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In recent years many employers in the U.S., Great Britain, Ireland,
and elsewhere, often in partnership with their unions, have turned
to new approaches to managing and resolving workplace disputes. In
the U.S. this movement is often called "alternative dispute
resolution" (ADR), an approach that involves the use of mediation,
arbitration, and other third-party dispute resolution techniques,
rather than litigation, to resolve workplace disputes. Some
employers have established so-called "conflict management systems,"
a pro-active, strategic approach to handling workplace conflict.
This volume contains chapters by some of the world's leading
scholars of workplace dispute resolution and conflict management as
well as chapters by emerging younger scholars in these fields. The
chapters present original research that combines cutting-edge
thinking about the theoretical dimensions of ADR and conflict
management along with rigorous empirical analyses of real-life
data.
Major changes within and between organizations are now generally
negotiated by the parties that have a stake in the consequences of
the changes. This was not always so. In 1965, with A Behavioral
Theory of Labor Negotiations, Richard Walton and Robert McKersie
laid the analytical foundation for much of the innovation in the
practice of negotiation that has occurred over the last thirty-nine
years. Since that time, however, the field has undergone
significant changes, and Walton and McKersie's ideas have been
applied to a wide variety of situations beyond labor
negotiations.Negotiations and Change represents the next generation
of thinking. Experts on negotiations, management, and
organizational behavior take stock of what has been learned since
1965. They extend and apply the concepts of Walton and McKersie and
of other leaders in the study of negotiations to a broad range of
business, professional, and personal concerns: workplace teams,
conflict management systems, corporate governance, and
environmental disputes. While building on those foundations, the
essays demonstrate the continued robustness and relevance of Walton
and McKersie's behavioral theory by suggesting ways it could be
used to improve the management of change. Returning to its roots,
the volume concludes with a retrospective by Richard Walton and
Robert McKersie.
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