...6 1.3 Role of Main Players in Employee Relations 8 2.0 Understanding the Nature of industrial Conflict and Its Resolution 10 2.1 The Procedures an Organization should follow in dealing with Conflicts 10 2.2 The key features of employee Relation in a Selected Conflict Situation: 12 2.3 Effectiveness of procedures used in a selected conflict situation 14 LO3 Understanding collective bargaining and negotiation processes 15 3.1 The role of negotiation in collective bargaining 15 3.2 The impact of negotiation strategy for a given situation 17 Win-Win Strategy 17 Win-Lose Strategy 17 LO 4 : Understanding the concept of employee participation and involvement 20 4.1 The influence of the EU on industrial democracy in the UK 20 4.2 Comparing of the methods used to gain employee participation and involvement in the decision making process 23 4.3 The impact of human resource management on employee relations 24 Conclusion 26 References & Bibliography 27 Introduction The Purpose of this assignment to acquire knowledge and development of skills about employee Relations (Relations between an employer and a collective workforce, typically through a recognized union), its nature, historical background, types, and European Union roles in its development. It also encompasses the industrial conflicts such as strike, lock out etc. and the procedure for solving those dispute to ensure smooth business operation. Further purpose of this assignment is to know...
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...CHAPTER ONE Introduction to Culture and Negotiation People who work across cultures, whether internationally or within nations, need general principles—a cultural map, if you will—to guide their negotiation strategies. Such a map will help them to: • Identify the general topography of cultures—the beliefs, attitudes, behaviors, procedures, and social structures that shape human interactions • Recognize potential hazards, obstacles, and pleasant surprises that intercultural travelers and negotiators might miss without a guide • Select responses that will be more likely to achieve successful interactions and outcomes A definition of culture. * Culture is the cumulative result of experience, beliefs, values, knowledge, social organizations, perceptions of time, spatial relations, material objects and possessions, and concepts of the universe acquired or created by groups of people over the course of generations. * Culture enables people to live together in a society within a given geographical environment, at a given state of technical development, and at a particular moment in time (Samovar and Porter, 1988). * Governments and their agencies, corporations and private firms, universities and schools, civil society and nongovernmental organizations have their own specific cultures and ways of doing things, often called organizational culture). * Culture is also rooted in religious beliefs, ideological persuasions, professions, and professional training and...
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...been detected except through the audit procedures, regardless whether or not recorded by the entity. (www.wikiterm.com) According to AU Sec.380, Communication with Audit Committees, the auditor should inform the audit committee about adjustments arising from the audit that could, in his judgment, either individually or in the aggregate, have a significant effect on the entity's financial reporting process. Whether or not recorded by the entity, an audit adjustment is a proposed correction of the financial statements that, in the auditor's judgment, may not have been detected except through the auditing procedures performed. Matters underlying adjustments proposed by the auditor but not recorded by the entity could potentially cause future financial statements to be materially misstated, even though the auditor has concluded that the adjustments are not material to the current financial statements. The purpose of a financial audit is to add credibility to the assertions by a company’s management that its financial statements are fairly represented and free of material misstatements. An audit is not designed to provide absolute assurance but rather to reduce the risk of material misstatements whether caused by error or fraud. More specifically, a material misstatement is defined as “an error or omission that would affect the users decision”. By applying audit techniques, performing internal control testing and substantive procedures, auditors verify the existence of misstatements...
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...Negotiation Strategy Articles MGT 445 June 20, 2012 Negotiation Strategy Article The negotiation process contains various strategies. The strategies of negotiation include accommodation, collaboration, competition, and avoidance (Lewicki-Saunders-Barry, 2005). Each situation may vary, allowing one or different strategies to become more effective than other strategies. For instance, two different negotiation strategies were applied in Negotiating New Vehicle Purchases and Do Manager Intend to Use the Same Negotiation Strategies as Partners? Each article will be reviewed, including the application of negotiation strategies to compare and contrast the two articles. Negotiating New Vehicle Purchases After reading the article Negotiating New Vehicle Purchases, it was found that the strategy used was competitive strategy. The article’s objective is to prepare a car purchaser for a dealership’s ploy and to maximize the purchaser’s negotiation power. The reading incorporates six stages of negotiation involving a new car purchase. The beginning step starts before visiting the dealership by shopping the dealer cost of a new vehicle. The second step is the introduction to sales consultant pertaining to the price of the vehicle. The third step is the reaction to the sales manager’s rejection to purchase offer and the sales consultant’s effort to raise the offer of the purchaser. The fourth step is the trade-in negotiation or actual cash value (acv) of the...
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...NEGOTIATION DEFINITION OF NEGOTIATION Negotiation is one of the most common approaches used to make decisions and manage disputes. It is also the major building block for many other alternative dispute resolution procedures. Negotiation occurs between spouses, parents and children, managers and staff, employers and employees, professionals and clients, within and between organizations and between agencies and the public. Negotiation is a problem-solving process in which two or more people voluntarily discuss their differences and attempt to reach a joint decision on their common concerns. Negotiation requires participants to identify issues about which they differ, educate each other about their needs and interests, generate possible settlement options and bargain over the terms of the final agreement. Successful negotiations generally result in some kind of exchange or promise being made by the negotiators to each other. The exchange may be tangible (such as money, a commitment of time or a particular behavior) or intangible (such as an agreement to change an attitude or expectation, or make an apology). Negotiation is the principal way that people redefine an old relationship that is not working to their satisfaction or establish a new relationship where none existed before. Because negotiation is such a common problem-solving process, it is in everyone's interest to become familiar with negotiating dynamics and skills. This section is designed to introduce...
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... INTRODUCTION Concern over cost and delays in litigation procedures together with increasing globalization have led to more flexible means of resolving disputes which provide alternatives to court-based litigation governed by the law and procedure of a particular state or country. Disputes are generally an inevitable part of human interaction; they may be domestic, international, civil, commercial or economic in nature. Litigation has been the traditional method of resolving disputes, which may arise as a result of default by a party. Overtime, the process of litigation has become more and more time consuming, expensive and cumbersome and increase in the number of cases in courts have led to congestion and delay in their resolution. Some Disputes are sensitive and confidential in nature and disputants may prefer settlement in private to one in public glare of court. In addition, the complexity of court litigation tends often times towards increase in costs which disputants are naturally anxious to reduce. On the other hand, there may be claims involving small sums, which may not be worth the cost of litigation. All these have led to the development of alternative methods of resolving disputes. 1.2 ALTERNATIVE DISPUTE RESOLUTION METHODS The term “Alternative Dispute Resolution” (ADR), is used generally to describe the methods and procedures used in resolving disputes either as alternatives to the traditional dispute resolution...
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...Assignment Negotiation Process Plan for Buying Zenur Executive Summary Zenur and Levon Company are two successful companies in car rental business for the past several years. Both the companies entered into a complex negotiation in terms of expansion through merger by way of having a common goal with shared vision and mission in business. Our group is writing this report on behalf of the Board of Directors of Levon as senior negotiators. Negotiation is finding a solution, meeting of the minds by the participants and closing a deal. It is one of the most important factors that may make or break the success of a business agreement. We, therefore, conclude that the company should utilize transactional model as our main communication model because this can handle a complicated communication process like negotiation. Our negotiation style will first focus on Integrative strategy to gain a win-win situation between Levon, and Zenur. If this style will not work, mix-motive negotiation style will be our back up plan. To be at par with Zenur's vision and mission of expanding the business, the negotiation skills will be based on Levon's long term plans focusing on interests. The four stages of negotiation will be based on a solid foundation of understanding about Zenur. Regardless which stage we are at, we should be in the know of Zenur's business movement. The better we know every detail of the company, the better we can respond to their actions. Our negotiation strategies will focus...
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...The Handbook of Negotiation and Culture Michele J. Gelfand Jeanne M. Brett Editors STANFORD BUSINESS BOOKS The Handbook of Negotiation and Culture The Handbook of Negotiation and Culture Edited by miche le j. ge lfand and jeanne m. brett Stanford Business Books An imprint of Stanford University Press Stanford, California 2004 C Stanford University Press Stanford, California C 2004 by the Board of Trustees of the Leland Stanford, Jr., University. All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or in any information storage or retrieval system without the prior written permission of Stanford University Press. Printed in the United States of America on acid-free, archival-quality paper Library of Congress Cataloging-in-Publication Data The handbook of negotiation and culture / edited by Michele J. Gelfand and Jeanne M. Brett. p. cm. Includes bibliographical references and index. isbn 0-8047-4586-2 (cloth : alk. paper) 1. Negotiation. 2. Conflict management. 3. Negotiation—Cross-cultural studies. 4. Conflict management—Cross-cultural studies. I. Gelfand, Michele J. II. Brett, Jeanne M. bf637.n4 h365 2004 302.3—dc22 2003025169 Typeset by TechBooks in 10.5/12 Bembo Original printing 2004 Last figure below indicates year of this printing: 13 12 11 10 09 08 07 06 05 04 Contents List of Tables and Figures Foreword Preface xi xv ix ...
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...The Sourcing Of Outsourcing — Presentation Transcript * 1. The Sourcing of Outsourcing Sourcing 2007: May 1 * 2. Why is outsourcing happen? Micro Drivers • You have the opportunity to reduce costs by 20% to 40% • Increasing accountability and improving services • Access to World Class capabilities • Shifting from relatively fixed to variable costs Macro Drivers • Shifting focus to strategic business objectives • Transforming your business through innovation • Being agile and ready to respond to market change: M&A , growth, divestitures, etc. 1 * 3. Global Trends Global Birth Rates Global Birth Rates ChinaPotential Player – Offshore IT services market in China will continue per 1,000 population: per 1,000 population: Eastern Europe: : China: : Potential Player – Offshore IT services market in China will continue China China 13.25 13.25 Eastern Europe to show aggressive growth over the next few years. BPO is a less mature Regional Player – to show aggressive growth over the next few years. BPO is a less mature India India 22.01 22.01 Regional Player – industry in China. English skills are being developed in government supported Large English- industry in China. English skills are being developed in government supported Philippines Philippines 24.89 24.89 Large English- programs to ensure further growth. Core competencies: low-end PC-based speaking educated programs to ensure further growth. Core competencies: low-end PC-based USA USA 14.14 14.14 speaking educated...
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...Research Paper David A. Horvath INF 336 – Project Procurement Management Beverly Williams May 9, 2011 Purchasing and supply management holds a position of great importance to the business world. Within purchasing and supply management, there are the steps of the creation of project supply, service, and material budget from detailed requirements. It shows how to select the most qualified suppliers and strategies for negotiating prices. Along with this, there are also benefits and costs of outsourcing. This includes the growth of outsourcing. Various organizations will be evaluated on their benchmarks in purchasing and supply management, along with their best practices in this. There are specific companies out there that who show market leadership in purchasing and supply management. The term, “purchasing,” is often limited to what its actual definition is. It is limited to just buying and this refers to the location and selection of suppliers, learning of the need for whatever it is to be bought, price negotiation and any terms of agreement, and finally, the payment and delivery. In this particular case it is something much bigger this is not the definition that should be used for it. “Purchasing, supply management, and procurement are used interchangeably to refer to the integration of related functions to provide effective and efficient materials and services to the organization. Thus, purchasing or supply management is not only concerned with the standard steps in...
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...A report on the negotiation between X and Y Executive summary: It is summary of the main points and the conclusion of the report. It gives the reader a quick overview of the total situation. Introduction: It informs the reader about the goals of the negotiation and also about the participants, the time and the venue Results: It is the body of the report. It gives the facts and basic items about the process of the negotiation and the results of the contract from the point of view of the writer. It is usually divided into several paragraphs. Paragraph one: pre-negotiation strategy prepared by each group. Goals: high priority items, bottom line and trading cards. Balance of power and the strategy used during the negotiation. Paragraph two: the order of discussion of the items. It is about what occurred during the negotiations, whether it followed your strategy and how successful it was. Paragraph three: the main points of the contract. Conclusion It is about what the writer thinks about the facts and how she interprets them Recommendation (if any): Recommendations are practical suggestions to deal with the situation and ideas for making sure contracts in the future are carried out more successfully. Long-range sporting Goods, Inc. of Elizabeth, New Yersey, has contacted Allsport Distributors as a possible agent for their golf clubs and bags in China. Long-range Sporting Goods: mid-to-luxury range of golf clubs, emphasis on up-market segment...
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...agreeable salary and benefits package for both parties. This process of salary negotiation may “represent one of the first employer-employee exchanges at the beginning of what may be a long-term employment relationship.” (Porter)This signifies the vitality for employers and employees to hone this skill and ensure a strong initial relationship is developed between the two parties. Before being able to master the skill of salary negotiations, it is important to understand what the skill is. Salary negotiation is the point in the hiring process when an ideal candidate for the position is given an offer that includes the salary and benefits; the employee must decide whether the offer meets their expectations. At this point, an employee can take the offer as is if they believe it is acceptable, or begin the process of negotiating for what they believe to be an accurate salary and benefits package. The negotiation should include coming to an agreement on details including base salary, benefits packages, etc. The employee should also get to know some of the organizations variable pay incentives such as profit-sharing, gain sharing, annual bonus plans, commissions, sign-on bonuses, stock options, stock purchase plans, etc. to assist in evaluating the offer. Although these portions of the pay are nonnegotiable, it is crucial the employer divulge this information to the employee during salary negotiation so...
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...Adalberto Saenz 7/27/2013 BU3110 Final Part 4 Hostage Negotiations Hostage situations involve the taking of a person captive for Tangible reasons; the suspect needs the police or other authorities to meet specific demands (e.g., ransom, transportation, money). In these events, the captive is used as leverage to obtain other substantive goals.Law enforcement agencies have been employing negotiation strategies in their responses to hostage/barricade situations, kidnappings, personal crises, and other critical incidents since they were first introduced by the New York City Police Department in 1973. Fewer than 20 percent of law enforcement critical incidents deal with actual hostage taking, and most crises are successfully resolved without loss of life. In fact, containment and negotiation strategies yield a 95 percent success rate in terms of resolving a hostage crisis without fatalities to either hostages or hostage-takers There are three especially dangerous periods during a hostage crisis. The first is the initial 15-45 minutes when confusion and panic are likely to be greatest. The second is during the surrender of the Hostage / Takers, when strong emotions, ambivalence, and lack of coordination among “HT’s” and crisis team members can cause an otherwise successful resolution to go bad. Finally, tactical assault to rescue the hostages carries the highest casualty rate, probably for two interrelated reasons. First, the very fact that tactical intervention is necessary...
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...Avoiding conflict is nearly impossible, so preparing you with strategies to deal with and resolve conflicts that arise in the workplace is the best approach and one of the biggest challenges. Applying Negotiation Strategies in the Workplace Workplace hostilities can erupt for various reasons under almost any circumstances. Conflict among employees reduces productivity and creates problems with staff morale. When conflicts go unaddressed, they can have a negative impact on productivity and teamwork. Using conflict resolution strategies in the workplace will help maintain a healthy work environment. Conflict resolution requires specific leadership skills, problem solving abilities and decision making skills. Negotiation is not always effective and multiple factors can hinder one or more of the steps in the negotiation process. Effective negotiation requires seeing all sides of the issue and treating all parties involved with respect. In my current place of employment supervisors are constantly faced with conflict, decision making and organizational designs daily. When conflict arises in my organization, it is important to deal with the matter as quickly as possible. Hurt feelings and miscommunication can translate into arguments, job terminations and possibly even violence. The root of the situation must be pinpointed, and discussions must take place to satisfy all involved parties. To handle conflict and negotiations in my organization, I have to keep a clear head and follow...
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...securing a larger contract with e-CRM, which is tangent on the outcome of the current contract. C-S has requested all code and asserted the rescission of the contract. Future Business Opportunities Performance of Contract The contract states, " neither party may cancel this agreement, in whole or in part, subsequent to more than 50 percent of the consideration having been tendered by the other" (UoP Simulation). Since C-S requested all code, it is in breach of contract because more than 50 percent of the deliverables have been delivered. By looking at the big picture, the e-CRM contract, Span is willing to discuss and give concessions regarding the quality issue. Internal Escalation Procedure for Disputes The current contract covers the internal escalation procedure for disputes. The party believing itself aggrieved shall call for progressive management involvement in writing to the other party (UoP Simulation). C-S requesting all finished and unfinished code is a direct violation of the current contract. Span is willing to set this aside if C-S rescinds its request. Requirement Changes Change Management. The current contract is written to cover a one-year time frame. C-S' user and system requirements have grown, especially in the software arena. The original contract should have addressed "out of the ordinary" changes, but it didn't. Span's Change Management...
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