Bargaining

Match the subprocesses of negotiations as identified by Richard Walton and Robert McKersie (in the left column) with their descriptions (in the right column

D Bargaining: Adversarial bargaining over conflicts of interests I Bargaining: Collaborative problem solving over issues of mutual gain A Bargaining: Managing attitudes and trust in the labor-management relationship Intra Bargaining: Reaching consensus within the union and within the organization's management team

True or false: The pattern, or sequential, bargaining process is a formal way of gaining a highly decentralized bargaining structure.

False

In the context of integrative bargaining, what are the examples in which both employees and employers benefit? (Check all that apply.)

Finding a solution to a production bottleneck by reconfiguring work flow Instituting a training program that improves productivity and wage rates

Why is distributive bargaining also known as zero-sum bargaining?

In distributive bargaining, the more one party gets, the less the other party gets.

Identify a true statement about the relative bargaining power between labor and management.

It is based on the comparative costs of agreeing and disagreeing

What are the main distributive bargaining strategies and tactics used by a party to a negotiation that are rooted in power? (Check all that apply.)

Seeking out and debilitating the other side's perception of their own resistance point Attempting to strengthen the image of their own resistance point

A negotiating tool that is used to evaluate proposals by estimating their monetary costs is known as

contract costing

True or false: Intraorganizational bargaining is typically more visible on the management side of the bargaining process than the union side.

false

To avoid missing opportunities for mutual gains, negotiators should start with _____ bargaining and then turn to _____ bargaining when the mutual gains are exhausted.

integrative; distributive

Unlike distributive bargaining, integrative bargaining __

sells outcomes to constituents and is time-consuming

Match the types of bargaining structures (in the left column) with their descriptions (in the right column)

Decentralized:It includes several occupations, locations, and companies. Centralized: It includes a limited number of employees in a single workplace.

Match the subprocesses of labor negotiations (in the left column) with their outcomes (in the right column).

Distributive and integrative bargaining: A written contract between labor and management Attitudinal structuring: A social contract that reflects the behavioral quality of the relationship between labor and management

_ is the typical vision of collective bargaining: union and management negotiators pounding the table seeking more (the union) or less (the employer) and both attempting to drive the hardest bargain possible.

Distributive bargaining

Match the subprocesses of negotiations as identified by Richard Walton and Robert McKersie (in the left column) with their descriptions (in the right column).

Distributive bargaining: Adversarial bargaining over conflicts of interests integrative bargaining: Collaborative problem solving over issues of mutual gai attitudinal structuring: Managing attitudes and trust in the labor-management relationship intraorganizational bargaining: Reaching consensus within the union and within the organization's management team

Match the subprocesses of labor negotiations (in the left column) with the locations where they typically occur (in the right column).

Distributive bargaining: At the bargaining table between labor and management negotiators integrative bargaining: At the bargaining table and in brainstorming sessions between labor and management negotiators and their committees attitudinal structuring:At the bargaining table between labor and management negotiators but spilling over to others intraorganizational Distributive bargaining: At the bargaining table between labor and management negotiators integrative bargaining: At the bargaining table and in brainstorming sessions between labor and management negotiators and their committees attitudinal structuring:At the bargaining table between labor and management negotiators but spilling over to others intraorganizational bargaining: Away from the bargaining table within each organizationbargaining: Away from the bargaining table within each organization

Match the aspects of negotiations as identified by Richard Walton and Robert McKersie (in the left column) with their subprocesses (in the right column).

Distributive bargaining: claiming value Integrative bargaining: creating value Attitudinal structuring: building relationships Intraorganizational bargaining: Negotiating internally

Identify the statements that refer to the best alternative to a negotiated agreement (BATNA) of each party to a negotiation, which can be thought of as their threat point or resistance point. (Check all that apply.)

Each party will threaten to quit the negotiations and walk away if they cannot achieve terms at least equal to their BATNA. Each party will be reluctant to accept terms less favorable than their BATNA.

Which of the following are included in the main distributive bargaining strategies and tactics used by a party to a negotiation? (Check all that apply.

Educating the other side about the effects of their proposals Managing and selectively presenting the data shared with the other side

Surface bargaining is different from hard bargaining. Match the terms (in the left column) with their examples (in the right column).

Hard bargaining: Sercas Inc. uses its bargaining power to reach a favorable settlement with a union. Surface bargaining: Deltac Inc. uses its bargaining power to undermine the sincere pursuit of an agreement with a union.

Which of the following are part of the approval process of an agreement between employers and unions? (Check all that apply.)

Management negotiators typically have the power to agree to a final settlement on the employer side. The approval process typically includes a contract ratification vote by the rank and file on the union side.

Match the categories of bargaining items (in the left column) with their descriptions (in the right column).

Mandatory bargaining items: Employers and unions are obliged to bargain over these items Illegal bargaining items: Employers and unions are banned from bargaining over these items Permissive bargaining items: These items are outside the boundaries of the National Labor Relations Act (NLRA)

Match the types of bargaining items (in the left column) with their examples (in the right column).

Mandatory bargaining items: wage reductions/increases Permissive bargaining items: employee parking policy

One can negotiate wages and other economic items in an integrative fashion using the Affinity Method of Collaborative Economic Bargaining, a process developed by the Federal Mediation and Conciliation Service in 2015. Which of the following are part of this approach? (Check all that apply.)

Negotiators jointly create an agreement that both parties find acceptable using open communication. Negotiators jointly recognize the problems before making proposals, develop a costing methodology, and brainstorm options.

A union selects a textile company as the target company for its textile industry contract negotiations every two years. The union bargains solely with that target company until a contract is reached. The union uses this target settlement as the norm for subsequent negotiations in the textile industry and other clothing industries. This scenario illustrates the concept of

Pattern bargaining

Why do employers usually prefer decentralized bargaining structures over centralized structures, unlike unions? (Check all that apply.)

To put local unions in competition with one another for jobs To increase their bargaining leverage

Match the parties in an organization (in the left column) with their areas of concern in the intraorganizational bargaining process (in the right column).

Top Management: The bottom-line impact Human resource professionals: The principles that are affected or instituted Supervisors: The ways in which work is accomplished Negotiators: The ways to reach an agreement

Match the different terms for integrative bargaining (in the left column) with the reasons why they are called so (in the right column).

Win-win bargaining: Both the parties to a negotiation benefit. Mutual gains bargaining: The focus is on creating common gains rather than resolving zero-sum conflicts. Interested-based bargaining: The focus is on the requirements of both parties to a negotiation.

The requirement for intraorganizational bargaining stems from the _

existence of different interest within a negotiator's constituency

The labor union of a public sector company gets direct support from other groups such as politicians and lawyers, who are able to pressurize the management officials at the bargaining table. This is an example of __

multilateral bargaining

A feature of the negotiating tool called contract costing is that it __

often needs making projections of complex issues

Selsa Inc. seeks to engage in integrative bargaining with the labor union. Arrange the bargaining steps it should follow in the correct order of occurrence

1. it should recognize the problem 2. it should understand everyone's basic interests 3. it should brainstorm options for fulfilling everyone's basic interest 4. it should apply standards to the options for fulfilling everyones basic interest 5. it should finalize a solution to the problem

Match the change-specific reasons for resistance to change (in the left column) with their applications to labor negotiations (in the right column).

A certain change might harm a specific individual or group: The more powerful party might consider a different bargaining style as weakening its position. Incomplete or wrong information about a proposed change might lead to resistance: Some consider integrative bargaining techniques as giving up power and selling out. Different people might differently value elements of a change: Management emphasizes efficiency, and labor emphasizes equity and voice

Which of the following scenarios illustrates direct dealing as an example of bad faith bargaining?

An employer questions the employees about the union's effectiveness using coercive communication.

Which of the following are true about the best alternative to a negotiated agreement (BATNA)? (Check all that apply.)

BATNA decides the terms that are minimally acceptable to either party to a negotiation. The belief that a negotiated settlement will be better than a party's BATNA gives an incentive to bargain.

Why is it significant for negotiators to determine how hard to push one's temporary bargaining advantage or power if doing so might result in a negative reaction from a party to an ongoing relationship like a strategic business partnership or a labor-management relationship?

Because aggressive distributive bargaining methods can undermine efforts at integrative bargaining

Match the general reasons for resistance to change (in the left column) with their applications to labor negotiations (in the right column).

Difficulty with attempting something new: Strong tradition of adversarial negotiations in labor relations Thinking that it is not a good time to try something new: Hard to change style or form in the middle of negotiations Sudden and unexpected occurrences that can lead to a negative reaction: Management or labor unilaterally builds a new approach and proposes it to the other side without warning Group norms that strengthen resistance to change: Strong antiunion or antimanagement group sentiment that can strengthen suspicions about the other party's motives for change: Strong antiunion or antimanagement group sentiment that can strengthen suspicions about the other party's motives for change

Match the types of bargaining (in the left column) with their attributes (in the right column).

Distributive bargaining: Trust is of minor importance and gets weakened. Integrative bargaining: Trust is critical and gets strengthened.

Which of the following need to be considered when analyzing the elements of the bargaining environment of the public sector? (Check all that apply.)

Public sector management lacks the option of relocating in search of lower labor costs. The levels of public services are decided by voters, taxpayers, and elected officials in the political arena.

True or false: Collective bargaining has become increasingly divergent with the challenging competitive environment that began in the late 1970s and continues today.

True

What are the examples of legitimate requests from unions that employers must comply with? (Check all that apply.)

Standards for merit raises Wage information for employees Job evaluation data

Identify the factors that should be considered when analyzing the elements of the bargaining environment of the private sector. (Check all that apply.)

The threat of lost business prevents labor's demands. Consumers do not rely on a single manufacturer.

Identify the reasons why unions generally prefer centralized bargaining structures over decentralized structures, unlike employers. (Check all that apply.)

To prevent a reduction in labor's bargaining power To avoid whipsawing by negotiating uniform contracts with employers

True or false: The close personal interaction between labor and management negotiators that occurs during the bargaining process leads to a cooperative, less conflict-laden labor-management relationship.

True

Mellona Inc. engages in integrative bargaining with the labor union. When bargaining, the management of Mellona Inc. should understand that __

all members of each side's bargaining committee are expected to take part and give ideas

Once certified, multiple units can be combined into a single large bargaining unit for the purposes of negotiating a contract if the parties agree. The resulting organizational structure for the collective bargaining process is called the

bargaining structure