Managers have some degree of choice in how they treat their employees. (Purcell, 1987) Some may see it as a commodity while others may see it as an important and valuable resource that needs to be developed. (Purcell, 1987) Managerial prerogatives are defined by Bray, Waring and Cooper (2011: pg 332) as “those areas of decision making within an organization over which managers claim to have an unrestricted right to decide as they see fit appropriate." It is important to define management prerogatives in order to establish whether legislation has increased or decreased them. Defining managerial prerogatives is also important if we examine different managerial styles and strategies and observe whether they play a role in increasing or minimizing managerial prerogatives. Managers will always have some degree of control over their employees because most daily workplace activities, such as workplace rules and procedures, tasks, and which employee performs which tasks, are decisions made by the manager without consulting the employees and trade unions. (Bray, Waring, & Cooper, 2011) The laws and regulations surrounding managerial prerogatives only seem to argue in favor of employers being the sole decision makers in an organization and decrease the amount of bargaining power that unions and employees have with respect to pay and conditions. (Bray and Waring, 2006) Laws and regulations affecting industrial relations since 1900 have, with each reform, placed more severe constraints on the amount of power that unions are able to exercise. The reforms also radically increased managerial prerogatives, through greater use of individual bargaining, contracts and restrictions imposed on unions (Bray and Waring, 2006). Bray and W...... half of the document ...... managerial control to be more effective must be adjustable and interchangeable Felstead, Jewson and Walters (2003) conclude that managerial control is directly related to visibility and employee presence in the office because it allows managers to ensure that employees are actually working and allows managers greater discretion over how work is completed and ease in monitoring employee productivity levels. When these control strategies are linked back to managerial prerogatives, it is easy to see that managers' discretion increases because decisions regarding workplace tasks are made without consulting employees or unions. This is because employment contracts do not establish details regarding the performance of tasks in the organization. (Bray, Waring, & Cooper, 2011) In conclusion,