Collective Bargaining

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Description of Collective Bargaining. Explanation.


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Definition Collective Bargaining. Description.

Collective Bargaining is normally seen as a negotiation method between representatives of the union and of the employer, to determine wages, hours, and various Employee Benefits through direct negotiations. But it can also be used to mean a sort of negotiation process between the employer and any group of employees for certain sets of objectives where both of them have common interest. The workers derive this power by coming together, that is by being united.

If their viewpoint - demands - are not considered, they have the power of withdrawing their services or adopting other actions which will adversely affect the employer. Thus the collective bargaining draws its power from the strength of being united.

The employer can ill-afford to neglect these actions as the concerted action by the workers can result in low output and monetary loss. The employer thus agrees to negotiate the matter and the bargaining process begins. Since both the employer and workers have areas of common interest, the bargaining is not stretched too far, because, then it will be counter productive.

The underlying force behind the collective action is the assumption - valid enough - that the employees and employer have vital common interests.

Collective Bargaining Forum
  How to Prevent the other Party in Negotiating from Lying
Nearly half of people will lie in a negotiation when having a motivation and the opportunity to do so, according to studies. But it is obvious that cheating can cause reaction in negotiation and may prevent creative problem solving that leads to win-...
  Asking Advice to your Counterpart in Negotiations
In negotiation, seeking advice from others or even your counterpart could be an effective strategy, even if working WITH your counterpart seems counter effective at first sight. The possible benefits generated by advice seeking can be:
  Negotiating Without a BATNA
As discussed in my post BATNA: Should You Accept or Reject a Deal, having an established BATNA is fundamental to negotiation strategy as it helps people to determine when to walk away from a neg...
  Negotiating while Making Multiple Equivalent Simultaneous Offers: THE MESO STRATEGY
In business negotiations, when each side roots firmly in its position, there seems to be no way forward. Medvec and Galinsky describe a strategy of "Multiple Equivalent Simultaneous Offers" (MESO) which may help negotiators break through such deadloc...
  Preparing for a Negotiation: BATNA or Bottom Line?
It is important to prepare yourself for any negotiation, including the minimum you are willing to accept. In my post on BATNA (Best Alternative to a Negotiated Agreement) I explained this c...
  BATNA: Should you Accept or Reject a Deal?
Life is an endless series of negotiations. You may negotiate a salary with a potential employer, negotiate a deal with your buyer, or even negotiate clothing choices with your teenage daughter. Accept or reject could be the hardest part of negotiatio...
  Do's and Dont's for Negotiating Across Cultures
The complexity of cross cultural negotiation is daunting. Miscommunication can hinder or derail a deal. According to Erin Meyer, the challenge stems from an inability to read signals that reveal a frame of mind and emotions. A primary reason f...
  Negotiating for Personal Purposes (Kolb)
A major distinction can be made between a negotiation on behalf of an organization and one for personal purposes. Managers are normally confident in negotiating for their company.
  Tripartite Social Dialogue to Build Trust and Collaboration Among Government, Business and Labour
National tripartite social dialogue brings together government, workers and employers to discuss public policies, laws and other decision-making that affects these social partners. Tripartite consultations can ensure greater cooperation among the tri...
  Issues in the Negotiation Process (Manning & Robertson)
Negotiation should be viewed as a process of compromise, involving parties with different sets of objectives and values, based on their different vested interests.
It is assumed that more effective negotiators, whilst recognising these different...
  Stages in the Negotiation Process (Manning & Robertson)
Negotiation should be viewed as a process of compromise, involving parties with different sets of objectives and values, based on their different vested interests.
It is assumed that more effective negotiators, whilst recognising these different...
  Negotiation Intentions of Mastenbroek
In 1996 Dutch bargaining expert Willem F.G. Mastenbroek developed a bargaining model consisting of four negotiation intentions or negotiation activities:
1. Influence the Content. The main g...
  Different Negotiating Types / Bargaining Styles
Soft Bargaining: Very cooperative, conciliatory bargaining that focuses primarily on reaching an agreement and on not making the other side upset.
Hard Bargaining: Adversarial, competitive bargaining that assumes that the opponent ...
  Collective Bargaining : Role of Chairman?
What is the role of the chair person in any collective bargaining process?...
  Influence of Collective Bargaining in Public Sector
In what ways could collective bargaining affect a government organization?...

Collective Bargaining Special Interest Group

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Best Practices - Collective Bargaining Premium
  Four Principles for Effective Negotiation
When you're thinking about managing a conflict, it's useful to also remember the Four Principles for Effective Negotiation of Roger Fisher and William Ury:
1. PEOPLE - Separate the people from the problem
2. INTERESTS - Focus on inte...

Expert Tips - Collective Bargaining Premium

Resources - Collective Bargaining Premium

An Outline of Negotiation and Bargaining Strategies and Tactics

Presentation that distinguishes various negotiation strategies, including the following sections:
1. Introduction
2. Negotiation strategies ...
Usage (application): Bargaining, Negotiation Strategy, Negotiation Strategies, Dual Concerns, Avoid, Compete, Collaborate, Accomodate

Visions on Managers and Negotiators

This superb presentation outlines the roles and tasks that managers perform. The presentation includes views of important contributors in the field of...
Usage (application): Negotiating, Management, Leadership, Workshops, Trainings

Framing in the Context of Conflicts

Framing and conflicts
This presentation elaborates on the extent to which framing relates to conflicts (and its resolution). The presentation inc...
Usage (application): Framing, Negotiation, Collective Bargaining, Stakeholder Analysis, Force Field Analysis, Conflict Management

Communication and Negotiation in a Cross-cultural Context

Presentation about Communications and Negotiations Across Different Cultures. The presentation includes the following sections:
1. Outline of Pre...
Usage (application): Cross-Cultural Communication, Cross-Cultural Negotiation

Group Conflicts, Group Cohesion and Groupthink in Decision Making

Presentation about conflicts and cohesion in groups, and how it influences decision making. The presentation includes the following sections:
1. ...
Usage (application): Group Decision Making, Conflicts in Groups, Cohesion of Groups, Groupthink

Employee Relations / Labor Relations

This presentation provides you with information about employee relationships within organizations and union environments. The presentation includes th...
Usage (application): Relationship Management, Employee Relationship

Introduction and Summary of Collective Bargaining

Collective Bargaining is not easy and is never fast. But it works.
This animation shows why and describes the process from idea to ratified agree...
Usage (application): Initial Understanding of Collective Bargaining


Collective Bargaining


Collective Bargaining


Collective Bargaining


Collective Bargaining

Compare with: Pressure Group  |  Force Field Analysis  |  Six Change Approaches  |  Core Group Theory  |  Bases of Social Power  |  Coalition  |  Loss Aversion Bias

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