Stakeholder Analysis Assignment | Stakeholder Analysis

This assignment will become part of your WAC Assignment paper. The more detail you put into this now, the easier your paper will be later.

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For this assignment, you are asked to walk through the stakeholder exercise and try out your abilities to develop a Stakeholder Analysis on the Case Study. Later, you will use this exercise as the basis for the WAC Assignment paper.

Homework For You

Assignment:

Identify Stakeholders – 3-4 for each type of stakeholder (primary and secondary). Your stakeholder analysis for this assignment should include at least 8 different stakeholders. Include enough to portray a clear understanding of the situation at hand. Rows can be added as necessary. (Editable word doc is posted on blackboard).
Define and Understand Stakeholders – Describe and define and explain why they are a stakeholder.
Primary – Direct stake in the situation/organization, intimately involve with its success and failures. And most influential
Secondary – may be influential and affect and effected by the situation, however their stake is indirect or derived from the primary stakeholders.
Define Type of Stakes – identify the stake in the value the stakeholder has in the situation:
An interest
A right
Ownership
Define Stakeholder Influence – some stakeholders may have more than one role, if multiple roles, identify their most influential by making it bold:
Make it happen
Let it happen
Help it happen
Affected by what happens
Define Stakeholder Attributes:
Power
Urgency
Legitimacy
Identify Stakeholder Stakes Outcomes
Gain(s)
Loss(es)
CASE STUDY: 2019 UAW/GM Strike and Agreement

Sunday, September 15, 2019, at 11:59pm, 49,000 United Auto Workers (UAW) from across the country, walked off the job on strike against General Motors (GM). Their contract had expired and a new contract negotiation between UAW and GM leadership had not been successfully negotiated.

Homework For You

What set this stage began back in 2007 during the Government bailout of the Auto Industry when GM took $51billion of bailout money and the 2007 UAW contract agreed to concessions to save the company from bankruptcy and going under. The main UAW concessions included an agreement to assume a 3% cost share in health care benefits, reduced Cost of Living wage increases over the next 4 years, and GM to hire in “temporary workers” at a significantly reduced wage then legacy employees. GM in tern promised to invest the bailout money with a commitment to 14 assembly plants and 25 related parts facilities, agree to use available workforce and only outsource only facilities without a specific commitment. Since the 2007 agreement, GM has earned solid profits in excess of $35 billion over the past 3 years while closing plants across the country and moving production to Canada and Mexico.

For the UAW, at issue is reopening of shuttered plants, converting temporary status employees to full pay status, and GM wanting increase health benefits employee contributions from 3% to 15%. GM has presented an offer to improve wages, benefits and grow jobs in substantial ways. Neither side is happy with the offers on the table, hence the strike. Under the National Labor Relations Act of 1935 and subsequent rulings, it is legal for the workers to strike against GM and it is illegal for GM to fire the union workers and hire new employees.

This case is as real as it gets. It is a great way to assimilate all we have covered in Chapters 1-6 and incorporate many other topics from the whole text. From Corporate Social Responsibility, Citizenship and Sustainability to examining the relationship between business and society, balancing special interests, stakeholders’ value and how power, legitimacy and urgency all intertwine. It includes a solid discussion on the Stakeholder approach examining primary and secondary stakeholders and questions corporate governance and foundational corporate issues.

Please read the listed articles listed for more details and additional information. I strongly suggest also exploring what other date and perspectives you can find around the strike and agreement. Look also to media coverage, communications, tactics used by both sides pre during and post agreement. Pay attention to who said and did what, like other unions such as the Teamsters honoring the strike opting not to transport GM products. Or perhaps how GM announced, on day 2 to cut off, effective immediately, all healthcare benefits across the board to employees. These are all tactics that are employed to gain lavage in negotiations and to influence opinions of all parties, including public opinion. Be strategic in your thinking and check facts. Nothing is cut and dry and black and white.

Supplemental Articles:

https://fortune.com/2019/09/16/gm-uwa-strike-wages-benefits/

https://www.detroitnews.com/story/business/columnists/daniel-howes/2019/09/17/gm-offer-sets-floor-for-uaw-expectations/2344049001/

https://www.freep.com/story/money/cars/general-motors/2019/09/13/uaw-contract-talks-deadline-strike-gm-ford-fca/2266631001/

Post Agreement Commentary:

https://uaw.org/wp-content/uploads/2019/10/Updated-Highlights-PDF-for-Salaried-Workers-1.pdf

https://uaw.org/wp-content/uploads/2019/10/56100-UAW_hourly-1.pdf

https://www.crainsdetroit.com/voices-dustin-walsh/commentary-strike-deal-win-uaw-labors-reckoning-just-matter-time

https://www.freep.com/story/money/cars/general-motors/2019/12/05/uaw-contract-falls-short-gm-ford-fca/2588900001/

https://www.autonews.com/blogs/winners-losers-uaw-gm-tentative-deal

Stakeholder format ex:

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