The Management Games includes problems in which any organization could find itself:
ˇ Avoiding a Strike
ˇ Planning the Church's Future
ˇ Valuing the Associates
ˇ Developing Affordable Housing
ˇ Keeping the Company Open
ˇˇˇˇ Avoiding a Strike ˇˇˇˇinvolves a collective bargaining negotiation between a large university and its clerical union. This game illustrates the tensions between competitive and cooperative strategies when an organization negotiates with its own members over wages and their role in decisionmaking in the work place. The players include the university president, the head of the board of trustees, the head of the Deans, the head of the faculty council, the head of the union, the head of the student council and the head of an ad hoc student group.
ˇˇˇˇ Planning the Church's Future ˇˇˇˇ a budgeting negotiation that involves a new minister's proposal for a capital fund drive to revive a dying church who encounters the many competing interests represented on the church's governing board. The dilemma faced by the new minister is similar to one confronting any new manager trying to change the direction of his or her unit or organization. How this new vision is reconciled with the goals of the organization is another difficult and classic challenge raised by this scenario. The players are the new minister, the conservative treasurer, and the heads of the worship, fellowship, education, property, charitable giving and membership boards. This game is applicable to any organization, be it for-profit, non-profit, religious, or secular that is facing a budgetary negotiation over scarce resources.
ˇˇˇˇ Valuing the Associates ˇˇˇˇ is a game about who to keep and who to let go in an organization. The particular facts of this game addresss how the first year associates of a large private law firm will be evaluated at the end of their first year. The partners invite the associates to make them a proposal to which they must all agree about the standards of evaluation. How much weight should be given to the number of billable hours, improvement, innate star potential, new client recruitment, public service, results, and racial and gender diversification of the firm? The players are eight associates who value each of these factors more. This game is applicable to the challenge faced by managers in any organization that must decide who stays and who goes and why.
ˇˇˇˇ <Developing Affordable Housing ˇˇˇˇ involves a competition among public and non-profit organizations to develop abandoned residential housing in a large city. This game raises the question whether the rules are different in the public sector from the private sector about how shared problems should be addressed. The players are the mayor; the city's redevelopment authority; a non-profit developer that wants to buy an abandoned four family building; another non-profit developer who wants to sell the building; another non-profit developer who has an option to develop the building; the police; and two competing residents' associations.
ˇˇˇˇ Keeping the Company Open ˇˇˇˇ is a four party negotiation involving the proposed closing of a shirt company and a union's efforts to raise wages in the shadow of this plan. This game teaches players how agents and their principals can have very different goals, values, interests and bottom lines. It is also an economic development game that encourages the players to look at ways to keeping the business alive, -- when it is facing being closed or sold. The parties include the head of the conglomerate that owns the shirt company, the head of the shirt company, the president of the shirt company's union and the head of the union's board of stewards.