A Partnership for Strategic Planning and Management in a Public Organization

Abstract

The basis of cooperation between labor and management is a recognition of mutual interests. Partnerships take cooperation a step further by reassigning decision-making power. To examine what factors lend themselves to lasting labor-management partnerships, the authors conducted a case study of a partnership program in a public utility company. Labor and management undertook a joint effort to form a strategic plan. The foremost benefit was the creation of joint goals reached by consensus. Labor and management both had a stake in the plan and its success. Now, in each division of the company, an effort is being made to share decision-making authority. In a time when public sector agencies and companies are increasingly in competition with the private sector, workplaces were employees are active participants in guiding the organization will be essential to achieving and maintaining quality and a customer service-oriented outlook. The challenge is to identify a sustainable method oflabor-management cooperation. Joint strategic planning is a promising answer.

Additional information

Notes on contributors

Carrie G. Donald

Carrie G. Donald is an associate professor of public administration and director of the Labor-Management Center at the College of Business and Public Administration at the University of Louisville, Kentucky. Contact: [email protected]

Thomas S. Lyons

Thomas S. Lyons is an associate professor of urban and public affairs and director of the Master of Urban Planning Program in the College of Business and Public Administration at the University of Louisville, Kentucky. Contact[email protected].

Rebecca C. Tribbey

Rebecca C. Tribbey is a research analyst with the Labor-Management Center of the College of Business and Public Administration at the University of Louisville, Kentucky. Contact[email protected].