Introduction
The case examines labor-management relations during attempts to reorganize. While the proposed restructuring was based on a thorough analysis of the organization, the local union 's objections forced a stop to the reorganization and order a review. Ultimately, the reorganization went through with no resolution of labor-management differences (Brock, 1999b). Elements such as the lack of communication with Local 12 prior to a study of the employment and training programs, creation of the “turkey farm,” and speaking directly to employees created a hostile environment (Brock, 1999a). The actions and attitude of management as well as the attitude and reactions of the union demonstrated that the partied were not “ripe” for negotiation,
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The more effort in support of collaboration, cooperation, and communication during the pre-negotiation phase, the easier it will be to reach an agreement at the table. Bazerman (1999) identifies five obstacles or “deviations” that impact this process and provides potential solutions. Obstacles not identified and addressed during pre-negotiation will almost certainly interfere with the negotiation at the table and may be significantly more difficult to overcome at this stage.
The Framing of Negotiator Judgement focuses on how the negotiation is set up. Negotiators must consider the influence of positive versus negative frames. If the sides are able to identify what gains can be made in compromise this deviation could be avoided (Bazerman, 1999, 199). Similarly, the mythical fixed-pie of negotiations describes a win/lose scenario in which it is assumed that one party’s interests directly conflict with the other party 's interests. (Bazerman, 1999, 201). The resolution to this deviation is the ability to find ‘favorable trade-offs between negotiators’ (Bazerman, 1999,
The case study of GMFC provides an example of a company attempting to avoid unionization of its workers. GMFC is expanding by building a new U.S. plant which will manufacture motorized recreational equipment. The company plans to hire about 500 production workers to assemble mechanical components, fabricate fiberglass body parts, and assemble the final products. In order to avoid the expected union campaign by the United Automobile Workers (UAW) to organize its workers, GMFC must implement specific strategies to keep the new plant union-free. GMFC’s planning committee offers suggestions with regards to the plant’s size, location, staffing, wages and benefits, and other employee relations issues in order to defend the company against the negative effects of unionization and increase...
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
Negotiations styles are scholastically recognized as being broken down into two general categories and those are distributive bargaining styles and integrative negotiation styles. Distributive bargaining styles of negotiation are understood to be a competitive type of negotiation. “Distributive bargaining, also known as positional bargaining, negotiating zero-sum, competitive negotiation, or win-lose negotiation, is a type or style of negotiation in which the parties compete for the distribution of a fixed amount of value” (Business Blog Reviews, 2011). This type of negotiation skill or style approach might be best represented in professional areas such as the stock market where there is a fixed goal in mind or even in a garage sale negotiation where the owner would have a specific value of which he/she would not go below. In contrast, an integrative negotiation approach/style is that of cooperative bargaining, or win-win types ...
Kolb, D. & Williams, J. (2007). Breakthrough Bargaining. Negotiation: Readings, Exercises, and Cases. 5, In Lewicki, R. et. al. New York: McGraw-Hill, Irwin. 206-214.
Lewicki, R. J., Barry, B., & Saunders, D. M. (2007). Essentials of Negotiation. New York: McGraw-Hill/ Irwin.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2010). Negotiation: Readings, exercises, and cases. New York: McGraw-Hill Irwin
Negotiation process can lead to a speedy and informal resolution of disputes. It also helps protect the confidentiality and avoid publicity of the parties involved. Parties may improve communication between them that will enhance or preserve relationship between parties and hence leads to a speedy resolution of disputes. Parties have high degree control of the negotiation process. If an agreement is reached, parties can craft out their own agreements. Resolutions can be tailored to the needs and underlying concerns of the parties and can address legal and non-legal issues as well as providing for remedies unavailable through adjudicative processes. Legal or other just methods can be used in crafting agreements.
“Never negotiate unprepared” is the golden rule of negotiation. In order to negotiate effectively and efficiently, we should be not only informative but also organized and strategic. Hence, we identify and understand problems and generate options. First, we define negotiating goals and objectives, which have to be concrete, specific, attainable and measurable. We list major issues and prioritize them, identify potential
There are certain key aspects to negotiations. The first is that there is interdependence between the two parties. While people may not have the same goal, their outcome is dependent on each other. Therefore it is important for the two parties to work together to reduce tension, stress and conflict (Asherman, Ira and Asherman Sandra (1990).
Negotiations as we are learning, are a part of daily life and the ability to negotiate effectively, regardless of the subject matter, is an imperative aspect of personal and professional success. Delving more deeply into the topic of negotiation it is recognized that all parties involved in said negotiations are going to bring to the table a certain type of personal power and adjusting negotiations as a reflection of such is equally as important to the negotiation process as the negotiation style(s) we choose to utilize. The purpose of this paper will be to apply different types of personal powers that were necessary at various phases of a negotiation that took place in my own life last year with another student and teacher in a Philosophy class that I had taken. It will be through this research paper that the scenario is described, the top three communication issues that were presented will be address, the sources of power used in the negotiation will be identified, and recommended strategies which might have reduced the conflict between the parties involved will be.
From my readings on negotiations, I’ve realized that, one way or another, we are always negotiating, because everything we need and want in life belongs to someone else. Therefore in order to get what we want, we have to negotiate to get it. After our negotiations, we may have a win – win outcome, where everyone is happy, or we may end up in a win - lose outcome, where one side is perceived as having done significantly better at the expense of the other side.
Gerard I. Nierenberg, The Art of Negotiating: Psychological strategies for Gaining Advantageous Bargains, Barnes and Noble, (1995),
Negotiation is a discussion that takes place between two or more disputants who are trying to find a solution to their conflicting problem. This interpersonal or inter-group process can occur at three levels namely, personal, corporate and diplomatic level. In the corporate level, negotiation skills are important in both informal everyday dealings and formal transactions such as negotiating conditions of sale, mergers, legal contracts and other contracts (Maiese). Negotiations usually take place because the interested parties that wish to create something new that neither could do on their own or to resolve a challenge or dispute between them. In this essay, I will compare the similarity and difference between two negotiation books namely,
...n negotiations: they become cognitively focused and behaviourly tough, and therefore claim more value. Angry low-power negotiators, on the other hand, become less cognitively focused; though they try to be tough, their toughness doesn’t lead better performance; and they claim less value. (Overbeck, J.R., Neale, M.A., Govan, C.L., 2010). Where one able to comprehend the power of their emotions, _____
The first step in any negotiation actually happens before the two or more parties sit down to discuss the matter at hand. Preparation is key