Title
Case analysis question:
What are the strategies used by U.S. companies today to keep them union-free and why is it critical to the success of an organization in meeting its goals and mission?

Introduction:
This week case analysis, Treadway Tire Company’s presents a great topic of discussion for everyone and a possible open channel to further study unions and the cause and effect within the work force. As we review in-depth the case of Treadway Tire Company, it provides an opportunity for the reader to ask several key important questions like what are the strategies used by U.S. companies today to keep them union-free and why is it critical to the success of any organization in meeting its goals and mission? Clearly this paper focuses on those issues and show how the Treadway Tire Company’s efforts to curtail the rising cost of doing business in the tire manufacturing industry suffered, while having to deal with multiple growing union and employee issues, that cripple and destroy the organization ultimately failing its goals.

Look pass Treadway Tire:
In order to better understand the problem we need to step back and take a better in-depth look at the overall picture. First and foremost, why were unions created, previously I prepared a paper about the labor movement in the United States and how it gained its humble beginnings in 1768. How it fought and struck a good blow for the worker by protesting wage reduction. Since then, the fight for fair wages and decent working conditions has resulted in significant successes, while being fraught with terrible suffering and loss. At first glance it would seem that the Union/Employee Relations Policies at the plant were in good order, however, evidence and time prove wrong.

Issues: Treadway Tire's plant in Lima, Ohio had major issues, which resulted in strong job dissatisfaction and high turnover among its line foremen. Additionally, the problem of turn-over at the plant focuses directly on the continuity of ascendance, which required-‘education and skills’- to these elevated management positions. With regards to the ranks of this exclusive group of management workers there were four critical areas of control that required staffing by them, i.e. the line foremen. These operating areas comprised Production, Maintenance, Material Control, and Quality Assurance. In order to staff these operating sections the company predominantly utilized the means of recruiting qualified candidates from within the ranks of its blue collar labor force; a labor force consisting of mostly non-college graduate Additionally to the already large issue mentioned that creates low morale, the foremen are caught in the middle of an adversarial relationship between the union and management, and they must cope with the needs and interests of both parties, which gives a new meaning to this saying: “dam if you do-dam if you don’t”. They also perceive limited opportunity for career advancement. Solving the problem requires rethinking the philosophy of unions, evaluating the Treadway culture procedure that has taken over the organization, and have change the management thinking making them less conducive in their overall mission.
The union contract dictated job classification, pay rates, the schedule for pay increases, overtime rates, benefits, health/safety standards, and grievance procedures for hourly workers in the plant, however, deeper factors were causing dysfunctional behaviors to permeate throughout the workforce. According to the management at one time during 2007 it was deemed essential by the company’s HR advisor Ashely Wall to initiate a procedure, which would conceivably reduce costs by curtailing the growing rate of employee attrition especially in the case of plant foreman turnover-starting the beginning of a bad cycle. While pay and benefits are often hot topics in union organizing tactics, employees are most influenced to join a union when the company is perceived to be unfair, unresponsive or offering substandard working conditions to employees. It is clearly understandable and experience has demonstrated that employees join unions because of their dissatisfaction with how management treats employees. Additionally, a belief that a union can make conditions in the workplace better are not always the case as we see in this analysis and the action of Treadway Tire.

Having the opportunity to work many years in different capacities in the State of New York, a state that has strong ties to force union rights. And later moved to my current State of Florida a total opposite “as a right to work state”, it has provided me with a great opportunity as a senior level manager to see how organizations in both states events operate their respective government and private sector jobs while under different union circumstances. Furthermore, this analysis and work experience helps to better understand the many strategies currently used today to keep organizations union-free and mission oriented.

What are the strategies used by U.S. companies today to keep them union-free:
The first and most valued strategy is to maintain an aggressive dispute Resolution System. Most successful union campaigns are driven by unresolved employee concerns. Proactive employers understand the value of flushing out employee grievances effectively and promptly. The standard “open door policy” rarely works well because most employees distrust the “pay back” potential of back channel reprisal to employees who have circumvented the chain of command. Employers who maintain a high level commitment to conflict management will impose formal dispute resolution systems ranging from peer review to ombudsmen or HR hotlines intended to solicit employee grievances and address them promptly. Training of supervision in conflict management principles will assist in the maintenance of a workplace that is more productive and less susceptible to the costs of unresolved conflict such as litigation and unionization. It will be too late to alter the status or effectiveness of dispute resolution procedures after the union shows up. The law prohibits the employer from soliciting employee grievances and resolving them once a union organizing campaign begins.

Looking at Treadway Tires as an example, it should seem self evident, but without knowing who the supervisors and managers are, employers are at risk of a union’s successful organizational effort. These action at Treadway Tire helped to fuel and give movement to the already growing trend. Not all who wear the title supervisor are in fact supervisory. Likewise, many employees exercise supervisory authority without the title. The labor laws prohibit union organization by and among supervisors and impose very specific rules on supervisory conduct. Many elections are lost or unfair labor practices are committed by supervisors who follow their instincts and violate any of the countless counterintuitive election rules. Knowing who is “on the team” enables the employer to train these essential people in the technicalities of union organization and how to prevent it legally. Equally importantly, trained supervisors and managers communicate a consistent and trustworthy message of the reasons for union-free status in a fashion that makes the likelihood of ever undergoing union organizational efforts far less likely and focusing on mission goal.
Why is it critical to the success of an organization in meeting its goals and mission?

Looking at this case it is obviously clear that Treadway Tire’s forgot to follow and remember the Golden Rule that says, “We all want to feel that our work is valued, want to make sure that the company has competitive pay practices in place, and most importantly that they recognize employees for doing a good job”. It is a must for the success of any organization and industry that to succeed they were off bad union juju. Your mission and vision is your dream. It's what your organization believes are the ideal conditions for your community; that is, how things would look if the issue important to you were completely, perfectly addressed. It might be a world without war, or a community in which all people are treated as equals, regardless of gender or racial background. Whatever the organization's dream is, it may be well articulated by one or more mission and vision statements. Mission statements are short phrases or sentences that convey your community's hopes for the future. By developing a vision statement or statements, your organization clarifies the beliefs and governing principles of your organization, first for yourselves, and then for the greater community.

Conclusion:
Although recruiting tests, background checks including interviews based on-experience and job integrity for line foreman positions were articulate and comprehensive and the pay scale was noticeably higher than average the majority of Lima Plant line foremen still complained that they had no actual authority over the workforce in most instances leading to other crucial problems. HR specialist Wall came to the realization that executive managements concern over the lack of effectiveness within the line foreman’s ranks was being seriously overlooked in lieu of increased profit objectives. Although she and upper management were in agreement that the problem comprised a lack of proper training with regards to the extent to which line foremen’s were able to effectively understand the policies of and thereby control many issues emanating from union supportive- hourly employee work ethics.

Finally, the need to maintain and follow a vision and mission statements are very helpful in having and reatining members who are focused and bound together in common purpose. Not only do the statements themselves serve as a constant reminder of what is important to your organization, the process of developing them allows people to see the organization as "theirs." Draw people to common work. Give hope for a better future, and people will believe in something more completely if they had a hand in developing it. Enhance your organization's image as being competent and professional, thus reassuring funding sources that their investment was (or would be!) a smart choice. Ultimately, it provides an opportunity for the organization members to keep them union-free and a successful organization that always and all the time meets its goals and mission.