Intra Organization and Power Bargaining Model

1 January 2017

Intra organization is a key factor to the beginning stages of how successful a bargaining unit will be in negotiations. Intra organization is when each respective in a particular bargaining unit works towards a consensus. The inability to agree within ones bargaining unit slows down the process and can create dysfunction. Negotiating starts within each bargaining unit during pre-bargaining preparation. This is where discussion and negotiations begin within each bargaining unit to decide what is most important to least importance.

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Once the pre-bargaining preparation process is complete, the bargaining unit is ready to negotiate against the other bargaining unit. There were many forces that impacted our Intra-organizational bargaining. First we all had our individual perception on what was most important and what was least important. This had a lot to do with our personalities, attitudes, values and beliefs. For example, depending on our personalities, those who were shy didn’t get to fully express how they felt about their issue. On the other hand those in the bargaining unit who were out spoken would make it a point to not let up and fight for their concerns.

Our bargaining unit had a variety of issues we wanted to push to get into the contract. We had to decide what we considered a must haves and what can be used as a bargaining chips. Discussions continued until we all had a good idea where our stance was as a bargaining unit with each issue. The end result of our intra-organization bargaining was difficult but successful. We were able to agree on what issues were most and least important to our bargaining members. We had a few bargaining representatives who were concerned with subcontracting and their job security.

Then we have other members who felt subcontracting was irrelevant but having a flexible schedule was above all else. My concern was to allow management to keep their managing power in order to continue to be strong in this competitive market. I needed innovative ideas to create progress within the company, while building opportunity for our members. We agreed that machinist would get a 6% increase and nothing less. We wanted a wage increase across the board for all employees, but our team agreed if we can give employees other benefits outside of pay increase; we would still be in good stance.

We understood that we should negotiate taking subcontracting out of the contract, and use it as a bargaining chip. While understanding that our bottom line in regards to subcontracting was the language; we wanted to make sure management doesn’t have full reigns. We would allow management the option to subcontract but at the same time put limitations to subcontracting with the language used in the contract. As a bargaining unit we knew that changing and adding into the contract different aspects such as, flexible schedules, use of vacation, adding health and safety and an apprentice program would help our overall contract negotiation process.

Bargaining Power Model Bargaining Power Model a is held by both parties during negotiation process. Its Another important concept is the Bargaining Power Model. Both Union and Management have agreement and disagreement costs. Unions lower managements bargaining power when they receive financial supplements. On the other hand managements disagreements cost can decrease with the lack of need when it comes to employees. Unions and managements bargaining power can change from one day to the next.

Incidents such as inventory, supply and demand, wage-price controls, economic changes along with social changes have major influences in the bargaining power model. Under the power bargaining model there are two major assumptions. The first being that “union and mangament negotiators cost issues in a similar manner and are rational individuals, and if it cost more for a party to disagree than to agree with the other, then the party will agree to the other party’s proposal. (labor relations process)

As the union bargaining unit we have decieded to negotiate a win win bargaining strategy or also refered to Mutual gain bargaining. This strategy is used whern both partys negotiate in away where both needs are displayed and honesty takes the leading roll in negotiations. This strategy seemed to work well with our negotiation process considering we were able to pin point wehre we saw a common ground and dominate those areas.

On the other hand we understood what was important to management and see what we can use to lower the cost of agreeing with management on specified issues. e understood that we have a lot of bargaining power considering 95% of employees are in the Union. We put that into consideration as we decided what it was we were going to negotiate and what type of resilience we were going to set for each issue. My Union bargaining member profile was Union International Representative. I had to be sure to negotiate a win-win contract. I wanted to make sure management kept their administrative rights, while implementing new programs to keep union bargaining members happy.

My main objective was to make sure it was clear that a great contract is when both parties bargain in good faith. Showing to the members of the union that management is working with the and both parties want to make positive changes within the company for all employees. Implementing new programs such as apprenticeship along with health and safety article will bring positive reinforcement to union members and all members. This helped us come up with strategies to bargain an all-around good contract.

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