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,
Lewicki, R. J., Saunders, D. M., & Barry, B. (2005). Negotiation, Fifth Ed. New York, NY: McGraw-Hill Irwin.
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...
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.
Michael R. Carrell, C. H. (2008). Negotiating Essentials: Theory, Skills, and Practices. New Jersey: Pearson.
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.
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.
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
Negotiation is a form of communication that happens almost every day. It is not only about fighting for what we want from the other side, but maximizing the interests of all parties and achieve an agreement that no alternative can. Learning from reading materials, practices and reflections, I believe that I have gained a deeper understanding of the logic and tactics in negotiations and I will be able to use them in my future life and careers.
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.
Lewicki, R. J., Barry, B., & Saunders, D. M. (2007). Essentials of Negotiation. New York: McGraw-Hill/ Irwin.
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,
Negotiation is the process of two individuals or groups reaching joint agreement about differing needs or ideas. Oliver (1996) described negotiation as "negotiators jointly searching a multidimensional space and then agreeing to a single point in the space." Negotiation is a form of conflict resolution. When we negotiate, the first thing that needs to be established is whether we have two or more parties that have a common objective, but also differ in ideas when it comes to how they achieve the objective. The principle behind negotiating is to finding the middle ground that is suitable for both parties involved. Not all negotiation ends in satisfactory compromise, sometimes negotiations can take a long time to conclude because, there is no common ground, or no one is willing to compromise. When this happens we have what is called a standoff, and this can lead to an argument and in many cases "NO DEAL".
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