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.
Managing Deadlocks in Negotiation
An earlier article in this journal outlined a model of the process of negotiation with particular reference to negotiation in the industrial relations context. The model suggests that negotiations go through five phases or patterns of negotiating activity as the negotiators move through to a settlement. On the basis of the model, it is possible to identify several implications for negotiators, and, in particular, to make the point that the two parties must jointly manage their progress through the negotiations. Within the negotiation process there are three potential deadlocks which could emerge to obstruct this progress if the negotiations were not properly and jointly managed. This article develops the concept of deadlocks in negotiation more fully, and attempts to identify the implications for negotiators by suggesting how deadlocks might be identified and overcome.
Influence and Trust of Members Within Small Firms
Introduction It was Mellinger who found that lack of trust between subordinates and their superiors was an important factor in preventing subordinates from communicating with their superiors. This therefore suggested that mutual trust must be high to allow open and honest communication. Further, Rosner et al in their research found that workers' participation in managerial decision making correlates highly with communication and through the mediating factor of worker influence as a group with trust in management.