Employment Relations

To: Boss From: Re: American Dream Analysis Date 12/5/2014 Subject: Local Union P-9 vs Hormel Meat packing Company. Preparation is key when it comes to negotiating an agreement and a prefect example would be the Hormel Company vs the Local Union P-9 workers(meat packing). The Local Union and Hormel Company both were placed at the negotiation table due to wage cut and “unfair treatment” that was conducted by the management team. This disagreement caused the Local Union to rally up members from the meat packing department that influence the workers and workers from other factories to go on strike. During this negotiation both parties made a few mistakes that are costly and time consuming. Hormel Company

These negotiation exercises are based on management-labor relations at Hormel Foods Corporation’s main plant in Austin, Minnesota. The local union was Local P-9 of the United Food and Commercial Workers (UFCW) Union. The simulations are intended to portray events that occurred at Hormel, rather than to reflect precise details in Hormel’s history. The company and union were intentionally disguised, with the aim of preventing possible bias in role-playing the exercises. The 1978 negotiation role-play presents a fairly accurate portrayal of management/labor relations at Hormel in 1978. The building of the new plant and the

Every year in this country, there are major labor disputes that result in strikes or work stoppages. In each case, the organization, the labor union, and the public are negatively affected. Why can 't there be a better way of resolving disputes between the management and labor unions to avert unnecessary strikes? Why does the relationship between the labor unions and management have to be adversarial in nature? Does anybody benefit from strikes and work stoppages? These are some of the questions that I will explore in this study.

Fontaine's or Gaudin's had good bargaining techniques. In my opinion these employees did not have enough time on the job, experience or in the business Their preparation for negotiations with Relient was inadequate. Adequate preparation should include careful study of strengths and weakness of both side along with the study of the need of the other party and ways to satisfy those needs. Every time that Fontaine's and Gaudin's met with Relient they should of tried to aim high to successfully get a good

The centralised organisational structure at Company K was primarily responsible for the issue that involved Dylan and the contract in various ways. Through the centralised organisational structure, decisions within the organisation run from the top to the bottom hence the Canadian branches in both Toronto and Vancouver unable to make decisions on their own but rely on instructions from Japan. Thus, all business activities had to be based on the headquarters in Japan for decision making. Therefore, the branch and operational managers in the respective Canadian and US branches lacked the autonomy to make decisions on their own. The lack of autonomy to make decisions was the primary reason that made Dylan on the contract issue.

In an article in the Portland Press Herald entitled “NLRB dismisses ‘bad faith’ bargaining claims against FairPoint” by Whit Richardson, The National Labor Relations Board dismissed the charges brought against FairPoint by two labor unions representing the Workers of Fairpoint. The Labor Unions has sued FairPoint for bargaining in bad faith when the Company walked away from the negotiation table and stated that the negotiation had reached an “impasse’’. Based on the outcome of the suite, FairPoint was preparing to hire new workers to replace the striking workers. The Company (FairPoint) was seeking $700 million in concession by freezing the pensions, seeking employees to contribute 20% towards funding their healthcare plans and elimination

The best alternative to a negotiated agreement is what every organization needs to fulfill their wants and needs. This is an advantage because they clench a clear target to which they can match any assigned agreement. The two articles discussed within this paper state two alternative negotiation situations that are compared to my current work setting. The first article involves a United States company named Kennecott during the 1960’s in hopes of a contract renegotiation with the Chilean government. The second case discusses

5-1, p. 32)—is similarly “broad enough to encompass [Plaintiffs’] claim that both execution and acceleration of the consulting agreement itself were procured by fraud.” Prima Paint, 388 U.S. at 406. Curiously, Plaintiffs ask this Court to undertake a Prima Paint analysis while declining to refer it to the contractual language at issue. Rather, Plaintiffs petition this Court to entertain the tautological argument that this Court must try the issue of Defendants’ alleged fraudulent conduct to assess whether it “relates to” the supply agreement. The sort of analysis advanced by the Plaintiffs is precisely the analysis that the Congress and subsequent judicial authorities have admonished, and would undermine “the federal policy favoring arbitration, and [resolving] ambiguities as to the scope of the arbitration clause itself . . . in favor of arbitration.” Aggarao, 675 F.3d at 368 (quoting United States v. Bankers Ins. Co., 245 F.3d 315, 319 (4th Cir. 2001)); Mitsubishi Motors Corp. v. Soler Chrysler-Plymouth, Inc., 473 U.S. 614, 631 (1985) (the strong policy favoring arbitration “applies with special force in the field of international

Prior to analyzing the 3 hypotheses we should define the main actors that were a part of the negotiations. Management part included Rod Andrew (Canadian GM negotiator) and Roger B Smith (United States GM negotiator). Labor part included Owen Bieber (UAW agent), Buzz Hargrove and Bob Nickerson (UAWC deputies), as well as, Robert White (UAWC director). Also, the votes that powerfully counted were the Canadian plant legislators, therefore, based on that we count them as actors.

This paper will describe the problem that Pacific Oil Company faced as it reopened negotiations with Reliant Chemical Company in early 1985. Secondly I will identify and evaluate the styles and effectiveness of Messrs, Fonatine, Guadin, Hauptmann, and Zinnser as negotiations in this case. Finally I will outline what Frank Kelsey recommend to Jean Fontaine at the end of the case? Why?

Employment relation is one of the vital and critical parts of HRM. For making an effective and healthy relationship between employers and employees, it is important to understand the perception of employment relations along with its importance in an organisation (Wang & Chen, 2005). Thus, if an organisation fails to understand its significance of employment relations and unable to manager employer and employee relationship efficiently, this might lead to impact on the organisation power and will deter its strength and profitability. According to Singh (2011), employee relations is basically a study of regulations, agreements and rules through which employees are accomplished with collective and individual group, importance imposed to individual

In the beginning Terrill called the engineers for meeting and showed highly concern about the personal welfare and asked the question about problem, lacked in productivity and turn over. Engineers replied and show many complain without any hesitation. They asked about their job responsibility and response from the management for their work done. They blamed to the management, its negligence about the report and for the further implementation of issues covered by the report. After two-hour discussion in the meeting, Terrill summarized the future plan and condition. He promised the engineer to stay out of their work and feel free to continue the work that has been asked by top management. He prepared the meeting report as a daily report. He can submit his report though mail but he preferred it to bring with him to headquarter for quick and effective response from the board. In fact, he presented himself as a supporter, open minded and highly serious about his job responsibility. According to the two-dimensional model of Black and

The value of being prepared cannot be overstated when it comes to negotiations. Failure to understand one 's best alternative to a negotiated agreement (BATNA) options is one example of poor planning that can leave a party at the mercy of another. Such is the case of the Pacific Oil Company (POC) case study where POC and Reliant Corporation worked together to negotiate a business contract for the supply and purchase of a vinyl chloride monomer (VCM) product. The negotiation process did not go as planned, and the following will explain the case overview, provide insight to the various negotiation styles and tactics utilized in the negotiation process, and explore the anticipated outcome of the contract negotiations.

The subject matter of the case is presented as a negotiation between a real estate developer, Hawkins, and a possible anchor tenant, Discount Marketplace. Both parties are represented by professional negotiators: Myra Hart is representing the Hawkins Company and Genia is representing the Discount Marketplace.

Lastly, it seems that Dubinsky was unable to handle the problem in the correct manner. She had numerous reasons to believe that her current approach for distribution was working fine and Jobs lacked a strong reason to completely change the approach. She believed that the company was necessarily acting as a financer for the dealers, most of whom were not very strong financially. If this process is changed, it could be catastrophic for the dealers. The problem with Dubinsky was the fact that she was not able to sell her ideas to the top management. She believed, very simplistically, that she was supposed to handle her own job, and no one else should meddle in her realm of responsibilities. That was not the correct approach. She needed to justify her actions to her superiors and should not have felt let down if asked to explain her position. She also seemed to be quite inflexible in her approach. She had dismissed Jobs approach without analyzing the possible merits.