Effectiveness Of Joint Collaboration Between Unions And Management

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Jon Nelson’s goals were to instill a sense of ownership in department managers of Corvallis, Oregon and hold them accountable for delivering high quality, cost-effective services (Brock & Campbell, 2000). However, the relationship between labor and management was very confrontational when he assumed the role of city manager. His experiences with collective bargaining were in very traditional bargaining environments and he had very little experience with interest-based bargaining. This case traces the impact on service, costs, and capacity for problem solving, by demonstrating the conduct of collective bargaining, non-bargaining interactions, and contract administration with the city 's three bargaining units. This paper explores the effectiveness of joint collaboration between unions and management. Our focus is on the role of collaboration, process, performance, and efficiency as viewed by various city managers. By asking how do different collective bargaining and contract administration processes affect problem solving, conflict resolution, and management responsiveness; how does discussion and interaction with union leaders away from the bargaining table impact bargaining outcomes; and are collaborative processes in labor-relations too time consuming, or do they contribute to problem solving and trust building that save time in the end (Kearny, 2009). It is apparent that Jon Nelson should focus on a more strategic interest based bargaining or high performance work system

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