A) company premises B) local union hall C) neutral location D) federal courtroom Answer: C Explanation: C) The two negotiating teams usually meet at an agreed-on neutral site, such as a hotel. Meeting at the company or at a union hall would probably not lead to acceptable results.
negotiating team meant for collective bargaining consists of a small group of the employer's representatives — mostly the management team — and union representatives. Human resources (HR) professionals are sometimes members of this team, but they may be involved from the outside. A formal contract negotiation process often begins by the union requesting to meet …
A. Parties must negotiate with members of their own constituency B. One union and one employer negotiate together. C. Negotiations occur between multiple parties such as union, management, government officials, and workers D. Bargaining occurs at different stages of …
a. Prescribes a set of three leadership attributes and a set of three leadership competencies. b. Looks in-depth at the direct level leadership. c. Provides strict standards of ethical behavior for all DoD employees. d. Prescribes ways and methods for uniformed service members to …
The process of collective bargaining in U.S. labor relations has the goal of producing a legally binding, written contract that specifies wages and many other terms of employment. True. Union bargaining committees are usually appointed by the national labor federation. False.
Fractional bargaining is a term used to describe the bargaining that occurs on a daily basis between management and employees over conflicts that arise in the workplace. True. Training programs have proven to be ineffective in changing the bargaining behavior of management and unions. False.
In the 1960's, Lemuel Boulware determined General Electric's desired contract based on a careful financial analysis and a survey of the employees. He then crafted a "take it or leave it" proposal, presented it to the union, and refused to engage in discussions over the contract proposal.
A factor which makes collective bargaining negotiations relatively unique from the standard negotiation definition is that it entails many issues that have to be addressed. Many types of compensation have to be discussed, including: 1 Hourly wages 2 Piecework rates 3 Fringe benefits such as pensions and health care
Collective bargaining negotiation between labor unions and corporate employers is a specialized area in the field of general negotiations. However, the underlying legal and relationship aspects make these areas distinct.
Labor Unions and Negotiations. Labor unions are chosen by a majority of workers in an appropriate bargaining unit. This unit may consist of homogeneous skilled workers or heterogeneous industrial workers. These workers become the bargaining agent for all of the individuals within that unit.
The commercial landscape has become increasingly competitive, with customers increasingly trying to commodities offerings to force discounting. Take your sales career to the next level by learning how to consistently close bigger deals in less time at higher margins.
State and local government personnel are under state public sector bargaining laws. Under the applicable statutes, employees have the right to organize and to select exclusive bargaining agents. These agents negotiate collective agreements defining their wages, hours, and working conditions.
For deal makers from some cultures, the goal of a business negotiation, first and foremost, is a signed contract between the parties. Other cultures tend to consider that the goal of a negotiation is not a signed contract but rather the creation of a relationship between the two sides. Although the written contact expresses the relationship, ...
In any negotiation, it is important to know how the other side is organized, who has the authority to make commitments, and how decisions are made . Culture is one important factor that affects how executives organize themselves to negotiate a deal. Some cultures emphasize the individual while others stress the group.
When Enron was still – and only – a pipeline company, it lost a major contract in India because local authorities felt that it was pushing negotiations too fast. In fact, the loss of the contract underlines the important role that cultural differences play in international negotiation. For one country’s negotiators, time is money; for another’s, ...
Methods of communication vary among cultures. Some emphasize direct and simple methods of communication; others rely heavily on indirect and complex methods. The latter may use circumlocutions, figurative forms of speech, facial expressions, gestures and other kinds of body language.
Personal style concerns the way a negotiator talks to others, uses titles, dresses, speaks, and interacts with other persons. Culture strongly influences the personal style of negotiators. It has been observed, for example, that Germans have a more formal style than Americans.
To devise one, negotiators should answer the following questions: 1 What business outcomes do we seek through this negotiation? 2 Who cares about those outcomes? 3 Who can do something to bring about those outcomes? 4 How can we engage, directly or indirectly, with parties that share some of our interest in achieving those outcomes?
In high-stakes negotiations, dealmakers tend to talk about how much power and leverage the other side has, what the other side will or won’t agree to, and how to influence its behavior. While viewing counterparts as if they were one monolithic entity is convenient, that attitude regularly leads to analytical and strategic missteps. (In the realm of international diplomacy, negotiators have traditionally been somewhat more attuned to thinking about how to influence multiple constituencies when forging deals—be it with the Taliban or the old Soviet Union.)
For example, a customer might perceive itself to be at a disadvantage in a negotiation with an important supplier because it represents only a small piece of that supplier’s overall business.
High-stakes negotiations tend to produce a lot of anxiety. This leads dealmakers to focus on (perceived) threats rather than identify all possible forms of leverage and think expansively about options. When that happens, negotiators are more likely to make poor tactical choices, either giving in to pressure from the other side or inadvertently causing their own worst fears to come to pass.
A strategic approach requires considering success beyond the current deal and, in particular, how the precedents it sets will create anchors and shape dynamics in future negotiations. After all, except with pure sales and purchases of assets, most high-stakes business negotiations are repeat transactions undertaken in the context of long-term relationships.
Jonathan Hughes is a partner at Vantage Partners, a global consultancy specializing in strategic partnerships and complex negotiations. Danny Ertel is a partner at Vantage Partners, a global consultancy specializing in strategic partnerships and complex negotiations. Read more on Negotiations or related topic Strategic thinking.
When a dispute flares up and conflict resolution is required, the outcome can be sadly predictable: the conflict escalates, with each side blaming the other in increasingly strident terms. The dispute may end up in litigation, and the relationship may be forever damaged.
Discover how to improve your dispute resolution skills in this free report, Dispute Resolution: Working Together Toward Conflict Resolution on the Job and at Home, from Harvard Law School.