This timely volume discusses the extent to which the labor market is becoming more flexible in response to competitive pressures and examines the pivotal roles of collective bargaining in introducing this flexibility.Providing detailed information from 22 country studies, the book covers industrialized and developing nations across Western Europe, North and South America, and Asia. It analyzes the extent of flexibility introduced in these labor markets, as well as the changing role of the state in industrial relations, and the positions of employers and trade unions on labor market flexibility. This comprehensive study reviews the move toward flexibility in four principal areas: contracts of employment, pay, working time, and work organization.While closely examining the means of achieving greater labor market flexibility, this highly topical book addresses the various ways in which flexibility has been introduced, including through legislative action, collective bargaining, individual contracts of employment, and unilateral employer decisions. The findings in this book reveal that collective bargaining is the most effective means of introducing flexibility, as it engages both employers and workers in the process of change.In addition, the volume examines the outcomes of negotiations on flexibility at the central, sectoral, and enterprise levels, paying special attention to the trade-offs that arise, particularly in the areas of job security, working time, and workers' lifestyles.

Alexander Stubb, a participant in the 1996-97 and 2000 Intergovernmental Conferences analyzes the evolution of flexible integration from the early 1970s to the present day and beyond. He focuses in the process of negotiations which led to the institutionalisation of flexibility in the Amsterdam and Nice Treaties. This book provides a valuable insider's view on historical decisionmaking in the European Union.

Understand the context of negotiations to achieve better results Negotiation has always been at the heart of solving problems at work. Yet today, when people in organizations are asked to do more with less, be responsive 24/7, and manage in rapidly changing environments, negotiation is more essential than ever. What has been missed in much of the literature of the past 30 years is that negotiations in organizations always take place within a context—of organizational culture, of prior negotiations, of power relationships—that dictates which issues are negotiable and by whom. When we negotiate for new opportunities or increased flexibility, we never do it in a vacuum. We challenge the status quo and we build out the path for others to negotiate those issues after us. In this way, negotiating for ourselves at work can create small wins that can grow into something bigger, for ourselves and our organizations. Seen in this way, negotiation becomes a tool for addressing ineffective practices and outdated assumptions, and for creating change. Negotiating at Work offers practical advice for managing your own workplace negotiations: how to get opportunities, promotions, flexibility, buy-in, support, and credit for your work. It does so within the context of organizational dynamics, recognizing that to negotiate with someone who has more power adds a level of complexity. The is true when we negotiate with our superiors, and also true for individuals currently under represented in senior leadership roles, whose managers may not recognize certain issues as barriers or obstacles. Negotiating at Work is rooted in real-life cases of professionals from a wide range of industries and organizations, both national and international. Strategies to get the other person to the table and engage in creative problem solving, even when they are reluctant to do so Tips on how to recognize opportunities to negotiate, bolster your confidence prior to the negotiation, turn 'asks' into a negotiation, and advance negotiations that get "stuck" A rich examination of research on negotiation, conflict management, and gender By using these strategies, you can negotiate successfully for your job and your career; in a larger field, you can also alter organizational practices and policies that impact others.

SHORTLISTED FOR 'BEST COMMUTER READ', CMI MANAGEMENT BOOK OF THE YEAR 2017 How do you ask for a promotion, deliver tough news to clients, or secure investment for your new business? The answer is negotiation. It is the most important skill you can develop to get what you want in business and life. No matter how much experience you’ve got, We Have a Deal can help you to improve your negotiation skill – developing an awareness of your habits and abilities, recognising what’s really going on in a deal, and building a flexible approach that is confident and appropriate to each situation. Negotiation expert Natalie Reynolds moves beyond the old-fashioned rules of deal making to explore why people react the way they do in certain situations and how can we use that knowledge to get a good deal. Her five-step DEALS method has helped individuals and organisations to excel at all kinds of negotiation, from clinching a pay rise to resolving disputes, from developing partnerships to shaking hands on multi-million dollar deals. We Have a Deal will help you to overcome obstacles, work with different personalities and in varied cultures, and develop an intelligent and flexible approach will empower you to get the best deal, every time.

Managing and Negotiating Disagreements shows how AI can both aid and complicate conflict resolution processes, offering readers a nuanced perspective on the intersection of technology and human conflict management.

Informed by discussions and interviews with more than fifty seasoned foreign and American negotiators, this landmark study offers a rich and detailed portrait of the negotiating practices of American officials. Including contributions by eleven international experts, i assesses the multiple influences--cultural, institutional, historical, and political--that shape how American policymakers and diplomats approach negotiations with foreign counterparts and highlights behavioral patterns that transcend the actions of individual negotiators and administrations.

Communication Yearbook 36 continues the tradition of publishing state-of-the-discipline literature reviews and essays. Editor Charles T. Salmon presents a volume that is highly international and interdisciplinary in scope, with authors and chapters representing the broad global interests of the International Communication Association. The contents include summaries of communication research programs that represent the most innovative work currently, with internationally renowned scholars serving as respondents to each chapter. Offering a blend of chapters emphasizing timely disciplinary concerns and enduring theoretical questions, this volume will be valuable to scholars throughout communication studies.