Negotiation and Conflict Resolution
Added on 2023-04-23
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Running Head: NEGOTIATION AND CONFLICT RESOLUTION 1
NEGOTIATION AND CONFLICT RESOLUTION
Student’s Name
Course
Professor’s Name
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NEGOTIATION AND CONFLICT RESOLUTION
Student’s Name
Course
Professor’s Name
University
Date
NEGOTIATION AND CONFLICT RESOLUTION 2
Traditional Competitive Bargaining
Confidential Role Information for Employer Position 3A
When a stage magician has one of its audience pick one of the provided cards, he
ensure that he has multiple ways of making the audience pick a certain card of his choice.
This is known as “forcing card” .Such kind of techniques is used by employees when they
want something from their employers. They come up with a number of alternatives in order
to make the boss see that there are choices, but in the real sense none of the provided
approaches make any sense. Traditional competitive bargaining is typically an argumentative
process in which an employer and the employee provide direct negotiations by meeting
physically to discuss their proposals as to the best wages, working hours or the working
conditions of the employee are supposed to be (Al-Khatib, et.al., 2011).
As a Vice President of the Rapid Golf Equipment Company, the essence of this
technique would be the fact that it would be easier to assume an adversarial association
between me and my employer. This won't necessarily mean that we hold hostile feeling
towards each other. It simply implies that the company and the employee carry themselves
solely to advance their own interest with little regard about the interests of the other party.
The assumption, in this case, is that both the employer and the employee are equal in power
(Lee, & Saez, 2012).
It is important to note that the development of positions between me and my
employers is not just a matter of choosing what we specifically need or want. In this type of
negotiations, it is probable that the management will take an opposite position to my wage
propositions and that the final agreement would be achieved through compromise of our
initial proposal which was $ 10,000 wage increase. In this case, I have provided a
significantly more favourable proposal to the management. Cohen, (2010) indicates that , “in
Traditional Competitive Bargaining
Confidential Role Information for Employer Position 3A
When a stage magician has one of its audience pick one of the provided cards, he
ensure that he has multiple ways of making the audience pick a certain card of his choice.
This is known as “forcing card” .Such kind of techniques is used by employees when they
want something from their employers. They come up with a number of alternatives in order
to make the boss see that there are choices, but in the real sense none of the provided
approaches make any sense. Traditional competitive bargaining is typically an argumentative
process in which an employer and the employee provide direct negotiations by meeting
physically to discuss their proposals as to the best wages, working hours or the working
conditions of the employee are supposed to be (Al-Khatib, et.al., 2011).
As a Vice President of the Rapid Golf Equipment Company, the essence of this
technique would be the fact that it would be easier to assume an adversarial association
between me and my employer. This won't necessarily mean that we hold hostile feeling
towards each other. It simply implies that the company and the employee carry themselves
solely to advance their own interest with little regard about the interests of the other party.
The assumption, in this case, is that both the employer and the employee are equal in power
(Lee, & Saez, 2012).
It is important to note that the development of positions between me and my
employers is not just a matter of choosing what we specifically need or want. In this type of
negotiations, it is probable that the management will take an opposite position to my wage
propositions and that the final agreement would be achieved through compromise of our
initial proposal which was $ 10,000 wage increase. In this case, I have provided a
significantly more favourable proposal to the management. Cohen, (2010) indicates that , “in
NEGOTIATION AND CONFLICT RESOLUTION 3
traditional competitive bargaining , an employee bargaining with an employer may propose
that salaries be increased by 9%, based on a simple understanding that most of the other
comparable employers are providing a 4-5% annual salary increase”(P.149). The Assumption
in this case, is that the management will propose a much lower salary increment, and that the
final agreement would only be made through a compromise of around 5-7%. I would also
hope that I might get lucky and convince the management through the results of my services
to compromise at a 7% annual increase.
The company’s management might well respond to the demand I have put forward
with a proposal of as low as 1%.Irrespective of the fact that the management is well aware
that 4% if the amount is given by other comparable employers, the company might argue that
1% is much better due to budgetary constraints, reduced productivity of other employees or
even resistance from the taxpayer. This can be countered by arguing that some of the most
comparable employers are actually giving a 6% wage hike. The amount that we eventually
agree on will possibly be determined by which party has higher bargaining power and how
great a job each party does in providing a much persuasive argument to the other.
Confidential Role Information for Employee Position 3B
As the director of mail-order sales, I would provide my employer with a set of
options: 1) consider employing another inexperienced person, 2) considering my grievances
and 3) dissolving the department and merging it with others. This would mean that I am in a
better position of understanding the choices that would be made by my employer. With such
choices, I will be directly motivating or influencing the choices made by the manager
(Campbell, et al., 2012). Recent studies show that being cognitively intelligence helps an
employee to be deeply embedded in an organisation’s social network. This provides such
traditional competitive bargaining , an employee bargaining with an employer may propose
that salaries be increased by 9%, based on a simple understanding that most of the other
comparable employers are providing a 4-5% annual salary increase”(P.149). The Assumption
in this case, is that the management will propose a much lower salary increment, and that the
final agreement would only be made through a compromise of around 5-7%. I would also
hope that I might get lucky and convince the management through the results of my services
to compromise at a 7% annual increase.
The company’s management might well respond to the demand I have put forward
with a proposal of as low as 1%.Irrespective of the fact that the management is well aware
that 4% if the amount is given by other comparable employers, the company might argue that
1% is much better due to budgetary constraints, reduced productivity of other employees or
even resistance from the taxpayer. This can be countered by arguing that some of the most
comparable employers are actually giving a 6% wage hike. The amount that we eventually
agree on will possibly be determined by which party has higher bargaining power and how
great a job each party does in providing a much persuasive argument to the other.
Confidential Role Information for Employee Position 3B
As the director of mail-order sales, I would provide my employer with a set of
options: 1) consider employing another inexperienced person, 2) considering my grievances
and 3) dissolving the department and merging it with others. This would mean that I am in a
better position of understanding the choices that would be made by my employer. With such
choices, I will be directly motivating or influencing the choices made by the manager
(Campbell, et al., 2012). Recent studies show that being cognitively intelligence helps an
employee to be deeply embedded in an organisation’s social network. This provides such
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