Industrial Relation Perspective

Conflict Model
Vs.
Collaboration Model
CONFLICT MODEL
 Definition

 The conflict model of criminal justice , sometimes called the

non-system perspective or system conflict theory, argues that
the organizations of a criminal justice system either do, or
should, work competitively to produce justice, as opposed to
cooperatively.
 The Capitalist Class
  consists of the owners. In Marx’s day that would have mainly
been the owners of factories, mines, railroads, etc. Today, the
owners of the means of production may control more than just
factories- they may own large multinational corporations and
companies. In a post-industrial economy, they may own the
means to produce and distribute information (such as
entertainment and media) not just factories.
 The Managerial class
 works for the owners of corporations. They are upper level
executives, senior vice presidents, CEOs, etc. They identify
with the owners and may often own a piece of the corporation
themselves as part of their compensation.
Example- Michael Eisner is the CEO of Disney Corporation.
Steve Ballmer is the CEO of Microsoft.
 The Small Business class
 Consists of people who own their own relatively small
business (which may be incorporated.)
Examples might be a locally owned restaurant, a family farm,
a doctor or lawyer or dentist with his/her own practice. Their
economic interests may lie upward with the capitalist class or
downward with the working class depending upon the
circumstances. But they are likely to be conservative and
believe that the system as it is is best for their interests.
 The working class
 The working level own nothing except their labor (which in
Marx’s view was appropriated by the capitalist class to secure
profit for its members.) Even if they own a home, car, boat, etc.
often the bank (owned by the capitalist class) actually owns
these.
 Blue collar workers are the traditional factory, construction, truck
drivers, etc.
 White collar workers are professionals such as office workers,
nurses, teachers who have more education but do not own their
own businesses.
 pink collar workers Women in these jobs are referred to as.
COLLABORATION MODEL
Dafinition
Three Wheels Of Collaboration
 Strategy
 Governance – ownership, resourcing and decision making
processes for collaboration.
 Roadmap – overall strategy and roadmap for the adoption and
growth of collaboration within the organisation.
 Business value – demonstrated business or organisational
value of collaboration, and alignment with core business goals.
 Strategic focus – organisation recognises collaboration as a
‘top line’ element of overall success and strategy.
 Capability
 Collaboration tools – designing and deploying effective
collaboration tools
 Collaboration model – overall model for collaboration, in the
context of information management strategy.
 Support for the individual – providing individuals with
personal tools and support for collaboration.
 Fostering connections – skills and support for fostering
interaction and relationships between people.
 Capacity
 Culture of collaboration – integration of collaborative
practices into “the way we work” throughout the organisation.
 Individual readiness – the skills, background, practices and
personality of individuals for collaboration.
 Social networks – the breadth and strength of social and
interpersonal relationships within the organisation.
 Business opportunity – the time and opportunity for
collaboration within daily work practices and overall business
model.
 Importance of Collaboration Model
 This is a descriptive model, that oulines all the elements of
collaboration, and it can be used in a variety of ways:
 Basis for a self-assessment of where collaboration activities are
currently focused in the organisation
 To identify areas of strength and weakness in collaboration
strategies
 Basis for research and learning about collaborative approaches
 Way of structuring a collection of collaboration techniques and
approaches
 Shared model to build understanding between practitioners of
collaboration
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