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During our negotiation with D.G. Barnhouse (DGB), we intend to utilize an integrative bargaining strategy with management. Before coming to this conclusion, we weighed the advantages and disadvantages of a distributive approach, however, we eventually decided to take an integrative and predominantly interest based stance versus a position based stance in our negotiations after assessing internal and external environmental factors. In addition, we settled on this strategy because we ultimately believe that management and the union share at the very least, one fundamental common interest, which is the firm’s financial stability. That being said, even with our plans to use integrative bargaining, we still plan to negotiate assertively to achieve

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

When negotiating a contract in a multiple employer or multiple union structures, management must first be proactive rather than reactive when preparing to negotiate to negotiate for a contract. It is very important for the employer that is associated in collective bargaining, due to the fact that one third of all employees that are covered by union contracts are considered to be working under multiple employer agreements. The multiple employer and union structure deals with the smaller and the larger unions at different sights or locations that have agreed to join together and deal with the terms of bargaining collectively to improve the company (Holley, Jennings & Wolters, 2012). Single union is the most common bargaining the Canada. Many

Negotiation permeates the interactions of almost everyone in groups and organizations. For example, labor bargains with management.

Collective bargaining is often viewed as a diametric opposition between labor and capital. The Egoists versus the Pluralists. The working class versus the corporate elite. This view, however, is based on the faulty assumption that bargaining is a zero-sum game, with a clear winner and loser. Bargaining can be made a process in which the needs of firms and workers are addressed and understood-- but this possibility requires deliberate action on the sides of management and unions. By participating in the simulation exercise, both teams were exposed to and made aware of the potential that bargaining holds in reconciling the interests of management and labor in a way that ensures optimal outcomes for both groups. In achieving this “optimal outcome,” three themes were omnipresent-- the priorities of each side and the consequent value ascribed to certain parts of the negotiation, the role of total and relative power, and the role of integrative bargaining.

From this case, one very prominent issue is , labor negotiations. Collective bargaining or negotiation among labour unions and corporate houses develop a specialized area in the negotiation world. The only differentiating factors are legal and interpersonal aspects (Craver, n.d.). In this case there are two main negotiators or bargainers. Mark represents the union and Jane represents the business house.

Exploring the use of mediation and its potential value in comparison to negotiation and arbitration is the focus of this discussion. Understanding the meaning, background and history of Mediation including its strengths and weaknesses will assess its value in labor relations. Assessing the use of Grievance Mediation in both the federal system and incidents of strikes between Labor and Management will be reviewed. Demonstrating the effectiveness of Mediation for collective bargaining in cases where rights are protected by federal law (Steadman, 1987).

If we look at this fact in the light of a labor relations ' negotiation agreement process, having skilled negotiators on the team provides a huge advantage for one party over another. In such a large scale

The managerial bargaining unit has never received formal training for the negotiation process, which serves as the key to locking in favourable terms for management over the next three-year period. There is an opportunity to engage in training and development ahead of the bargaining process that will have a direct and immediate impact on the future of the agency. The bargaining process not only determines the quantitative outcomes through the collective

Labor contract issues are challenging for any manager. This is particularly true of public administrators serving in the public sector. For many administrator?s one of their most difficult responsibilities is negotiating with a union that represents employees these same administrators must ask to be proficient in their roles to serve the public good. Realizing that ultimately, the public elects officials that control the hiring and firing of the administrator. However, as the employees are successful, so then will the administrator be successful. This places the administrator in a difficult position as they must work almost daily with the employees and the union representatives, but at the same time the administrator must represent the best interest of their constituency ? the general population ? to which they are ultimately responsible. This dynamic creates a necessary tightrope that can be difficult to walk with the administrator desiring to ?play nice? with the employees while at the same time not getting trampled by these same employees from their demands during negotiations. Luckily, a prudent administrator can take steps to navigate this fine line while preparing for the negotiation, during the negotiation and after the negotiation of a collective bargaining agreement. If the administrator?s goal is labor harmony before, during and after negotiations?and public harmony before, during and after negotiations then the most important aspect of negotiations starts

The selected article investigates the first contract arbitration’s ability to foster bargaining relationships, in which the author discourages any misconduct by analyzing the effect on decertifications. Weinberg (2015) states how the Employee Free Choice Act (EFCA) sought to amend the National Labor Relations Act (NLRA) by introducing various changes. The changes include a card-check system for union certifications, first contract arbitration (FCA), and more severe consequences for violations of the Act (Weinberg, 2015). The author also mentions that by permitting access to arbitration in certain first contract situations, this amendment was created to address the difficulties that new bargaining units may experience in obtaining a first

Parties in negotiations are all different whether they come to the table assuming a hard, un-bending stance; because it is personal in nature, or because they reflect our values, morals or cultural beliefs. History has shown many successes and failures as a result of the aforementioned. One exampled negotiation was the UPS strike in 1996, where the Teamster Union challenged one of today’s largest global providers of packaged delivery and logistics on a major business strategy of hiring mostly part-time employees to save money; a practice used since opening the doors in 1907.

Conflicts happen in personal and professional situations every day. The individuals involved in disagreements or decision making normally aim to achieve the best possible resolution. A method to resolve issues is through negotiation. Negotiation is a communication process where the parties involved can interact with each other in an attempt to arrive at a resolution to the conflict that is mutually accepted. In fact negotiation is the most common approach used to make decisions and manage disputes (Moore, N.D). Believe it or not, everybody is a negotiator. Unknowingly most people act as negotiators in their everyday interactions with friends, family and co-workers (negotiations.com, 2014). When people are placed in a professional environment as a negotiator they have to be knowledgeable of the different negotiation methods and strategies so they can be successful. There are several negotiation methods that can be adapted to a particular situation based on the desired resolution. This paper shall try critically analysis why the bilateral negotiation method is the most preferred method for conflict resolution and business transactions by examining its two formats of negotiation: distributive (bargaining) and integrative (collaborative).

Conflicts are prevalent within business organizations, in fact, “eighteen percent of managers’ time is spent trying to resolve personality conflicts among staff members.” (Robbins & Judge, 2009, p. 486) According to Robbins and Judges’ research, there are three views of conflict in the workplace, “Traditional, Human Relations, and Interactionist views.” (Robbins & Judge, 2009) Equally important to conflicts and resolutions within an organization is negotiating. The ability to negotiate in business is critical to the success or failure of an organization. I will investigate two types, “Distributive and Integrative Bargaining” (Robbins & Judge, 2009)

Industrial bargaining is a concrete of understanding between an employee and an employer to design a proper agreement with the working rights, wages and benefits. To some extent, union representatives care for the employers if their needs are not properly fulfilled. It is a type of written and verbal agreement, which depends upon the mutual understanding between two parties. Their are two types of bargaining, which are centralized bargaining and decentralized bargaining. According to fair work 2009 Australian government emphasis’s more on decentralized methods to some extent which become beneficial for the employees to bargain according to their skills and abilities.