2. Currently, 100% of the funding for the visitors bureaus is collected through a 5%
tax on all hotel stays in the county, 25% of which is used to fund the Ypsilanti
CVB.
Both bureaus have historically served their respective communities with
considerable success, but hold different ideologies for how a CVB should be
serving the public.
3. The Ann Arbor CVB has long acted
as a traditional marketing and sales
entity with a primary focus on filling
the hotel and conference rooms in
Washtenaw County.
4. We've been impressed
by the successes of the
Ypsilanti CVB under the
leadership of Debbie
Locke-Daniel.
The bureau's get-your-
hands-dirty approach
has fostered civic pride,
welcomed new events
and helped neighboring
communities like Milan
do the same.
In Ypsilanti, the CVB
has had a very hands-
on approach in its
community. As the sole
champion voice for
Ypsilanti, it has filled a
void created by the lack
of leadership and
funding the city has
struggled with for
decades.
5. Ypsilanti may lack the hotels which would financially
support the establishment of an independent CVB,
but the entertainment and destination opportunities
pack a punch for a quirky college town wedged
between the Motor City and Ann Arbor.
6. Visitors and residents alike get a peek into the past at the Michigan Firehouse,
Yankee Air, and Automotive Heritage museums. Thousands fill Riverside Park each
summer for the Color Run, the Michigan Brewer's Guild Summer Beer Festival and
ElvisFest. At Eagle Crest, southeast Michigan's only golf resort, travelers sneak in
an afternoon course round before grabbing dinner at Sidetrack or Red Rock
Downtown.
7. Our hope in the merger is to see the drastically increasing
inventory of hotel rooms in the Ann Arbor area filled with
visitors who will not just dine, shop and sleep in Ann Arbor
proper, but seek out the highlights and hidden gems our
entire county has to offer.
8. If the board proceeds with the merger, we expect the CVB to
earmark funds and staff positions to leverage Ypsilanti in its
efforts to convince travelers to choose Washtenaw County.
While unified management and resources will better serve
the entire county, it would be a serious error to take a one-
size-fits all approach to marketing the county as the AACVB
has done to date.
9. Conflict Management
Currently, separately the cvb’s
strangely avoid each other but at the
same time are massively competitive
with one another. Merging into one cvb
still has this label behind their name
with what cvb the employee originally
started from. The concern for one’s self
is at a high within the company.
Competition Collaboration
Compromise
Avoidance Accommodation
high
Concern
For
self
low
low Concern for others high
10. Blake and Moutons
Currently, within the newly merged cvb’s the
management is overwhelmed with “country
club”style of managing the employees. “Country
club management” is when there is high concern
for people and low concern for production. This
kind of manager would concentrate efforts on the
establishment of a pleasant workplace with
friendly and comfortable human relations.
The newly larger cvb is in the transformation
stage of re-organizing staff, structure and culture.
The company is still receiving work but more
efforts are put directly inside for the time being.
Country club Team
Management Management
(1,9) (9,9)
Middle of the road
Management (5,5)
Impoverished Authority
Management Compliance
(1,1) (9,1)
Concern
for
people
Concern for production
11. New Direction
Change in conflict- the goal is to
change the conflict from avoidance
and competition and merge into
compromise and accommodation.
The end ultimate goal is to reach
collaboration. The cvb’s are looking
at one another as different and
competition with in positions but
once all the wrinkles are ironed out
the team will become one and
accept each other. With time
collaboration will rise.
Change in management styles-
the goal here is to transform
from “country club” into “team
management”. In order to
transform, the company has to
correct the team inside in order
to produce a product outside.
With team management both
the concern for people and
production are equal.
12. Distributive vs Integrative
Bargaining Bargaining
Maximize individual gains and
minimize losses
Fixed-sum issues with limited
resources
Compromises, trade-offs and win-lose
results
Information-seeking, withholding
data,and deception in disclosures
Maximize joints gains
Variable-summ issues shaped by
overlapping positions
Creative solutions not attributable to
specific concessions
Open sharing of information;accurate
disclosure of needs and objectives.
Goals
Issues
Outcome
Communi
-cation
13. Distributive vs Integrative
Bargaining Bargaining
I believe that the cvb’s were each at distributive
bargaining separately.
Examples,
-Goals; were individual gains against the other
cvb within the county(AACVB vs YCVB) but also
against other areas.
-Issues;issues were fixed with in means and
YCVB had less means therefore more issues
unresolved and looked like the worse CVB out of
the two.
-Outcomes; compromises have to be made when
having two CVB’s within one county and
communicating about events that would work
better at the others cvb locations then their own
and what benefits that cvb will get in return for
compromising.
-Communication; each cvb were secretive and
sneaky trying to find out information about how to
bet the other with new ideas. Some sources had
to side and withhold data from the other.
I believe that merging the cvb’s into one is
integrative bargaining. Examples,
-Goals; Working together the goals can be
larger and the competition can be geared
towards another county. Maximizing gains.
-Issues; together means could be more
organized and distributed where needed.
Overlapping positions is good because 4
eyes are better than two, better chances of
something not being missed.
-Outcomes; having one cvb results in less
confusion and less hoops to jump throw.
Merging together results in more options and
solutions.
-Communication; information is very broad
and open to everyone within the county. All
sources are revealed. More tasks are
accomplished accurately.
14. Factors influencing the conflict management
processPersonal factors;
-individual characteristic such as personality and gender strongly influence conflict. Stereotypical types
say men use more competitive strategies, where women resort to accommodation and compromise.
-People’s conflict management strategies vary according to personal characterics like aggressiveness,
introversion, or need of control.
-Turner and Henzel study(1987) found that women could also be very assertive when managing conflict.
-Burrell, Buzzanell and McMillan(1992) found that female managers described conflicts using the typical
“male” metaphors of war and aggression.
-It may or may not be based on gender but could be based upon individual “frames” a conflict will
influence the manner in which the conflict is managed.
(Framing is cognitive representations of conflict and the way the conflict is enacted during interaction and
the perception of self, others, and the conflict issue.)
-Example at WCCVB, the company is made up of both genders and different types of personalities which
makes each section unique, but with strong personality with another strong personality conflict is
expected. Taking each “frame” and understanding and resolving where the issue rooted will be the first
15. Relational factors;
-The relationship between the conflict parties appears to have a strong impact on conflict resolution. One
characteristic is power or where that person is positioned on the hierarchical scale.
-Conflicts with supervisors and administrators are also more emotionally intense than conflicts with
individuals that have the same hierarchical level.
-Relationship between conflict parties is how the relationship influences the interaction through which
conflict is managed. Meaning, workers depend on each other but also want to maintain their own
independence which would move them up or down the scale.
-Example at WCCVB, merging into one company will call for multiple people fitting into one position and
will work as a team to achieve the same goal but when it comes to awarding one will want to take the
cake.
16. Cultural factors;
Organizational, national, ethnic culture might influence the ways conflict is enacted and managed in
organizations.
-intercultural negotiations are less successful than intercultural negotiations between two national groups
because of the miscommunication of schema's within cultures.
-Ethnic and racial culture also may play a role in conflict negotiations, Turner and Shuter(2004) compared
african-american women and european-american women in terms of their approaches to and perceptions of
workplace conflict. Both groups viewed conflict negatively, but perceptions of african-american were
particularly negative and passive. In terms of conflict resolution, european- american women were seen as
being conflict-avoidance, and african-american women were seen as using more direct means of conflict
resolution.
-workplace could be difficult when subcultures are based on professional identity or hierarchical position do
not see eye to eye.
17. Questions
What will be the new culture for the new cvb?
What changes will they make to become more
collaborated?
What changes will be made in order to become
“team managed”?
Will there be cultural/ethnic conflicts? And will they
be heard?
18. Questions?
What changes will be made to become integrative
bargaining rather than distributive?
How long will these changes take to take place?
With the new merge how is Ypsilanti reacting and do
they think this was still a bad idea to merge?
19. Questions???
How has employees from YCVB been treated
since the merge?
How many people choose to leave the CVB once
the merge was official?
How is Ypsilanti’s small businesses doing now
that the CVB is gone? Any changes postive or
negative?
