Behavioral Theory of Labor Negotiations - Case Study Example

The distributive approach identifies a win-lose decision that develops from a discursive forum and therefore justifies the final decision. The integrative approach however involves parties to a conflict in developing a solution to a problem rather than seeking a decision while attitudinal structuring is a social-based approach that aims at changing people’s behaviors in a set up and intraoganizational bargaining defines extensive discussion within an organizational framework. Either aspect of the theory, therefore, undermines summary dismissal without a defense opportunity. Another applicable theory to both parties is the contract theory which provides for the legality of relationships based on terms and actions rather than the intentions of parties to an agreement. It, therefore, has a legal basis for protecting parties' interests (Miller and Jents 497; Denisi and Griffin 330). The initial jurisdiction of the case rests with the industrial court.

The contract theory will prevail over the Behavioral theory of labor negotiations because of its foundations from common law which is a recognized source of law while the Behavioral theory of labor negotiations is a secondary approach to the judicial system.

Problem 2

I would advise Fred that his action has legal consequences and recommend a favorable resolution outside court before Wilma seeks a legal address. His reference to payback and the mode of expression that communicated intense anger together with the slamming of the door identifies apprehension of danger, amounting to the tort of assault. A resolution outside the legal framework may therefore reduce or mitigate the possible consequences of Fred’s action if Wilma agrees to forgive him (Miller and Jentz 87).

Problem 4

Part 1: Questions for the research committee
We are interested in recruiting Mr./Mrs. X (Name of applicant) for an important position in our organization, he/she has named you as a referee and we would wish to gain the following information from you.

1. What is your opinion about the applicant’s level of accountability and morality?
2. Has the participant been implicated in a legal compromise, prosecuted or not, in the course of duty?
3. Do you believe that the applicant can work under pressure and manage the pressure for positivity?
4. What is the applicant’s analytical potential?
5. Is the applicant a good leader?

Part 2: Advice to the search committee
The additional information on the applicant’s alcoholism does not change the proposed plan because the condition can be managed by a strong organizational culture. The search committee should be keen on identifying the participant’s level of reliance on alcohol, the effects of her alcoholism on her output, and possible measures to manage her alcoholism for optimum productivity. The committee should however not express skepticism over her alcoholic state (Denisi and Griffin 18-24, 109, 110).
Problem 5

Lack of adequate conflict resolution policy and conflict resolution strategies are some of the problems that are identifiable in the case. 

The woman also failed to resolve the issue with Mann before seeking alternative avenues. I, therefore, recommend the development of a conflict resolution policy that the organization should communicate to its employees and awareness of conflict resolution strategies among the employees (Sharma 116, 117).   

Read More