Conflict and Negotiation CHAPTER 144 entences (such as via the \"three strikes\"

Question

Conflict and Negotiation CHAPTER 144 entences (such as via the "three strikes" law). The lobbying Reasonable people can disagree about the pros and worked: prisons were built, the prison population exploded, cons of unions and whether they help or hinder an orga and thousands of new guards were hired. The average niration's ability to be successful. There isn't any dspate CCPOA member now makes more than $100,000 per year however, that they often figure prominently in dhe shsth o aad can retire at age 50 with 90 percent of salary as pen- workplace conflict and negotiation strategics on education 14-14. Labor-management negotiations might be chas Further, it is often extremely difficult to fire a mem- ber of a publicsector union, even if performance is ex- ceptionally poor. Aryeh Eller, 46, a former music teacher n Hilcrest High School in Queens, was pulled from the cdlassroom for repeated sexual harassment of female stu dents, a charge to which he has admitted. While in the rubber room," where union members unfit to work are paid their full wage to just sit, Eller has seen his salary in- crease to $85,000 due to automatic seniority increases un- der the teachers' union contract. Such protections exist for teachers in nearly every state, protecting even those ar- rested for having sex with minors and giving minors drug Teachers are not alone. There are rubber rooms for many hpes of union jobs. acterized as more distributive than integrative. Do you agree? Why do you think this is the case? What. if anything, would you do about it? 14-15. If unions have negotiated unreasonable agree- ments, what responsibility does management or the administration bear for agreeing to these terms? Why do you think they do agree? o 14-16. If you were advising union and management rep- resentatives about how to negotiate an agreement, drawing from the concepts in this chapter, what would you tell them? "Aryeh Eller, New Yoe& Teacher Remoned from Clasroom Sor Sexal Harassmet Paid Near il SAllon to Do Nothing" Hoary 28, 2013), downloaded May 30. 2013,fro w ingmpost.com "Hispanics United of Buffala, lac. and Carkos Oni.: Cae S-CA-27872 Labor Relations Board (December 14. 2012), downloaded May 13, 201, froms www.nlrb g adecn/ard-decisions, and J. Weimann. "Who's to Blame for the Hosess Bankrupecy

Explanation / Answer

Answer:

If union have negotiated un reasonable agreements then, management or admnistration have full authority to disagree. In such circumstances, Management or administration can appoint mediator to resolve and negotiate the terms of agreement. NLRA specifically indicates that the duty to bargain does not require either party to agree to specific proposals or to make concessions. They are merely obliged to meet at regular times and to discuss the pertinent issues in good faith. Management and Unions should project their negotiations for the collective bargaining.

Union and management negotiators must continue to meet to resolve disagreements that may occur with respect to the application of bargaining agreement provisions, and employees and managers must work together to produce profitable goods or services if the firm is to be successful. Therefore Management should agree with the agreement raised by union only when there is common benefits or profitable outcomes for both the parites are associated with this negotiation.

Note: I would like to have your opinion and if you have any doubt in specific. I will be glad to help you.

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