Case Study Essay 3 BUS 308 Robert A Landry
14-10. Based on readings, there were 3 factors that led to this becoming an open conflict. The first factor was management created a process conflict by removing the walls between Matt and Peter. Whereas before Matt and Peter were not aware of their differences in work habits and organization, removing the wall brought these differences out into the open. The second item was the existence of personal variables between the two men. Their differences are work process meant that having them in an open work environment brought these differences to the forefront. The final issue was the founder of Markay Design and the other co-workers not being willing to step in to help resolve the conflict. …show more content…
The answer to this question depends on the Markay Design’s stance on neatness in the work area. If there are no rules governing work area neatness, no conflict should exist regarding this issue. From a personal variables standpoint, this conflict can be understood. Peter and Matt have a difference of opinion regarding neatness in the work area. From the reading, it seems that they have held discussions about this issue without any resolution. The costs involved with this are the time spent on something that is a trivial problem to the staff. The benefits include repairing a working relationship and getting work productively back to the previous …show more content…
The management person is the one that signs the agreement of terms. If they don’t agree, they can walk away from the union. The fear in walking away from the union is the union workers will strike causing loss of productivity and profits for the corporation. As an example, the major-league baseball strike of 1994 cost the baseball owners almost $1 billion in revenue. (ESPN, 2004) It took three years for baseball to get back to the attendance levels of 1994 following the strike. (ESPN, 2004) With these types of alternatives, it is easy to see why management could accept a poor deal rather than face this type of profit loss.
14-15 In serving as an arbitrator for a labor-management negotiation, I would insist that both sides follow the 5-step negotiation process of preparation and planning, definition of ground rules, clarification and justification, bargaining and problem solving, and closure and implementation. (Robbins and Judge, 2017). Within this framework, I would ask both sides to find ways where a settlement will be an integrative bargain where everyone wins
14-10. Based on readings, there were 3 factors that led to this becoming an open conflict. The first factor was management created a process conflict by removing the walls between Matt and Peter. Whereas before Matt and Peter were not aware of their differences in work habits and organization, removing the wall brought these differences out into the open. The second item was the existence of personal variables between the two men. Their differences are work process meant that having them in an open work environment brought these differences to the forefront. The final issue was the founder of Markay Design and the other co-workers not being willing to step in to help resolve the conflict. …show more content…
The answer to this question depends on the Markay Design’s stance on neatness in the work area. If there are no rules governing work area neatness, no conflict should exist regarding this issue. From a personal variables standpoint, this conflict can be understood. Peter and Matt have a difference of opinion regarding neatness in the work area. From the reading, it seems that they have held discussions about this issue without any resolution. The costs involved with this are the time spent on something that is a trivial problem to the staff. The benefits include repairing a working relationship and getting work productively back to the previous …show more content…
The management person is the one that signs the agreement of terms. If they don’t agree, they can walk away from the union. The fear in walking away from the union is the union workers will strike causing loss of productivity and profits for the corporation. As an example, the major-league baseball strike of 1994 cost the baseball owners almost $1 billion in revenue. (ESPN, 2004) It took three years for baseball to get back to the attendance levels of 1994 following the strike. (ESPN, 2004) With these types of alternatives, it is easy to see why management could accept a poor deal rather than face this type of profit loss.
14-15 In serving as an arbitrator for a labor-management negotiation, I would insist that both sides follow the 5-step negotiation process of preparation and planning, definition of ground rules, clarification and justification, bargaining and problem solving, and closure and implementation. (Robbins and Judge, 2017). Within this framework, I would ask both sides to find ways where a settlement will be an integrative bargain where everyone wins