Tom Knight received his Master`s and Ph.D. degrees from Cornell University`s School of Industrial and Laboratory Relations, with a particular focus on collective bargaining, labour history and labour law, as well as on minors in terms of organization and law. Tom`s research experience focused on labour relations at the company level and spent a year working during which he organized joint union management training with Consumers` Power (Michigan) and the Utility Workers Association, AFL-CIO. Since 1987, Tom has been a consultant, coach and moderator on a wide range of work and organizational development relationships. These include collective bargaining and bargaining skills, complaint and conciliation, joint problem-solving in union management, conflict resolution, change management and oversight management. Over the past decade, Tom`s board has had to put an end to improved labour relations and more constructive approaches to the relationship between employment and employment services. Tom`s clients have a wide range of private sector industries and key components of the public sector. Promoting collective bargaining at all levels is the key to creating productive, equitable and stable jobs. While a legal framework and other pro-collective bargaining measures are essential, the effectiveness of collective bargaining is often hampered by the poor bargaining capacity of the negotiating parties.
They can follow a negotiating style that does not allow them to achieve satisfactory results. In most years, the negotiating capabilities of the parties are adversarial and undermine the confidence that unders depression of strong working relationships. The 1948 Convention on Freedom of Association and the Protection of the Right to Organization (No. 87) and the Right to Organization and Collective Bargaining of 1949 (No. 98) form the basis of democratic and stable labour relations. The importance of promoting collective bargaining is enshrined in the 1981 collective agreement (No. 154) and the corresponding recommendation (No. 163). The skills, knowledge and skills of representatives of employers` and trade union organizations are essential to avoid labour disputes and to achieve results and agreements that are in the best interests of all parties. The effectiveness of negotiation is not just „common sense.” They are acquired through a combination of training and experience. The course provides first-hand knowledge and practices in negotiation skills and techniques. The aim is to develop the capacities of participants in order to improve their negotiating skills and thus achieve satisfactory results for their organizations.
The emphasis is on moving from a traditional, adversarial negotiating style to one that allows for mutual gains and enhanced relationships between the parties. At the end of the course, participants will be able to actively use the negotiation theory; decide when interest-based negotiations should be conducted, as opposed to position-based negotiations; Use newly acquired trading techniques and demonstrate increased bargaining capabilities that lead to reciprocal gains.
