Negotiation about unions vs company

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The role I will play is the manager of the company. the detail and confidential information are in the files.

I need you to help me design some ideas to deal with this negotiation. It is necessary to negotiate on the content of the confidential information.

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SEE 3850 Negotiations and Agreements Labor/Management Collective Bargaining Negotiation The Union: The International Alliance of Theatrical Stage Employees, Moving Picture Technicians, Artists and Allied Crafts of the United States (IATSE) The Management: The Bank Trust Pavilion – managed by the Campbell Arena Management Group Collective bargaining involves representatives of both labor unions and management in negotiations about the terms of a contract. Today, the procedures to be followed are governed by federal law. This simulation activity is designed to allow students to participate in the process through which union and management representatives attempt to settle their contract disputes without resorting to a strike and potential lost time. Groups of students will assume the roles of IATSE union leaders and representatives of Campbell Arena Management Group, managers of The Bank Trust Pavilion, as they engage in the collective bargaining process. Each side will be given information about the current contract, and the status of negotiations on the new contract. They will also be provided with confidential information that is not to be revealed to their counterparts. Students will meet with members of their negotiating teams to plan a bargaining strategy. Once they are prepared, negotiations between teams representing labor and management begin. Failure to reach an agreement within the allotted time will result in a strike of all stagehands at The Bank Trust Pavilion. The current contract expires tonight at midnight. Both sides have agreed to one last negotiating session. The three issues still unsettled are wage rates, vacations and the workweek for stagehands. Current Contract Terms: Current Wage Rates for Stagehands: $16.25 per hour for one year $18.50 per hour for years two through five $25.50 per hour for years six through ten $29.50 per hour after ten years Proposed by the Union: 25% Wage Increase for Stagehands: $20.31 per hour for one year $23.13 per hour for years two through five $31.88 per hour for years six through ten $43.75 per hour after ten years Current Vacation for all union employees: One week in year one Two weeks in years two through four Three weeks in years five through ten Four weeks after ten years Proposed Vacation for all union employees: Two weeks in year one Three weeks in years two through four Four weeks in years five through ten Six weeks after ten years Workweek for Stagehands: Current workweek is 35 hours with time and a half for any work in excess of 35 hours in a week. Stagehands can work an unlimited number of hours at the overtime rate. There are no provisions for parttimers to replace full-timers to eliminate overtime. The proposed workweek by management is 40 hours per week of regular time for full-time stagehands, with time and a half for any work in excess of 40 hours in a week. Management has the option to arrange the workweek so that part-time employees work in place of employees who have reached 40 hours in a particular week so as to eliminate some of the overtime pay. -OVER- Objectives for Students 1. Identify the purpose of the collective bargaining process (Union or Management) 2. Identify your SMART goals for this negotiation 3. Plan a strategy and develop your tactics based on the concepts discussed in class for how you will negotiate a collective bargaining agreement between arena management and the union as to wage rates, vacations and the workweek for stagehands. 3. Negotiate and try to agree on a collective bargaining agreement 4. Report your results to the class. NOTES: Roa NSPIL Billed SONOG IS CAMPBELL ARENA MANAGEMENT GROUP CONFIDENTIAL INFORMATION You cannot afford a strike! The company has lost money during the past two years and a strike could be a crippling financial blow. The president of the company has personally cautioned you about "giving away the store" in this contract negotiation. You need to change the workweek because you know that will save the company a tremendous amount of money in overtime pay. You are willing to give in a bit on the vacation issue, and perhaps agree to a small raise for the stagehand workers if you eliminate the overtime issue. However, you cannot afford the wage increase proposed by the union; 25% across the board is financially irresponsible. Failure to negotiate a management friendly contract may cost you your job! 放 DO NOT REVEAL THIS INFORMATION TO THE UNION NOTES: E E E
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Running head: STRATEGIES IN THE COLLECTIVE BARGAINING PROCESS

Strategies in the Collective Bargaining Process
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STRATEGIES IN THE COLLECTIVE BARGAINING PROCESS

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Strategies in the Collective Bargaining Process
Collective bargaining is a crucial part of the human resource management function across
organizations. The process features the determination of wages, grievance procedures, working
hours, and the terms and conditions of employment for the members of the union, all critical
aspects of personnel management. This essay discusses strategies available to the management
during collective bargaining using The Bank Trust Pavilion case study as the point of reference.
The primary purpose of the collective bargaining process is the determination of crucial
personnel issues, explicitly working hours, working conditions, grievance mechanisms, overtime,
wages and ben...


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