Managing Employee Relations: Group Negotiation Analysis Report

This report analyzes a group negotiation exercise focused on managing employee relations within the context of a fictional company, Furniture Co. The exercise involved teams representing management and employees negotiating employment conditions for an enterprise agreement. The analysis highlights key learning points regarding intra-group and inter-group negotiations. Intra-group dynamics were characterized by a mix of discussions, disagreements, and consensus-building. Inter-group negotiations showcased a united front with a focus on strategic pressure and reasoned arguments. The report discusses the purpose and goals of the negotiations, as well as the outcomes achieved, including the number of clauses agreed upon in favor of the union. References to relevant literature are also included, providing context for the observed negotiation behaviors and strategies.

Managing Employee Relations
Managing Employee Relations
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Managing Employee Relations
Key learning regarding (1) intra-group negotiations; and (2) inter-group negotiations
Negotiation is an important aspect of working for any organization. Unlike several activities,
negotiation can be internal and external. It is equally important to know how to manage
discussions and activities within the organization as well.
Hence, negotiation is an exceptionally important tool. During this activity, I noticed that our
discussion and negotiations within the group and with the other group was quite different in
approach and mannerism.
For intra-group negotiations, the negotiations were not simple, and were a blend of easy-
going convincing and at times heated arguments as well. The team cannot always function
in a smooth manner, hence, it was quite obvious for our group to have difference of opinion.
And this was so (Bonner, Okhuysen and Sondak, 2011). With a lot of discussions came a lot
of disagreement, however, also there were unanimous acceptance of various decisions that
were made. From this, I learnt how important it is making peace in such situations, and how
to manage the different elements and personalities in a team.
For inter-group negotiations, however, the situation was different. I observed that our group
was always united and negotiations were quite strong and tough. Nobody was ready to back
down, and most of the time we managed to influence the situation to our benefit. The team
would always maintain a calm demeanour and ensure that the other team/group is properly
listened to (Goldenberg et al., 2015). However, once our team got the chance to speak and
clarify our stand, we ensured that we reasoned well with the other team and are able to
pressurise the other party to either back-off or come halfway. Also, from this, we learnt the
need to remain united, and how to build pressure on other teams.

Managing Employee Relations
References
Bonner, B., Okhuysen, G. and Sondak, H. (2011). Intragroup decision making in intergroup
negotiation: Majority/minority effects and hawkishness of member preferences. Group
Dynamics: Theory, Research, and Practice, 15(3), pp.246-257. Accessed on [31 May 2019]
Goldenberg, A., Halperin, E., van Zomeren, M. and Gross, J. (2015). The Process Model of
Group-Based Emotion. Personality and Social Psychology Review, 20(2), pp.118-141.
Accessed on [31 May 2019]