Professional Documents
Culture Documents
BARGAINING PROCESS
ASSIGNMENT NO.2
SUBMITTED TO:
SIR
MUHAMMAD
ASIF SB.
ROLL # 508195455.
SUBMITTED BY:
ASAD HUSSAIN.
CELL # 03335174447
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2ND ASSIGNMENT COLLECTIVE
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ACKNOWLEDGEMENT
All praises to Almighty Allah, the most Gracious, the most Beneficent and the
I will keep my hopes alive for the success of given task to submit this report
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2ND ASSIGNMENT COLLECTIVE
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EXECUTIVE SUMMARY
Title page…...……………………………………………………………… 1
Acknowledgement…………………………………………………. 2
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Executive summary………………………………………………… 3
Contents...………………………………………………………….. 4
Introduction……………………………………………………… 15
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group of employees that determine the conditions of employment. Often
disputes and discipline. Frequently, procedural agreements are put into the
company rule book which provides information on the overall terms and
deals with specific issues, such as basic pay, overtime premiums, bonus
agreements have a fixed time scale and a collective bargaining process will
review the procedural agreement when negotiations take place on pay and
conditions of employment.
adequate knowledge and skills for negotiation. In this phase both the
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order to develop the issues that they believe will be most important. The first
2. Discuss: Here, the parties decide the ground rules that will guide the
negotiations. A process well begun is half done and this is no less true in
would be reached.
3. Propose: This phase involves the initial opening statements and the
possible options that exist to resolve them. In a word, this phase could be
adopted. This stage comprises the time when ‘what ifs’ and ‘supposals’ are
agree to a common decision regarding the problem or the issue. This stage is
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described as consisting of effective joint implementation of the agreement
• Distributive bargaining
• Integrative bargaining
• Attitudinal restructuring
• Intra-organizational bargaining
Distributive bargaining
It involves haggling over the distribution of surplus. Under it, the economic
bargaining, one party’s gain is another party’s loss. This is most commonly
explained in terms of a pie. Disputants can work together to make the pie
bigger, so there is enough for both of them to have as much as they want, or
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they can focus on cutting the pie up, trying to get as much as they can for
Integrative bargaining
This involves negotiation of an issue on which both the parties may gain, or
employee sides may bargain over the better training programmed or a better
job evaluation method. Here, both the parties are trying to make more of
Attitudinal restructuring
This involves shaping and reshaping some attitudes like trust or distrust,
friendliness or hostility between labor and management. When there is a
backlog of bitterness between both the parties, attitudinal restructuring is
required to maintain smooth and harmonious industrial relations. It develops
a bargaining environment and creates trust and cooperation among the
parties.
Intra-organizational bargaining
to achieve consensus with the workers and management. Even within the
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union, there may be differences between groups. For example, skilled
workers may feel that they are neglected or women workers may feel that
their interests are not looked after properly. Within the management also,
terms of employment.
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static. Mutual trust and understanding serve as the by products of
5. It a bipartite process. This means there are always two parties involved
participation.
something that the other party has; labor can increase productivity and
and the union on the one hand and the employer on the other.
negotiators.
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Collective bargaining includes not only negotiations between the employers
and unions but also includes the process of resolving labor-management
conflicts. Thus, collective bargaining is, essentially, a recognized way of
creating a system of industrial jurisprudence. It acts as a method of
introducing civil rights in the industry, that is, the management should be
conducted by rules rather than arbitrary decision making. It establishes rules
which define and restrict the traditional authority exercised by the
management.
Importance to employees
employees.
discouraged.
movement.
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7. It helps in securing a prompt and fair settlement of grievances. It
Importance to employers
management.
decision making.
Importance to society
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and social development since the obstacles to such a development can
be reduced considerably.
checked.
1. National level
3. Company/enterprise level
of the industrial activities covered and may be either split up according to territorial
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bargaining, it emphasizes the point that bargaining levels need not be
mutually exclusive
Strikes:
Lockouts:
terms favorable to the employers, by law, employer can lock out its
employees.
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2. It also is a legal for a company to replace the locked outworkers with
Office Venue:-
OGDCL House, Plot No.3, Sector F-6/ G-6, Jinnah Avenue, Blue Area,
Islamabad.
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Regional Offices:-
OGDCL Regional Offices are located in Karachi and Multan. Besides this
OGDCL has its Liaison Offices in Hyderabad, Sukkur, and Quetta for
Nov 2003, the GOP divested 5% of its shares in the company through an
initial Public Offering (IPO). The company is now listed on all the major stock
OGDCL holds the largest share of oil and gas reserves in the country, i.e.
48% of total oil and 34% of total gas reserves. Its percentage share of the
total oil and gas production in Pakistan is 52% and 23% respectively. On the
basis of its activities since inception, the company has made 60 discoveries.
MISSION STATEMENT
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Our mission is to become a competitive, dynamic and growing Company,
MAIN PRODUCTLINE
• Crude Oil
• Gas
• Sulphur
MAJOR ACTIVITIES
SITUATION
Oil and gas Development Corporation was established in 1961 for the
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The working pattern of OGDC is a different from other organizations. The oil
and gas fields are located in remote areas. Most of the unskilled labor is
hired from the nearby areas, while skilled staff is hired from all over the
country. The workings conditions are tough and frustrations of worker during
Labor Demand
At this situation, labor can demand the incentives and other reasonable
facilities because the labor is far away from their families and home. There
• Living facility.
• Safety measures.
• Medical facility.
The above mentioned demands of labor working in the remote areas of all
over the country have been summarized and then presented to the OGDCL
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has also emphasized that the fulfillment of these demands will help in
smooth functioning of the company and for the betterment and progress of
the organization.
Management’s Action
internal meeting for fulfillment of these demands and for this purpose
two weeks time for taking any decision in this regard. But unfortunately after
the lapse of these two weeks, management did not decide any thing in favor
Due to this situation labor union serve a three days strike notice to the
management. They said that during the strike no work will be done in field as
well as in offices.
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After receiving the above mentioned strike notice, OGDCL management
days in filed and is allowed 15 days off to live with their families. This
extended facilities of life insurance, free medical for workers and their
• The Corporation also provides all safety measures and use of helmet
and needed instruments are obligatory for the worker in the field.
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SWOT analysis table for OGDCL
STRENGTHS WEAKNESSES
revenue
OPPRTUNITIES THREATS
market
Expanding into vertical Fear of unproductive wells
market
Few substitutes Vast Market
New Entrants Customers have more
market
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CONCLUSION:-
From the above example we can see that how collective bargaining is formed
and done. It is legal tool for the labour to fight their rights. Management
realizes that the positive role of trade union has helped in implementation of
and union activities as their genuine right. The labour union feels that good
industrial relations are key to the success of any organization. Workers have
the responsibility to put their best efforts and management has to reward
them by giving them fair share in the profits and meeting their legitimate
RECOMMENDATIONS:-
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