Decision Making as Negotiation: A Comparison of Two Labor-Management Committees.

Autor/in	Savage, Grant T.
Titel	Decision Making as Negotiation: A Comparison of Two Labor-Management Committees.
Quelle	(1984), (50 Seiten) PDF als Volltext kostenfreie Datei Verfügbarkeit
Beigaben	Tabellen
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
Schlagwörter	Tagungsbericht; Administration; Advisory Committees; Collective Bargaining; Communication Problems; Communication Research; Cooperation; Decision Making; Employer Employee Relationship; Labor Relations; Models; Participative Decision Making + Suchen Sie Ihr Suchwort? Verwaltung; Beratungsstelle; Tarifverhandlung; Kommunikationsbarriere; Kommunikationsforschung; Co-operation; Kooperation; Decision-making; Entscheidungsfindung; Arbeitsbeziehung; Analogiemodell
Abstract	To illustrate decision making as negotiation, this report utilizes P. H. Gulliver's theories concerning negotiation and two case studies of decision making by cooperative labor-management Quality of Work Life (QWL) committees. Negotiation as joint decision-making is discussed and two models that are central to Gulliver's theories of processual negotiation are presented: a cyclical model of information exchange between the negotiation parties, and a developmental model that maps the progress of the negotiations, guiding them with eight conceptually distinct phases that may more or less parallel actual phases in time. The report describes two labor-management committees that are part of a QWL program established to improve both the quality of working conditions for municipal employees and the services provided by city government. It then recounts the operating principles of the QWL program, its expansion, its committee based structure, and the consensus decision-making process it employed. A record of each committee meeting follows, with an abstract of the occurrences at each one. The first analysis section on negotiation as decision making concludes that Gulliver's theory presents little help in explaining why one committee acted successfully and a second inconclusively. The second analysis section concludes that the decision making of the successful committee may be viewed as negotiation because the committee built incrementally on a series of decisions made by the committee, consulted outside parties, and incorporated the diverse interests of different organizational stakeholders in its operation. (CRH)
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2004/1/01