...In class we had our first group negotiation, which proved to be a very challenging exercise. There were two teams, a labor union and factory management. The factory management wanted stricter rules and lower labor rates while the labor union wanted good benefits, higher wages, and less regulation. In addition to having team interests we also had individual interests. For example, I was an employee who worked at the factory 30 years so my interest was to have less regulation and to have higher benefits. Although each of us, had a desire to win, and had our own interests that could have made the negotiation distributive, the best approach was an integrative approach. This negotiation was distributive in nature since it had to do with getting the “most” or “least” points yet it did not have to be. Since my team knew that a distributive approach would not lead us anywhere we decided to use an integrative strategy. For example, the other side was not going to give us a substantial increase in benefits regardless of our options so we needed to find a way to accumulate points a different way. Therefore, we began pushing for higher wages and we were able to get a fifteen cent increase to give us 3 points, we required that we signed the labor clause (+2), slight increase in benefits (+1), weak regulation( -1), and one management regulation ( -1), etc. Overall, as a team we accomplished a gain of 7 points. There was not enough time and the other side was not budging. We tried not budging...
Words: 843 - Pages: 4
...opportunity to meet with the company and discuss if any changes need to made. If an resolution can not be established the union would then be able to file a formal grievance. Why Realistic: Realistically it would not be fair to the union to not have saying over job classification and wages. It is important that all jobs classifications and wage schedule be reviewed by the union to assure that they are within standards of the current job positions and functions, It is also important to give the union enough time to accurately review new job classification or existing job classification that have been modified or altered. The wages of each job should coincide directly with the job function and responsibility this would help limit any unfair labor practices in wages and...
Words: 608 - Pages: 3
...and answer portion with the class: i. What comes to your mind when you hear the word Self-organization? ii. Do you apply it with yourselves? II. Introduction: Right to Self-organization Legal Aspect Labor and Worker's Rights ARTICLE XIII: Social Justice and Human Rights Labor Section 3. The State shall afford full protection to labor, local and overseas, organized and unorganized, and promote full employment and equality of employment opportunities for all. It shall guarantee the rights of all workers to self-organization, collective bargaining and negotiations, and peaceful concerted activities, including the right to strike in accordance with law. They shall be entitled to security of tenure, humane conditions of work, and a living wage. They shall also participate in policy and decision-making processes affecting their rights and benefits as may be provided by law. The State shall promote the principle of shared responsibility between workers and employers and the preferential use of voluntary modes in settling disputes, including conciliation, and shall enforce their mutual compliance therewith to foster industrial peace.The State shall regulate the relations between workers and employers, recognizing the right of labor to its just share in the fruits of production and the right of enterprises to reasonable returns to investments, and to expansion and growth. RIGHT TO SELF-ORGANIZATION What is Right to Self-organization? All persons employed...
Words: 1755 - Pages: 8
...3.1 Explain the role of negotiation in collective bargaining? Process in AIM Company When Mr. Jefferson investigated through the AIM Company, there were some problem between management and employees the management lack the trust upon the employees as well poor relation with unions. He wants to set out the vision for new employee relations. I am the management consultant of AIM Company so I will negotiation and bargaining in AIM organization between Mr. Jefferson and his managers on the employee relation culture. Collective Bargaining Collective bargaining is the process of negotiating the terms of employment between an employer and a group of workers. The terms of employment are likely to include items such as conditions of employment, working conditions and other workplace rules, base pay, overtime pay, work hours, shift length, work holidays, sick leave, vacation time, retirement benefits and health care benefits. In the United States, collective bargaining takes place between labor union leaders and the management of the company that employs that union's workers. The result of collective bargaining is called a collective bargaining agreement, and it establishes rules of employment for a set number of years. The cost of this employee representation is paid by union members in the form of dues. The collective bargaining process may involve antagonistic labor strikes or employee lockouts if the two sides are having trouble reaching an agreement. The nature and scope of...
Words: 712 - Pages: 3
...Benjamin Leo March 7, 2014 Labor Relations Final Identify two (2) different steps a company should take to prepare for its first round of bargaining with the union (pre-negotiation activities). Explain why each of the steps you have identified is critical to achieving an initial successful collective bargaining agreement with the union. Whenever you bring people together, then put certain individuals in charge of others there is going to be conflict. In the labor relations world this has been going on since the 18th century with the rise of trade unions. (FCMS). Once a situation arises where there needs to be collective bargaining both the company and the union have to take steps to ensure success. The focus of the company before even sitting down at the negotiation table is two fold. The first is to gain situational awareness. This includes understanding what exactly is going to be the issues and then looking back at previous negotiations. This review of past negotiations is a starting point to build the foundation of a plan. The second step a company needs to do before sitting with the union representatives is gathering data. This would include looking back at the past labor contract period and predicting changes. Bring hard numbers to the table help to bring strong evidence for the company’s case. A successful negotiation for the company will depend on preparation; that is why the first step may ultimately be one of the strongest factor on the outcome...
Words: 2301 - Pages: 10
...com/BUS-405-WK-5-Quiz-4-Chapter-6-All-Possible-Questions-BUS4054.htm BUS 405 WK 5 Quiz 4 Chapter 6 - All Possible Questions TRUE/FALSE 1. Centralized (multi-employer) bargaining is frequently not found in the construction, coal, and trucking industries. 2. A party's resistance point on a bargaining issue represents that point beyond which that party would prefer no settlement to settlement on unacceptable terms. 3. In labor negotiations, it is possible for both union and management negotiators to perceive they have been successful after completing contract negotiations. 4. Management would probably prefer centralized bargaining if it had three separate manufacturing facilities (bargaining units), each making the same product. 5. The proportion of an employer's total operating costs comprised of labor costs is termed the degree of labor intensiveness. 6. Bargaining power is more likely to be an important determinant of negotiated outcomes when the parties use a distributive bargaining approach or strategy. 7. Auto industry contract negotiations in 2007 represent an example of pattern bargaining. 8. Generally, high unemployment reduces the union's cost of disagreeing with management. 9. Smaller-sized (less than 10 individuals) bargaining teams are generally preferable to larger bargaining teams to enhance bargaining effectiveness. 10. "Voluntary" (also called permissive or non-mandatory) issues must be bargained over but agreement does not have to be reached...
Words: 1713 - Pages: 7
...Negotiation techniques- types of negotiations Distributive negotiations are negotiations that usually take place between people or companies that have not done business before and it is usually a one-time deal and one person is going to get a better deal than the other. This kind of negotiation could include selling a car or a house or buying something and bargaining the prize down. In this type of negotiations each person has their own interest at heart and tries to get the best deal possible and is not thinking about the other person and since this is a one-time deal with a stranger the way the other person sees him does not really matter. When you enter into a distributive negotiation it is important to try to make the other person make the first offer and then you can counter offer, also not to give out any information that could help the other person get leverage over you and therefor get the better deal. Integrative negotiations are negotiations that take place between one or more individuals and/or company’s. It usually involves dealing with many issues instead of just one like in distributive negotiations. In these kinds of negotiations everyone is going to benefit from the deal and the people involved try to find a solution that will be good for everyone, of course one can have more strength and therefor walk away with the better end of the deal but the purpose of this negotiation is to find mutual grounds that they all can agree on. These kinds of negotiations could...
Words: 842 - Pages: 4
...Queensland Barb-b-ques -- Confidential Information You are international marketing manager for Queensland Barb-b-ques (QBBQ), an Australian manufacturer of outdoor cooking equipment. Founded in 1958, QBBQ began with a single product -- a cast iron barb-b-que plate that was sold to be used in brick barb-b-ques that were popular during that era. By the late 1970s, QBBQ had begun to expand its product line as the baby-boomer generation matured and began cooking meals outdoors in a different way and on a more regular basis. During this period, the company experienced rapid growth and diversified into related merchandise such as kettle barb-b-ques and portable barb-b-ques, among other products. In the past 5 years, QBBQ’s growth has slowed. Two years ago, the company re-evaluated its product lines and sold some of the businesses it had acquired over the years, businesses that were not part of the company’s core product line. This included its outdoor weather protection division (portable awnings to protect from wind and sun). The company was on fairly good financial footing until this past year, when sales dipped. Still, QBBQ executives are optimistic about the company’s future. With the opening of new global markets through international trade agreements, there are more opportunities than once existed, including the opportunity for expanding markets in North America and Europe. At this point, however, most QBBQ sales are still concentrated in Australia. One of the products...
Words: 1609 - Pages: 7
...Cell Phone Negotiations MGT 557 April 8, 2013 Cell Phone Negotiations In today’s society, cell phones have become and necessitate and also have become a billion dollar business. Distributors of cell phones look for maximum profit by buying from manufactures’ at the cheapest price. Not only does price matter in negotiations, but considerations for individual differences such as cultural differences must occur for the outcome of a negotiation to be successful. In today’s economy, it is not uncommon for companies to go overseas for cheaper manufactures’ cost to increase profits. However, American companies who wish to compete internally in manufacturing products face the high labor costs in the United States compared to foreign countries. In this paper, the author will discuss a negotiation between a Chinese and an American negotiation team over cell phone cost per unit and possible influences that go into the negotiations such as gender difference, personality, culture and perception, cognition, and emotion. Summary of Cell Phone Negotiation The negotiation involves two teams, the all-American negotiating team from the United States and...
Words: 992 - Pages: 4
...NP New Contract Negotiation Name Institution A Nurse Practitioner is responsible for providing health care services to various clients who attend a medical center. A NP diagnose and treats both acute and chronic illness (Bailey et al., 2006). For one to be a qualified nurse practitioner he or she should have completed a formal education and training in the special are of practice and have a minimum of 500 hours of supervised clinical practice (American Nurses Credentialing Centre, 2006). The NP practice is increasingly being used, and its role are widely increasing. The new opportunities in this field bring with them the new challenges during contract renewal negotiations. The first tool used when negotiating for a contract renewal is the number of patients a NP would probably be attending to in a day. The NP should present the employer with the number of patients he or she expects to see now, at six months of employments and probably at one year of employment. The second point to consider is whether the position is salaried or is per hour, salary expectation differ for these two. When entering into a contract renewal negotiation, a NP should ensure that the two parties, the boss and the NP have something to offer to each other. For this case, the NP can offer services that lead to more revenue while my employer can give the NP a better contract deal. There should always be a win-win situation at the end of the contract negotiation. For instance an NP can...
Words: 694 - Pages: 3
...The purpose of this forum is for you to have the opportunity to role-play an actual negotiation session with the goal of developing a collective bargaining agreement. The specific topic to be negotiated is related to employee safety. In this forum, the instructor will divide the class into two teams. One team will represent management and the other will represent labor. Note: The groups will be switched in Module Five for a similar activity to give students a chance to represent each side. First, watch the accompanying video to get each side’s perspective on the issue. Your instructor has provided a rough framework of a collective bargaining agreement in the resources section for this module that provides some detail on the issue and how the agreement is currently worded. This will serve as the starting point for your negotiations. After watching the video, each team should immediately research the topic and use the discussion board to collaboratively craft the language in the agreement to favor their position. This initial language must be posted by Thursday of this week at the latest. Then, teams should begin using the discussion board forum as a negotiating platform and role-play a dialogue with the opposing side in order to come to an agreement on the specific language required in the agreement. The object is to rewrite the agreement with wording that addresses the issue in a way that each side is satisfied with the gains and concessions. The collective agreement...
Words: 337 - Pages: 2
...Under siege - 1 Under Siege: The Kraft Foods 2009 Labor Conflict in Argentina Roberto Luchi Austral University - IAE RLuchi@iae.edu.ar A. Ariel Llorente Austral University - IAE aal05@cema.edu.ar Paper Presented at the 25th Annual International Association of Conflict Management Conference Spier, South Africa July 12 14, 2012 Abstract: This paper examines a particular labor-management negotiation process, a Mandatory Conciliation (MC), as it is named in the Argentinean labor legal system, that took place from July through mid October, 2009, between the managers of the Multinational Corporation (MNC) Kraft Foods (KFT) subsidiary in Argentina -Kraft Foods Argentina (KFTA)- and the Workers Internal Commission (WIC) of the firm s most important industrial plant in the country. The Argentinean Ministry of Labor (MLAB) convened the MC negotiation to settle an organizational conflict, regarding of opposing views about what preventive measures were adequate to cope the risks posed over the workers health by the 2009 global epidemic outbreak of swine influenza A(H1N1), that escalated out of the parties control. The contribution of our case study, on such specific type of labormanagement negotiation, is that it allows to gain a better understanding on how negotiators, confront the complexity of contextual circumstances and manage the process and, in addition, that it explores through the theoretical lens of the Turning Points (TP) framework -precipitants...
Words: 8888 - Pages: 36
...XXXXX XXXXXXXXXXX Keller graduate school of management | hrm 586: labor relations ------------------------------------------------- Case study 10 An Anti-nepotism policy XXXXX XXXXXXXXXXX Keller graduate school of management | hrm 586: labor relations ------------------------------------------------- Case study 10 An Anti-nepotism policy CASE OVERVIEW Mr. Keith Walton applied for a job at Manatee Power plant by filling out application form (C-1) on January 5, 1999. The (C-1) form specifically asked the applicant whether or not he/she had any relatives employed at the company, to which Mr. Walton answered “no”. He was hired by Manatee Power Plant on April 30, 1999 where he worked until his release on November 2, 2006. Mr. Walton was discharged after the company learned in October 2006 that Mr. Walton did, indeed, have a relative employed with the company. At the time of the application, Mr. Walton did not know that his uncle, Bill Williams, worked for the company as well and there is no dispute regarding this fact and no question about Mr. Walton’s truthfulness on the application. UNION POSITION The Union makes several arguments in defense of Mr. Walton. First, the Union argues that the employee manual is not made readily available to employees. The Union testifies that, “….they had very limited knowledge of and access to the Company’s General Operations Manuals…” and that it is only in these relatively unknown manuals that this policy is in written form...
Words: 2464 - Pages: 10
...AT&T’s Settlement with Union Workers: A Review of Distribute Bargaining Negotiation Jeff Chon HRM595, Course Final Keller Graduate School Prof. Yeung Aug. 2, 2012 Introduction The negotiation between AT&T management and the labor union representatives showed clear distribute bargaining techniques. The framing, and various negotiation styles and techniques, changed constantly throughout the many months and the resistance and target points for each parties had to change in order for a mutually beneficial settlement. One particular negotiation made news. AT&T Wireless, one of the largest mobile telecomm companies locked itself in a hotly debated negotiation internally with its labor union force. The labor union workers make up over half of the entire AT&T employee population. So it was crucial for AT&T to negotiate an effective and lasting settlement with its work force. However, it became clear either parties were willing to budge on their resistance and target points. It turned into a classic win/lose distribute bargaining negotiation and AT&T came out firing. When the labor union workers threatened to walk out for a strike, AT&T management responded with equal force by training its full time employees as replacements for the striking union workers. Project managers and software engineers were now training to be customer care reps and fiber cable technicians. Full time AT&T employees flew down to places like California and...
Words: 813 - Pages: 4
...Housing Helpers Case Study 1 By Kevin Wilkerson BUS-4046 Employee and Labor Relations U07A1 Instructor Andrew Ansoorian May 26th, 2014 As the contract negotiation continues between Beth and Jim: Beth: That sounds very tempting Jim, but even though the CPI has risen by just 2%, the cost of living has risen by 3.5% and the working force needs that money now to support their families. Jim: Well, is there any other thing that we can propose that might get us closer to an agreement? Beth: Well, Jim, I think that we will hold a membership meeting to see where the members stand on this issue and your offer of 2% each year for 4 years. Jim: Ok, we will reschedule another session after the meeting. Another meeting resumes: Beth: The members have met and we have a couple of other proposals that might be of interest to you. Jim: Ok, what do you have in mind? Beth: We would like to propose a 3%. Cost of living allowance increase as well as an additional 5 days paid vacation for all employees, and work hours that are flexible such as 4 10 hour days or a 5/4/9 schedule which would keep production up, but allow the employees to spend more time with their families also. Jim: Beth, we simply cannot afford for employees to receive such a pay increase right now, but the alternative work hours might be something that we can talk about. Beth: HR has run the numbers, and the number of employees that have seniority and are getting up there in age are costing us more in...
Words: 433 - Pages: 2
