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Excellence company should be managed from a unitarist perspective


The industrial trend which starts in Britain in the late 18th century (1) possessed change the framework of the business. Prior to industrialisation, the majority of the economic activities were predicated on agriculture which was managed independently, therefore, only simple management technique was necessary. By the 19th century where there was a rapid progress in industrialisation, the management clubs faced new obstacles where a more complex management strategy was required to maintain the professional relations. Bigger business required more staff; hence you can find higher tendency of conflicts happening between the professionals and the personnel and also on the list of staff themselves.

Alan Fox's (1966) highly influential point of view on the employment relationships described three ideal frames - pluralist, unitarist and radical where people usually just discuss pluralism and unitarism. The central of unitary is that they understand an organisation as a and harmonious system, considered one happy family with a common goal and regard conflicts as a failure (6) where as pluralism involves acknowledgement that stakeholders in an organisation may have different goals and passions (7) and discord sometimes appears as inevitable. The problem of which type of organisational management frame this is the best arise due to difference in the people's thoughts and opinions. Some people see that business supervised by unitarist offers in more revenue and increases its efficiency and productivity while some think pluralism provides a better final result. The following article will be discussing a few types of organisations considered to be excellence and we will take a look at how these organisations deal with their industrial relationships.


Most of the successful and impressive companies which were studied as human resources management (HRM) models in america are non-union and use sophisticated HRM technique concentrating on the individual staff (Foulkes 1980) (5). That is consistent with what Alan Fox got mentioned an assumption where there are common interests across employees, managers and shareholders (non-union) and applying humanistic approach to conflict resolution which focuses on individual (4).

In the 1890s, Frederick Winslow Taylor of the Bethlehem Material Company founded a new philosophy of management by applying job specialisation, timed task and paying bonus deals as incentive to those who achieved targeted production. This was the beginning of time and movement studies and of the technological management movements (8). Among the principles of methodical management launched by Taylor is that they have to heartily cooperate with the men in order to ensure every one of the work being done according to the developed rules (9). This theory follows the basic assumption of unitary which really is a common interest among staff, professionals and other stakeholders. They obviously and therefore 'should' interact, hand-in-hand, as one-striving towards shared, common goals (10). Taylor's new method of managing workers and its production brought a significant change to the efficiency, output and the wages of the business. However, the personnel thought that by increasing their efficiency and productivity, fewer employees would be needed, and hence redundancies took place. Then, the company can increase its profit by minimising the price on wages paid. Taylor gets the opposite thoughts and it was proven that whenever efficiency and productivity increase, more goods can be produced with the existing resources. This implies, goods can be stated in less cost. With less price, the demand for the products would be increase and hence, more workers are required to meet the demand, not less. It is obvious to note that the technological management with unitary basic benefited both gatherings, the company; insurance firms more profit from increasing sales and revenue, and the culture; by increasing their purchasing electric power (11).


Generally, as the word itself, conflict is seen as negative push and unitary assume that it should be avoided. They respect the negative impacts of turmoil can be eliminated through the use of unitary approach to managing its industrial relation. The deepest root cause of conflict is the circulation of riches and power. For instance, the employers and employees have an alternative interest on wages. Wages-related to employees' wealth; are part of the employers' costs which they must seek to reduce. However, they are really the main way to obtain employees' income which of course they would like to optimize (12). The misused of vitality by the administrator causes the employees to 'retaliate' that will then lead to conflict in industrial romantic relationship.

Strike is one of the examples of resistance by the employees when there are conflicts between them and of course it does have an effect on the current economic climate and society. In Apr 2010, The Uk Airways' cabin crew strike added to hook fall in the amount of passengers moving through the six UK international airports (13). Another reach in Glasgow in Sept 2008 credited to pay battle triggers council services across Scotland to paralyse and impacting on more than 40, 000 children. Their parents were forced to devote some time off work or organise crisis childcare as the city's 169 principal classes and 126 council run nurseries were shut. Bin selections and cemetery services were also afflicted as workers sign up for the dispute (14). Cooper Tire & Silicone Co. also being in the same fishing boat as Uk Airways' when it sank into another quarter damage as disruptions from a month long reach and harm net by $9 million, or 15 cents a show in 2005 (15).

In each incident, the main of the challenge is the turmoil of interest in the company. They do not have a common goal and many people are battling to ensure that they get what they need. The employees form a union to struggle because of their right and pursuits while the managers stay, and hold on to theirs. That is why unitary ways of managing an organization is reported to be the ultimate way to choose to avoid these conflict effects. Trade unions are deemed as unneeded and discord is perceived as disruptive (6).


Managing an establishment in a family-like-organisation appears to be healthy and harmony without any disagreement. However, not absolutely all organisations are suited with unitary way specially when it involves a sizable number of staff. They may have different degrees of loyalty, dedication and willingness to give their all or withhold a few of themselves from absorption into the 'unitary culture' (16). Another key feature of unitary is that the employees have to unquestioningly take up the assumptions, goals and terms of management (17). In an exceedingly large organisation, the employees especially the semi-skilled and unskilled labour i. e. blue-collar employees have almost zero possibility to voice out any disagreement and they are likely to follow the goals arranged by the director. Therefore, the 'common goal' is not based on everyone interest's, but based on the power any particular one hold within an organisation.

In 1914, despite a remarkable success for Henry Ford in his Ford Engine Company and for the millions of Americans who could now find the money for cars, the staff who actually produced the autos on the other hand, experienced many individuals and public problem resulted (17). Ford got his own goal; to reduce the price tag on production, hence, disregarding other hobbies. He handled everything especially the production line and brought him into turmoil with professionals, who often were fired when they disagreed with him and possessed caused many skilled people left Ford to become listed on other car companies (17). Instead of being unitary, Ford supervised his business just like a 'communist' who use his totalitarian vitality in the company. His bossy frame of mind has triggered him to handle the situation of high worker start, absenteeism and discontent. To solve this, he then increased their wages and cut the working hours. Another process of unitary sometimes appears here; Ford focusing on conflict image resolution techniques somewhat than evaluating the root cause for conflict (17).

It is clear that the conflict still is available in the company even though unitary management was applied in the company. The difference is the fact, the discord is not noticeable as the employees don't have any chance to say a expression or their opinion is not being acknowledged.


Edwards advises in his publication that 'structural antagonism' might be an improved term than issue, because conflict can imply that workers and professionals are constantly obvious at battle which in practice they don't (12). Even though most people consider conflict as negative, in certain cases, it does help in bettering the business decision created by the managers as they do not necessarily work rationally and in interest of all members of the organisation.

Conflict arises when there's a disagreement between two gatherings. In 1964, the Survey of the Royal Percentage on Deals Unions and Employers Organizations (The Donovan Report) suggested pluralism as a pragmatic, effective option to the unitarist approach (18). By tuning in carefully to the opponents, people within the company may think deeper about the problems mentioned and later, make a better decision. Those that disagree about steps to accomplish an objective will come up with new and better techniques (19). Or at least, by taking the opinion into consideration, the professionals and disadvantages will be discussed, final decision is made together and conflict has been taken care of efficiently.

If issue is still left without attention, employees will probably unite and form a union. Trade union is said to be resistive, causing the task to be inefficient, delay in production and impact the society all together. Alternatively, most experts agree that unions experienced a major impact on the management process in American industry. Oddly enough, the union's impact and the collective bargaining process is wearing management is often positive (20). We can see that, discord can be constructive and the family-like environment still can be maintained if conflict is being tackled smartly with every decision is manufactured in the eye of all customers.


Toyota shows among excellence organisation using its incredible reputation. Toyota's annual profit by the end its fiscal yr in March 2003, was $8. 13 billion- bigger than combined revenue of Standard Motors, Chrysler and Ford, and the largest annual profit for just about any auto machine in at least ten years. Its net profit margin is 8. three times greater than the industry average. They have its own strategy and strategy in handling the business called The Toyota Way and creates the perfect environment to apply these techniques and tools by;

fostering an atmosphere of continuous improvement and learning

customer satisfaction i. e. producing quality products

getting the product quality right the first time

grooming market leaders from within somewhat than recruiting them from the outside

teaching all employees to be problem solvers

growing as well as suppliers and lovers for shared benefit

From what Toyota did, we can see the mixture of unitary and pluralism. They have a distributed vision but the top management allows them to believe from the box to resolve the problem they experienced. It demonstrates they allow discord to are present and the staff are being trained to resolve the situation. Toyota has its proper weapon made famous to the production world such as just-in-time, kaizen, one-piece flow, jidoka and heijunka where all these strategic are successfully implemented. Therefore, we can easily see here that excellence organisation is definitely not monitored by unitarist perspective.


Today, moving towards more competitive business market, most of the excellent organisations are manage by blend of both, the unitary and pluralist. The professionals and workers shared one common goal, are a 'happy family' and at the same time allowing discord to exist. To keep it under control, problem is solved by frequent appointment and talk so that everyone has a chance to give an thoughts and opinions in order to achieve the goal. Suggestion box, analysis form and team work encourage the workers to words out their thoughts and focus on what they think is best for the business. Improvement in education system also has been made to develop the culture of teamwork, enhance communication skills and encourage students to become more creative and progressive. So, it can be concluded that the natural unitary management is not relevant anymore and more adaptable environment is created to permit everyone to give in their finest.

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