Thesis (Master in Management) -- University of the Philippines Mindanao, June 2016.

Labor-management conflict is inherent in any company or organization. As much, there is a need for a mechanism that will cater to the formation of workplace cooperation and harmonious relationship. In addition, it is being projected that the labor unions and federations will ?wither away? under the new globalized economy. The intention of this strategic paper is to prepare a strategic plan for Associated Labor Unions-TUCP, as a major stockholder in the Philippine Labor Relations System. The challenge that needs to be addressed is the necessity to preserve the mere presence and survival of the organization. This paper will serve as a guideline for attaining the said vision, mission and other organizational philosophy. This will include or self-managed enterprises, enhancement of entrepreneurial and managerial competencies, development of skills to include conceptual, technical, and human relations to enable them maintain job security and cope with the challenges of global competitiveness. Thus, it is dreamed that through these new programs, there will be a paradigm shift from a traditional approach to an innovative way of operationalizing the federation. On the side, it is also envisioned that through this strategic paper, other existing programs will also be reviewed to improve its context and delivery. In the planning for the organization?s strategies, the Balanced Scorecard of Kaplan, R., and Norton, D. (2000) was used as the guide for Conceptual Strategic Framework in order to serve as a guide for a holistic approach in development and a medium for evaluation. The external and internal factors were then identified through the use of the external Factor Evaluation (EFE) and Internal Factor Evaluation Matrix. A SWOT analysis was also constructed to guide the formulation of seven strategies shown in the SWOT Matrix. To further the analysis, the strategies were divided into two major Strategy alternatives: 1. Maintenance/Survival of the Federation strategy is subdivided into three areas: Expansion-organizing the non-regular workers, Paradigm shift-development of workers education, Survival of the organization-development of other services/improvement of membership retention); 2. Strengthen professionalism/managerial capacity of lead workers strategy includes: Leadership Management system, professionalism of operations through enhancement of managerial competencies. With the use of the Quantitative Strategic Planning Matrix, the priority strategies were compared and prioritized which evidently showed that the strategy that should be given priority in order to attain the goals of this strategic paper for ALU is the Maintenance/Survival of the Federation and its corresponding subdivided areas. As such, the proposed implementing strategies and programs were divided into phases of transition, preparatory, implantation and evaluation with corresponding funding requirement or where the fund will source out and on how long the activity will be done through the time frame. To ensure that the programs to be implemented were on track and monitored accordingly, control systems, key result areas and key performance indicators were identified and discussed for ALU's guidance to progress, sustainability and development in the near future.