encourages
employees to raise concerns or question
company policies before major problems
develop. It also tends to makes managers
less likely to ignore problems, because they
know that upper management may become
involved through the grievance process. In
union settings, grievance procedures help
protect employees against arbitrary
decisions of management regarding
discipline, discharge, promotions, or
benefits. They also provide labor unions and
employers with a formal process for
enforcing the provisions of their contracts.
Although having grievance procedures in
place is important in both unionized and
non-unionized settings, companies must
support their written policies with consistent
actions if they hope to maintain good
employee relations. "To make the grievance
procedure work, management and the union
have to approach it with the attitude that it
serves the mutual interests of management,
employees, and the union," Scarpello,
Ledvinka, and Bergmann wrote. "An
effective grievance procedure helps
management discover and correct
problems in operations before they cause
serious trouble. It provides a vehicle
through which employees and the union
can communicate their concerns to upper
management."
For grievance procedures to be effective,
both parties should view them as a positive
force that facilitates the open discussion of
issues. In some cases, the settling of
grievances becomes a sort of scorecard that
reinforces an "us versus them" mentality
between labor and management. In other
cases, employees are hesitant to use the
grievance process out of fear of
recrimination. Some studies have shown that
employees who raise grievances tend to
have lower performance evaluations,
promotion rates, and work attendance
afterwards. This suggests that some
employers may retaliate against employees
who raise complaints. It is vital that a
company's grievance procedures include
steps to prevent a backlash against those
who choose to use them.
A TYPICAL GRIEVANCE PROCESS
In a union environment, a typical grievance
procedure begins with an employee
presenting a problem to his or her immediate
supervisor within a certain time period after
the offending event has occurred. The
supervisor then has a set amount of time to
either respond or send the grievance on to be
addressed by the head of the department. At
this point, a union representative enters the
negotiations on behalf of the employee. If
the situation is still not resolved, the
grievance continues up the chain of
command to the plant manager and the
president of the local union. If the labor
union fails to follow the procedures at any
point, the contract usually specifies that it
must drop the grievance. Conversely, the
company is usually obligated to resolve the
grievance in the employee's favor if
management fails to follow the procedures
outlined in the collective bargaining
agreement.
If the situation still cannot be resolved, the
final step in the grievance process is for both
parties to present their side to an arbitrator.
The arbitrator's role is to determine the
rights of both parties under the labor
agreement, and his or her decision is usually
final. The labor contract generally specifies
the type of arbitrator used the method of
selecting the arbitrator, the scope of the
arbitrator's authority, and the arrangements
for the arbitrator's payment. A potential
intermediate step involves presenting the
grievance to a mediator, whose job is to
help the parties solve their own differences
before they reach the formal arbitration
phase. Mediation is usually less time
consuming and expensive than arbitration.
In addition, the mediator may be able to
teach the two parties dispute resolution skills
that may be helpful in solving future
problems.
PRESENTATION OF
GRIEVANCE:
1.  Prepare the case beforehand.
Have your facts down in writing. Organize and
understand your notes to guide your
presentation. Be confident. Anticipate the
company's argument and have your answers
ready. Make an effort to talk to the worker alone
before you meet the supervisor.
Talk the case over, if necessary, with other
representatives, your committee people, or
others who might help you.
2.  Avoid arguments among union people in
the presence of the company.
Once you are in the meeting with management,
maintain a united union front. If you have a
difference of opinion during a meeting, take a
recess and iron the problem out in private. It
does not look unprofessional to call a short
recess. If the grievant looks as if he or she is
damaging the case, stop the meeting and ask for
a short break until things calm down.
3.  Stick to the point, avoid getting led off on
side issues by the company.
Insist on discussing the issue raised by the
grievance only, nothing else.
Take notes during the conference.
4.  Get the main point of the company's
argument.
Try to narrow the area of difference between
union and company. Listen intently and look for
solutions to the problem that the company may
feel it can only reveal by subtle implications,
hints, indirect suggestions, or body language.
5.  Disagree with dignity.
Avoid getting excited, angry or hostile. On rare
occasions, after you have reasoned that there
would be an advantage to the union, such
behavior may be advisable. The steward is
cautioned to keep him/herself under complete
control less he/she lose the advantage. Donít get
goaded into anger. When the company has no
case at all, they may try to provoke you.
6.  Avoid unnecessary delays. Justice delayed
is justice denied.
If the company asks for more time, try to
determine whether it is an attempt to stall or it is
based on a sincere desire for more facts needed
to settle the case. If the company is not trying to
stall, you should grant a reasonable extension.
You may need to go back to the company on
another grievance and ask for more time.
But when company delays are intentional, the
more time that passes, the "cooler" the grievance
becomes and the less support you will get from
the worker or workers involved. The more
grievances that are piled up in the procedure, the
more likely that the company will try to
"horsetrade" a settlement of a few grievances for
dropping of others.
7.  Settle the grievances at the lowest possible
step of the grievance machinery.
But make sure they are properly settled. It helps
to build better relationships in the department.
The union representative will feel like the vital
part of the union that he/she is.  The union
representative also wins respect from the
members of his/her department. Don't pass the
buck. If you can settle the grievance in the first
step, do so.
8.  The burden of proof is on the supervisor.
In discipline cases, this is true. In money
grievances, you might try to apply the same
strategy. Let the supervisor try to justify and
prove that the action he/she has taken is correct.
Don't try to show where he or she is wrong. Let
the supervisor first carry the burden of proof in
telling you how he/she is right.
9.  Avoid bluffing
It is only a matter of time until your bluff is
called; it is in the long run wiser to develop a
reputation for honesty.
10.  Maintain your position on a grievance
until proven wrong.
Avoid hasty conclusions that you were wrong.
Take time to give the matter considerable
thought.
11.  Be prompt...Follow the grievance
through.
Refer the grievance to the next step when not
settled. Give the representative above you all the
facts; also the arguments used in your discussion
with the supervisor. Don't allow the grievance to
lay around.
Delayed grievances mean delayed justice. Keep
a constant check on the progress of the
grievance and at what step it is. Report back to
the grievant and the department--they're
concerned too.
12.  Enforce the contract!
Contract adminsitration is a day-to-day activity
and should involve the stewards and the rank-
and-file. The best contract in the world has no
value if the workers and the union
representatives do not require the company to
live up to its terms.
GROUP 4
REPORT

SUBMITTED TO: PROF VIC PAGALILAUAN

SUBMITTED BY: ALONNA RAMOS

ABIGAIL SARTE

PAM GUMERA

CRISTINA UBALDO

EFREINE AMBROSIO

JANINE MIRA

MICHAEL GAMBOA