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國中校長遴選政策之研究--組織協商與權力運作觀點 / The Research in the Selections of Junior High School Principals--The Viewpoints of Organization Negotiation and Power Manipulation張慶應, Chang, Ching Ying Unknown Date (has links)
本研究旨在了解國中校長遴選政策中組織的政治歷程,以微觀政治的角度來了解遴選組織中的政治現象,並用質性的研究方式訪談八位遴選政策參與者探求遴選過程的全貌,以分析國中校長遴選政策中個人及團體如何以權力為背景進行協商,運用那些處理衝突與利益的策略,以及探討遴選勝出的關鍵要素。最後探求國中校長遴選制度中,權力變化與協商對象改變的演化過程,並研究遴選政策帶來的省思與回應,作為未來改進的建議與參考之用。
本研究的結論如下:
一、以不變應萬變的「萬年校長」時代確實已成為歷史遺跡。
二、遴選委員會與政治勢力及政治策略的運作產生相當大的關聯。
三、遴選委員組成的「優勢聯盟」可以有效的決定校長的聘任。
四、在校長遴選過程中,參與的各方都有必要與其他人進行協商。
五、參與的各方之間因校長遴選而形成了上下交織的權力網絡。
六、協商產生了價值、權力解決了紛爭。
七、智慧的應用政治的策略,考驗行政者的管理藝術。
八、正視政治策略在校長遴選制度運作中的必要性與正當性,才能解決核心問題。
九、協商必須有權力做背景,協商中就有各種權力在其中運作。
十、決定國中校長任用的權力流動方向從省→縣市→學校及社區。
十一、遴選政策發展下去,最大的權力者竟然是被遴選的對象。
十二、「校長難為」應將是一種贊美與肯定。
十三、校長遴選就是一個政治制度,是眾人之事,也是協商妥協下的產物。
十四、適當與配合才是遴選政策的真知。
根據研究結論,提出下列建議:
一、對遴選政策主管單位的建議:
(一)明定主事者及參與者的權力與責任。
(二)正視政治策略在校長遴選制度運作中的必要性與正當性。
二、對候聘校長的建議:
(一)努力增加實力,學習互助合作。
(二)熟悉協商與權力運作技巧。
三、對後續研究的建議:
(一)擴大研究範圍。
(二)改變研究方法。 / The Research in the Selections of Junior High School Principals
--The Viewpoints of Organizational Negotiation and Power Manipulation
Chang, Ching-Ying
Abstract
This research primarily hopes to understand the political process and framework in the selections of junior high school principals. It will achieve this aim by examining the aforementioned selections from a micro-political standpoint, and will seek to grasp an overview picture of the electoral process through qualitative research. The research will also analyze the role of individual and group power struggles in the principal selection campaign tactics by examining their political management and tactics for handling conflicts and interests. Additionally, it will discuss the crucial key factors that led to some principal political victories and successful selections. Last, the research will study feedbacks and afterthoughts brought on by these electoral tactics and policies, so they can be used as suggestions and references from future improvements.
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Un nouveau droit de la négociation collective : essai sur la négociation organisationnelle / A new law of collective bargainingKappopoulos, Ioannis 01 October 2010 (has links)
La négociation collective est une pratique apparue, en France, à l’aube du XXe siècle. Elle compense au niveau collectif le déséquilibre entre employeur et salarié inhérent à tout contrat de travail individuel. L’essor de la pratique conventionnelle a conduit le législateur à élaborer un véritable droit de la négociation collective tendant à l’amélioration des conditions de vie et de travail des salariés.Depuis 1982, la négociation collective a également pour finalité l’amélioration de l’organisation de l’entreprise et des relations de travail. Les accords collectifs organisationnels défendent des intérêts plus généraux tels que l’intérêt de l’entreprise ou de la société et non plus uniquement l’intérêt catégoriel des salariés. Ils peuvent ainsi créer des obligations à la charge des salariés ou contenir des dispositions qui leurs sont moins favorables.Pour permettre aux accords organisationnels de développer pleinement leurs effets, le législateur a réformé les règles protectrices des salariés et autorisé les accords collectifs – notamment d’entreprise – à déroger, dans un sens moins favorable, à la loi ou à un accord supérieur.Cette étude a pour objet de démontrer qu’une autre voie était possible. En effet, la consécration des accords organisationnels pouvait se réaliser sans porter atteinte aux règles protectrices des salariés, traditionnellement inhérentes au droit du travail. Néanmoins, le caractère potentiellement dérogatoire ou « donnant-donnant » des accords organisationnels obligeait à réformer les règles relatives à leur légitimité. / As the 20th century dawned in France collective bargaining emerged as a new practice. At mass-level it compensates the inequality between an employer and an employee in the power relationship which stems from any individual employment contract.Following the development of that conventional practice lawmakers have established a new field of lawconcerning collective bargaining which aims at improving the working and living conditions of salaried workers.Since 1982, the aim of collective bargaining has been extended to cover the improvement of organization andrelations on the workplace. Organizational collective agreements have come to defend (more) general interestssuch as the interest of a given company or of society and not only the interests of the different categories of salaried workers. These agreements can thus create duties for the employees or contain clauses witch are less favourable to them.In order for the organizational agreements to be fully effective law-makers have reformed the regulations which govern the protection of employees and in some cases even approved collective agreements -namely company agreements- which depart from the law or higher level agreement, and become less favourable.This study will demonstrate that it was possible to act differently.Indeed organizational agreements could have existed without infringing the protection of worker’s rights, such asit is required by labour law. Nevertheless, the potentially less favourable character or quid pro quo principle of organizational agreements required reforming the rules relating their legitimacy
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