Managing the Process of Negotiation
A model of the negotiation process in the industrial relations context is presented which indicates specific negotiating behaviours. It is argued that there are five phases of activity which negotiations move through and three deadlocks that might emerge. These are described, but the point is made that there is nothing in the dynamics of the negotiation process which guarantees that the parties will parallel their movement through the phases, and that the parties have to co‐ordinate their activities to move through to a settlement.
Leadership as a Productive Strategy in Negotiation
Collective bargaining can be perceived as a form of joint decision‐making between groups, and the process by which agreements are reached can be analysed through the accepted principles of group dynamics. This article considers the process of collective bargaining with particular reference to the structure and behaviour of the groups involved. It suggests that a strong leadership strategy is an important aspect of securing agreements.
Utah and the Mining Unions: A Case Study of Collective Negotiation at the Company Level
Utah Development Company operates four open-cut black coal mines in Central Queensland—Goonyella, Peak Downs, Saraji and Blackwater. A fifth, Norwich Park, commences production in 1980. The company is by far the largest single coal producer and exporter in Australia. It is currently the second highest Australian corporate annual profit earner. This paper examines the events surrounding the renegotiation during 1978 of a company level industrial agreement with the mining unions. The background to the disputa tion, the participants, the issues, the stances and outcomes are identified and analysed. A specific aim is to present a case study of industrial relations pro cesses at the company level. A more general objective is to provide a con tribution to a further understanding of the dynamics of industrial conflict.