Post-Negotiation – Review and Evaluation Opening position Proposed by Management ?Written request by Union ?Reasonable notice must be given ?Leave of absence will be granted without pay ?Up to 2 employees for one day ?Leave of absence days may not exceed 10 days off ?Leave of Absence granted solely for the purpose of carrying out business for the Local Opening Position Proposed by Union ?Leave of absence with pay up to 2 employees; ?5 days with pay, and ?12 unpaid, a total of 17 aggregated days, ?For the purpose of carrying out business for the Local. First Attempt in the Negotiation SimulationIn the first attempt the negotiation went too smoothly and came to a decision to easily. Both management and the union felt that a re-negotiation was necessary. Written Request Management wanted to ensure that all employees submit a written request to the manager or supervisor on duty. The union felt that it was fair and appropriate.
Written request was agreed upon immediately. All union employees who would like to take a leave of absence must have a written request by the union. Reasonable notice must be given Management and the union both agreed that employees must give reasonable notice which is 48 hours prior to leave of absence.
8 hours is acceptable by management because it gives enough time to find a replacement Leave of absence will be granted without pay Management felt that the initial offer made by the union was unfair and unacceptable. The union was asking for too many days off and wanted additional days paid; in order to carry out business for the local. In total the union was asking for 17 aggregated days; 5 paid days and 12 unpaid. Management’s initial offer was 10 days without pay.
Both the management and the union went back and forth and tried to negotiate a fair deal then our target position came into play.Management and the union – both opening positions were unacceptable Negotiation Both opening positions were outrageous and were not acceptable. This is when our negotiation tactics came into play. Management and the union both settled on the obvious proposals first. Both management and the union agreed right away that it is only fair to have written request by the union, reasonable notice must be given, and the leave of absence granted is solely for the purpose of carrying out business for the Local. The union wanted a leave of absence with pay up to 2 employees; 5 days with pay, and 12 unpaid, and a total of 17 aggregated days.
Management would not comply with this request because it would be ineffective for cost management. The negotiation began with first determining how many days would be acceptable for the leave of absence. The union wanted a total of 17 aggregated days and management wanted 12 days in total. Management and the union went back and forth and came to an understanding that 12 days is more then fair. The union learned that 17 days would be too much. The company productivity would decrease and would result in less work being done. After the total days were negotiated it was time to discuss how many days the union felt that they should be paid for.Management felt that 2 days paid is more then adequate.
Most companies normally do not pay for the employee to have a leave of absence to carry out business for their local. The union felt that 5 days was more then fair. The negotiation began with reasons why each side thought that their proposal was fair. Management side was strictly based on cost and productivity. The union’s proposal was based on all employees should be compensated for work being done; and if they need more time to complete a task the union will be allowed to requested more days off. Both management and the union had similar fall backs.
The union and management settled on 2 paid days with 10 unpaid days and 12 days in total. Management intended to argue the amount of days and the number that would be paid. Both management and the union argued what they intended to. 2. Observations about the bargaining process: What you learned about yourself and others at the bargaining table I learned at the bargaining table you need to be very confidence and have a direct plan on what goals and outcomes you would like to achieve. While sitting at the negotiation simulation I learned that you have to a strict outline on what should be negotiated.I also learned that being well prepared is not enough you have to be able to communicate effectively with the other side.
You have to explain with good reason why you decided to change the clause. Did you apply your defined negotiation strategy, in terms of negotiation style, conflict resolution? Integrative Bargaining I wanted both sides to operate under the assumption that there’s at least one settlement that can create a win/win solution. I wanted the negotiation simulation to be just like a real one. As the management side, I would like to builds a long-term relationship that facilitates working together in the future.
Whereas distributive leaves one a loser; and tends to build animosities and deepen divisions. In preparing for my negotiation I followed the guidelines for Integrative Bargaining: 1. Consider the other party’s situation. 2. Have a concrete strategy. 3. Begin with a positive overture. 4.
Address problems, not personalities. 5. Pay little attention to initial offers. 6. Emphasize win-win solutions.
7. Insist on using objective criteria 8. Check Progress Were you surprised as to what you did to reach an agreement? Do you think you compromised too much, or do you think you could have been more adamant in keeping your goals?I think the first negotiation was way too simple and fast. I think the both groups agreed that the negotiation simulation should be redone.
I think the second negotiation was done a lot better. I think both sides’ management and the union did very well in explaining why they were asking for what they were asking for. I think it would have been beneficial to see a real negotiation take place; so we can see how real people negotiate. Other then that I think both sides were fair in the negations; each side tried to find a common balance. Strengths as a negotiatorPreparation: Preparation was essential, because it helped management to plot a course so that both parties’ interests can be met. Also it caused management to consider the interests of the other party; and what there opening position, target position and fall back position might be.
This was very effective in counteracting the union’s proposals. Web – research: management researched other companies to see what their leave of absence policies were. Management noticed most companies did not pay their employees for a leave of absence. Researching the net helped the company to stay on course and end with its fall back position.Understanding the union: Learning the interests of the other side is crucial in laying the groundwork for successful negotiations. The ability to get the negotiation back on track, to refer back to the problem and stay away from personal issues or positional bargaining, is one of the strongest skills a negotiator can have.
This requires superior listening and questioning skills. Weaknesses as a negotiator Management thought they were very prepared to negotiate the clause 20. 2. However; when it came down to the negotiation, management was very nervous and found no matter how prepared you are; negotiations are very ntimidating. As a negotiator, it is easy to be well prepared but it is very hard to say what you mean. Within the bargaining unit, there were several different personalities and several different objectives with that comes a lot of different strategies.
Management main weakness was not being able to communicate effectively with the other side. The management’s side had never seen a negotiation prior to this simulation so it was difficult at first; then both sides got a chance to see what it is like and adjusted a bit easier.Negotiations are very challenging and you have to be right on point at all times, you need to understand your strategy and the financial side of the company at all times. Ideas on how you could improve as a negotiator Be more confident in the negoation Use effective communication to get your point across Have a detailed plan of your strategies Stay on track – make sure you are trying to achieve your objectives Explain why you have chosen to make your decisions Ask questions until you understand both sides Testing understanding and summarizing (take more notes) Explaining before disagreeing