The Pacific Oil company was one of the first to establish a contract with the Reliant Corporation for purchase of products. The vinyl chloride monomer was developed by Reliant Corporation for use in the construction industry. This corporation was also responsible for manufacturing wood and petrochemical products used in building manufacturing. This essay will support efforts made by Pacific Oil to make amends with the Reliant Chemical around 1985.
Reliant chemical manufacturing company production was taking off as plastic for pip and pipe fittings were expanding in popularity. The substitution of iron for plastic products was gaining popularity in this time period and was well accepted in the construction world. According to Plastics Europe (2013), a modern combination of plastics can produce sustainable technology with the production of steel. European market places were more progressive in adopting plastic products for steel in the earlier time period.
Problem with reopened negotiations
The Negotiation process involves two parties attempting to solve similar interests (University of Michigan, 2012). In the case study of Pacific Oil Company with Reliant Chemical Company two parties were partaking in a negotiation. Upon reopening negotiations in 1985, many steps were taken to hash out previous oil strikes. Originally Pacific Oil Company opened under the name of Sweetwater Oil Company based out of Oklahoma City. Later around the 1930’s it reopened as Pacific Oil Company. The case study discusses the “Gold Rush” which many are familiar with only this gold rush was different. Strikes on North Central Oklahoma brought about many times of distress for the Pacific Oil Company as related to in the case study.
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Planning Management. (2012). Negotiation preparation. Retrieved from
www.acq.osd.mil/dpap/cpf/docs/contract_pricing.../vol5_ch3.pd
Plastics Europe. (2013). Plastics and steel: most important materials. Retrieved from
www.plasticseurope.org/.../20100514144658-FINAL_Recycling_in_Blast.pdf
Sandefur, T., (2013). In defense plea bargaining. Retrieved from
www.cato.org/pubs/regulation/regv26n3/v26n3-8.pdf
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negotiation process. Retrieved from
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ess
Despite attempting to predict the eventual outcome of the negotiation, I did not anticipate the confrontations between Local H-56 and the management of Hotel Zinnia. Although they initially agreed to engage in integrative bargaining, the union and management subsequently entered an intense negotiation. When Local H-56 presented its proposal of wage increases and health insurance, management immediately responded with a counterproposal that surprised the union. Both the union and management eventually behaved confrontationally, accusing each other of bargaining unreasonably and focusing on the trivial aspects of the negotiation. Moreover, as the union and management felt increasingly frustrated, they suffered from a lack of unity in their teams. The union could not fulfill its objectives because its lead negotiator prevented other team members from contributing to the negotiation. On the other hand, several team members of management struggled to assert their authority as the lead negotiator. After observing these issues, I ultimately believe that the union and management failed to achieve their individual objectives. Moreover, by approaching the negotiation with a zero-sum strategy, I assert that the union and management failed to reach a mutually beneficial contract. At the same time, both sides of the bargaining table lacked cohesive teams and therefore struggled under the pressure of the negotiation.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2006). Negotiation Readings, Exercises, and Cases Fifth Ed. Bill Brubaker, Mark Asher, A Power Play for Howard Negotiation (pp. 616-626). New York, NY: Mcgraw-Hill Irwin.
Imperial Oil ltd. Limited (Esso) is a Canadian public corporation that produces crude oil and natural gas. Currently the headquarters are based out of Calgary, Alberta employing over 5000 people, with Exxon Mobil owning 69.6 percent of the company. Imperial Oil ltd. was previously located in Toronto and has recently moved all main facilities over to the Calgary, Alberta headquarters.1 Esso was incorporated in London, ON in 1880 and became a land mark in the development of crude oil and natural gases.1 Its retail business consists of service stations and "On the Run Express and Tiger Express-brand" convenience stores. Esso also owns a 25% portion of Syncrude, which are the world’s largest oil sands.1
Lewicki, J. R., Barry, B., & Saunders, M. D. (2010). Negotiation: Readings, exercises and cases
Fisher, Roger, William Ury, and Bruce Patton. Getting to yes: negotiating agreement without giving in. 2nd ed. New York, N.Y.: Penguin Books, 1991. Print.
Many situations present the important synchronization of internal versus external negotiations. Many individuals have studied how each side in the negotiation is able to manage the internal opposition to agreements being negotiated. This can also be known as “on the table”, or what exactly is on the line in a heated argument. Each individual involve in an argument has a particular position to be managed, and often times own personal interests are widely expressed. This paper will expand upon the case of Fischer collecting needed funds from Smith with proposals and ideas for a manageable negotiation.
The documentary Final Offer (1985) covers the 1984 contract negotiations between the United Auto Workers Union (UAW) and General Motors (GM). The film follows head and chief negotiator of the Canadian chapter of the UAW, Bob White, as he attempts to negotiate a reasonable contract with GM management for the Canadian union members. In contrast to the films previously mentioned, opposition comes not only from management, but from union members and even the American sector of the UAW. During contract negotiations, the ability to strike is a significant bargain tool for the Bob White as it gives him power over the managers. As the contract negotiations begin to threaten American jobs, the main branch of the UAW threatens to pull strike authorization. Clearly, contract negotiations can be a complex procedure as many factions and conflicting interests prove to be a challenge. The film contains many other details relevant to the collect bargaining process. Fraundorf (1990) lists some of these
Lewicki, J. R., Barry, B., & Saunders, M. D. (2010). Negotiation: Readings, exercises and cases
Brubaker B. and Asher M., (2007). A Power Play for Juwan Howard. Lewicki-Barry-Saunders: Negotiation: Readings, Exercises, and Cases, Fifth Edition. The McGraw-Hill Companies, 2007
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 ...
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
Negotiation approaches are generally described as either distributive or integrative. At the heart of each strategy is a measurement of conflict between each party’s desired outcomes. Consider the following situation. Chris, an entrepreneur, is starting a new business that will occupy most of his free time for the near future. Living in a fancy new development, Chris is concerned that his new business will prevent him from taking care of his lawn, which has strict requirements under neighborhood rules. Not wanted to upset his neighbors, Chris decides to hire Matt to cut his grass.
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
Management and Collective Bargain Process in the Public Sector, Using the events in Alameda City. Public Sector Administration Journal, 18, 120-178.