Onderhandelingstrategieë vir bestuur in die jare negentig
Graaff, Johannes Marthinus Jacob de Wet
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Negotiation instead of confrontation has become the formula for industrial peace in the labour market. The relationship between employer and employee has become the most expanding and dynamic source for new ideas and developments. In developing a relationship however, it must always be remembered that management is not dealing with a trade union but with people. It is just not possible to have a system of industrial relations which excludes personal relationships or human interaction and the essential element in virtually any negotiation is the ability to interact. Every wage negotiation has its inherent complexities and management needs to increase their negotiating skills in order to become more effective in dealing with situations which are experienced during the negotiation process. GENERAL OBJECTIVE In the negotiating process, both parties has the right to state their case, propose, counter propose and argue for or against, in order to reach settlement. The objective of this literature study is to develop a negotiating strategy for management taking cognisance of problems that they will encounter in the "New South Africa". SECONDARY OBJECTIVES (a) Consideration feeling of this is given to the Trade Union’s involvement in politics. The movement is that politics cannot be separated from the struggle for a national liberation. (b) To discuss the role of the actors within the tri-partite system namely employer, employee and the state. (c) Poor education and economic development. principles which should negotiating strategy. Low The be level study taken of skills are the greatest obstacles to attempts to underline the economic into account during the formulation of a (d) A basic conflict of interest is inherent in industrial relations, particularly in the negotiation of wages and conditions of service, for the short-term objectives of the parties are then in direct conflict. This conflict is further analysed in this study. (e) Power is the potential to get the other party to do something they would not ordinarily do in a negotiation, by controlling the options open to them. The powerbase which exist in the management/union relationship is identified and discussed. (f) The study attempts to emphasise the role and importance of negotiators. Wiehahn, in his foreword (Stone 1989:2) says the practitioners of industrial relations - these at the coalface where the process of mental gymnastics take place rather than the academics tend to lead the way. The primary data was collected through personal experience and exposure to the negotiating process, the study and exploration of existing literature as well as personal discussions. CONCLUSION Labour is setting out to prioritise its demands, clarify its organisation and try to achieve its objectives. Management should be warned not to give in all the way. One of the tactics you will find in skilled union negotiators is that he treats all concessions with mistrust, and that when faced with a sudden and a surprise concession, he will not accept it gratefully but will reject it out of hand and demand more. The strategy of management therefore should be the pragmatic one of minimising the areas where they are vulnerable to demands, and then, rather like a politician, give what they can when they have to. RECOMMENDATIONS During the next decade management should practice the following: Constructive leadership in industrial relations. Active consideration of the industrial relations implications of any management decisions. A frank, un-pertenalistic , and honest approach to employees and their representatives. A fair consideration of employee and trade union requirements which will anticipate their needs so that management is not caught unaware.