relationshp management
TRANSCRIPT
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RELATIONSHIPMANAGEMENT
BY: SANCHIT SHARMA
SWETANK CHATURVEDI
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Industrial relations
Industrial relations is a multidisciplinary field that studies
the employment relationship. Industrial relations is increasingly
being called employment relations because of the importance of
non-industrial employment relationships. Many outsiders[
alsoequate industrial relations to labor relations. Industrial relations
studies examine various employment situations, not just ones
with a unionized workforce.
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Overview
Industrial relations has three faces:
In the science building face, industrial relations is part of the social sciences, and it
seeks to understand the employment relationship and its institutions through high-
quality, rigorous research. In this vein, industrial relations scholarship intersects
with scholarship in labor economics, industrial sociology, labor and social history,human resource management, political science, law, and other areas.
In the problem solving face, industrial relations seeks to design policies and
institutions to help the employment relationship work better.
In the ethical face, industrial relations contains strong normative principles about
workers and the employment relationship, especially the rejection of treating labor
as a commodity in favor of seeing workers as human beings in democratic
communities entitled to human rights.
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Industrial Relations Today
Industrial relations today is in crisis. In academia, its traditional
positions are threatened on one side by the dominance of
mainstream economics and organizational behavior, and on the
other by postmodernism. In policy-making circles, the industrial
relations emphasis on institutional intervention is trumped by a
neoliberal emphasis on the laissez faire promotion of free markets.
In practice, labor unions are declining and fewer companies have
industrial relations functions. The number of academic programs
in industrial relations is therefore shrinking, and scholars are
leaving the field for other areas, especially human resource
management and organizational behavior. The importance of work,however, is stronger than ever, and the lessons of industrial
relations remain vital. The challenge for industrial relations is to
re-establish these connections with the broader academic, policy,
and business worlds.
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Negotiation
Negotiation is a dialogue between two or more people or parties,
intended to reach an understanding, resolve point of difference, or gain
advantage in outcome of dialogue, to produce an agreement upon
courses of action, to bargain for individual or collective advantage, to
craft outcomes to satisfy various interests of two people/parties
involved in negotiation process. Negotiation is a process where eachparty involved in negotiating tries to gain an advantage for themselves
by the end of the process. Negotiation is intended to aim
at compromise.
Negotiation occurs in business, non-profit organizations, government
branches, legal proceedings, among nations and in personal situationssuch as marriage, divorce, parenting, and everyday life. The study of
the subject is called negotiation theory. Professional negotiators are
often specialized, such as union negotiators, leverage buyout
negotiators,peace negotiators, hostage negotiators, or may work
under other titles, such as diplomats, legislators or brokers.
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Arbitration
Arbitration, a form of alternative dispute resolution (ADR), is
a legal technique for the resolution of disputes outside the courts,
where the parties to a dispute refer it to one or more persons (the
"arbitrators", "arbiters" or "arbitral tribunal"), by whose decision (the
"award") they agree to be bound. It is a settlement technique in whicha third party reviews the case and imposes a decision that is legally
binding for both sides. Other forms of ADR include mediation(a form
of settlement negotiation facilitated by a neutral third party) and non-
binding resolution by experts. Arbitration is often used for the
resolution of commercial disputes, particularly in the context
of international commercial transactions. The use of arbitration is also
frequently employed in consumer and employment matters, where
arbitration may be mandated by the terms of employment or
commercial contracts.
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Arbitration can be either voluntary or mandatory (although
mandatory arbitration can only come from a statute or from a
contract that is voluntarily entered into, where the parties agree to
hold all disputes to arbitration, without knowing, specifically, what
disputes will ever occur) and can be either binding or non-binding.
Non-binding arbitration is, on the surface, similar to mediation.
However, the principal distinction is that whereas a mediator willtry to help the parties find a middle ground on which to
compromise, the (non-binding) arbitrator remains totally removed
from the settlement process and will only give a determination of
liability and, if appropriate, an indication of the quantum of
damages payable.
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DISCIPLINE
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CONFLICT
MANAGEMENT
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Conflict is when two or more values, perspectives and opinions
are contradictory in nature and haven't been aligned or agreed.
WHAT IS CONFLICT
Conflict is often needed. It:
1. Helps to raise and address problems.
2. Energizes work to be on the most appropriate issues.
3. Helps people be real, for example, it motivates them to
participate.
4. Helps people learn how to recognize and benefit from their
differences.
Conflict is not the same as discomfort.
The conflict isn't the problem - it is when conflict is poorly
managed that is the problem
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Substantive Conflict
disagreement over goals, resources, rewards, policies, procedures,
and job assignments.
Emotional Conflict
results from feelings of anger, distrust, dislike, fear, and resentment,
as well as relationship problems.
Functional Conflict
stimulates us toward greater work efforts, more creativity in problemsolving, and even to cooperate more with others.
Dysfunctional Conflict
Is destructive and hurts task performance
TYPES OF CONFLICTS
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downplayingdisagreement,withdrawing, stayingneutral at all costs
giving in and smoothingover differences tomaintainharmony
trying to win in activecompetition, or using
authority to win by force
bargaining for something
acceptable so each partywins and loses a bit
working throughdifferences to solveproblems so that everyonegains
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Lose-lose
no one achieves his or her true desires and the underlying reasonsfor conflict remain unaffected.
Competitionuses force, superior skill, or domination to win a conflict.
Compromiseoccurs when each party to the conflict gives up something of value to theother.
Win-loseone party achieves its desires and the other party does not.
Collaboration
involves working through conflict differences and solving problems soeveryone wins.
Win-winthe conflict is resolved to everyones benefit.
OUTCOMES OF CONFLICT
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THANK YOU
FORLISTENING