ABB y Galindo: Ganando la Paz (B) RH1-148-B
Part B of this case goes beyond the organizational problems of the restructuring described in part A, and addresses the personal situation, commitment and management of the emotions during the mentioned process. This part goes into details of how Esther decided to go above and beyond in many aspects to help resolve the personal situation of workers and managers alike with the best of all of their abilities.Academic Area:Human Resources | Negotiation
ABB y Galindo: Ganando la Paz (A) RH1-148-A
The complexity of restructuring of large companies can hardly ever be ignored. ABB & Galindo brings up the dilemma of Esther, Human Resources director at the factory, when she is faced with the transition of a factory into a service center. This meant either relocating, retraining or letting go most if not all of the current workers, with the additional complication that even after the official announcement the factory still had to run for another 18 months. This case also has a part B.Academic Area:Human Resources | Negotiation
¿Cómo se negocia en España? NG1-107
This case presents four interviews about the negotiation culture in Spain, conducted with Chinese, French, Cuban and Japanese people who have a broad experience in Spain. They describe and interpret the predominant negotiation culture in Spain from the particular viewpoint of their own culture, and in the different spheres of their business: international commerce, construction industry, technology and the diplomatic world.
The diversity of perspectives and experiences pose a challenge in summarizing the negotiation culture in Spain, customs, attitudes, beliefs and most common behaviors that are found when searching for solutions to solve a dispute in this country.
And so, in short, the case does not only address the question of how negotiations are done in Spain but also, for someone who comes to Spain to negotiate, it provides inputs for a discussion on: How should you negotiate with Spaniards?Academic Area:Others | Negotiation
Galletas Fontaneda y United Biscuits RH1-120
This case is about how a small town joined together and fought to keep a biscuit factory open that was deeply rooted in their community. The biscuit factory Fontaneda (United Biscuits) did not just provide jobs for many of the locals in Aguilar de Campoo (Spain), the community also relied on it for things like building a school or bus stop. However, the factory operated at only 30 percent capacity, leading them to announce the transfer of all workers and the closure of the factory in 2002. This led to a crisis with lots of backlash and a major confrontation between the workers, citizens and the multinational, which became a public relations disaster for the company. Politicians and union leaders also stepped in, mobilizing against the closing. The case walks readers through the seven months of negotiations between the parties and describes how the crisis was managed. Eventually, the factory was sold to Siro, excluding the brand, and workers were given options to move to another United Biscuits plant, to retire early or to work under Siro. Although there were tough moments during the negotiation process, this was seen as a victory by the union headquarters, and during 2002 and 2003, United Biscuits strongly exceeded its financial performance.Academic Area:Human Resources | Negotiation
La comunicación interpersonal CO1-254
The most common forms of communication among managers tend to be the following: either through interpersonal contacts or relationships or through group meetings or negotiations. Both forms of communication use similar techniques, albeit with unique differences.
Here we combine all these variables: speaking and listening applied to interpersonal relationships and group meetings. In any event, it is understood that everything is absolutely interrelated, despite the fact that, we are differentiating between interpersonal communication (the main focus here) and group communication.Academic Area:Organisational Behaviour | Negotiation