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Strategic framework

1a. Walton, Cutcher-Gershenfeld and McKersie’s strategic negotiation argues that for the management to ensure good business operation, they have to choose between fostering and forcing their recommendations. They argue that some implementations in the organization can be forcefully introduced to employees and their responses remain positive. They also argue that fostering is also important in implementing some of the operations in the organization. The application of any means of management either fostering or forcing depends fully on the relationship that has been created between the management and employees. When drastic changes are required by the management towards the employees, it is appropriate to use forcing strategy as extension of the dialogue with different unions are of no help to the business. On the other hand, fostering is applied when the company focuses on the work type that requires great involvement of the employees in doing their work. They establish the framework that the union only needs to shape and protect the employees, but at different situations the management needs to decide without considering the union’s stands and position (Fraught change in a Utility Business, 2016).

1b.The old management strategy was a fostering means of leadership in managing the organizations and employees. The strategy was based on the guidance that the unions were providing as their regulations on dealing with the employees. Too much time was taken towards ensuring that the new idea into the organization was as an agreement between the employees and management. It involved consultations with the workers at any point of introducing change into the business with too much value accorded to the social contract (Fraught change in a Utility Business, 2016).

1c.The choice of the strategy was based on the fear of losing confidence in the needs of the society as well as giving priority to the unions. The choice of the strategy is poor, as it does not put the priority and aims of the organizations at the front positions. The factor that resulted to the poor performance of the strategy was its idea of putting the unions’ interest ahead of the organization’s objectives (Fraught change in a Utility Business, 2016).

2. The new CEO of the company employed both the forcing and fostering strategies in managing the employees for the organizations. This involved redundancy programs for the employees without the consultation of the unions but providing the required compensations which certified the unions. Some aspects of the company could me managed through fostering, as the workers were involved in discussions and good relationship creation. From the changes brought into the company, I would rate the management actions as being perfect as it even shaped further the relationship among the employees (Fraught change in a Utility Business, 2016).

3. For the company going forward, I would recommend the use of High-commitment management system which is in partnership with the unions and non-unions. The strategy will help the business to maintain the employees as well as inflict the spirit of full involvement of the employees towards the development and the operations of the organization. Also, the business will be able to work as per the regulations of the unions with consideration of the social contexts which motivate the employees towards committing themselves to work (Concept of the two figures, 2016). The company will implement the strategy through meeting with the employees and finding the problems as well as giving room for the employees to raise complains which are then solved by the management. The employees will be encouraged to practice good relationship among them as well as to accept the diversity in the cultures.


Concept of the two figures. (2016). A document explaining Figure 6.2 and Figure 6.4 with their concepts concerning the management and styles of management.

Fraught change in a Utility Business., (2016). A document of Case Study Fraught Change in the Utility business & questions presented as a word document with figure6.2 and figure 6.4.