bargaining and negotiation management
DESCRIPTION
The presentation covers the basic concepts of bargaining and negotiation.TRANSCRIPT
![Page 1: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/1.jpg)
Presented by:• Hooreen Tasneem• Fatima Salaam• Beenish Hussain
BARGAINING AND NEGOTIATION MANAGEMENT
![Page 2: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/2.jpg)
When planning for one
year, there's nothing
better than planting
grain, when planning for
ten years, there's nothing
better than planting
trees, when planning for a
lifetime, th
ere's nothing
better than planting
men". Chinese philosopher
![Page 3: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/3.jpg)
Collective bargaining is a process whereby organized labor and management negotiate the terms and the conditions of employment.
The process by which the mutual agreement incorporated between the management and the Worker’s Union is known as the collective bargaining agreement.
![Page 4: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/4.jpg)
The term "collective bargaining" was first used in 1891 by economic theorist Sidney Web.
However, collective negotiations and agreements had existed since the rise of trade unions during the nineteenth century.
HISTORY
![Page 5: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/5.jpg)
Practical Study of OGDCL
![Page 6: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/6.jpg)
Exploration & Development of Oil & Gas
Resources.
MAIN PRODUCT LINE Crude Oil Gas LPG
MAJOR ACTIVITIES
![Page 7: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/7.jpg)
Working pattern of OGDCL is different from other organizations.
The oil and gas fields are located in remote areas.
Tough working conditions leads to frustration of the workers during stay in fields.
How situation occurs
![Page 8: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/8.jpg)
The objectives of the collective bargaining are given as:
1) Settle the conflicts2) To protect the interest of the workers through collective action.3) To resolve the difference between the workers and management 4) To avoid third party intervention in matters relating to employment.
Objectives
![Page 9: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/9.jpg)
The collective bargaining process simultaneously triggers of the following:
1) Employee’s right.2) Employer’s duty.
![Page 10: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/10.jpg)
In majority of the cases collective bargaining process deals with issues like:
1) Rate of wages, pay.2) Hours of employment, working conditions3) Employment policies4) Productivity settlement
![Page 11: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/11.jpg)
![Page 12: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/12.jpg)
NEGOTIATION
![Page 13: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/13.jpg)
“Negotiation is the process ofcommunicating back and forth, for
thepurpose of reaching a joint
agreementabout differing needs or ideas.”
“A give-and-take decision-makingprocess involving interdependentparties with different preferences.”
Defined
![Page 14: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/14.jpg)
1. Positive Attitude 2. Knowledge of the Negotiation
process3. An understanding of people4. A grasp of your subject5. Creativity6. Communication skills
Basic Elements of Successful Negotiation
![Page 15: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/15.jpg)
To reach an agreement To beat the opposition To compromise To settle an argument
Why do we NEGOTIATE?
![Page 16: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/16.jpg)
Relate: Building a relationshipExplore: Interests of both sidesPropose: One concrete proposal
addresses all underlying interestsAgree: Compromising & create
alternatives
Negotiation Process REPA
![Page 17: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/17.jpg)
Distributive Negotiation Integrative Negotiation
TYPES OF NEGOTIATION
![Page 18: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/18.jpg)
Parties compete over the distribution of a fixed sum of value. The key question in a distributed negotiation is, “Who will claim the most value?”
The Seller’s goal is to negotiate as high a price as possible; the Buyer’s goal is to negotiate as low a price as possible.
DISTRIBUTIVE NEGOTIATION
![Page 19: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/19.jpg)
In Integrative Negotiation, parties cooperate to achieve maximum benefits by integrating their interests into an agreement. This is also known as a win-win negotiation.
The key questions is: “How can the resource best be utilized?”
INTEGRATIVE NEGOTIATION
![Page 20: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/20.jpg)
BATNA is an acronym for:
Best
Alternative
To
a
Negotiated
Agreement
BATNA
![Page 21: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/21.jpg)
BATNAs tell you when to accept and when to reject an agreement
When a proposal is better than your BATNA: ACCEPT IT
When a proposal is worse than your BATNA: REJECT IT
Why BATNAS Matter
![Page 22: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/22.jpg)
“Best Alternative to a Negotiated Agreement”
Develop “your” BATNA - List your alternatives - Evaluate your alternatives - Establish your best as your BATNA
Consider “their” BATNA Have a Reservation Point – the least
you will accept List their alternatives – their BATNA
BATNA
![Page 23: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/23.jpg)
A person goes for car purchase.
[To negotiate with showroom sales man for lesser price]
The car owner is not agreeing for the lesser price.
Than customer can ask for Radial tires[best alternative] with any increase in price further.
BATNA EXAMPLE
![Page 24: bargaining and negotiation management](https://reader035.vdocuments.net/reader035/viewer/2022081400/54637f66b1af9f86228b5630/html5/thumbnails/24.jpg)