By Stephen G. Peitchinis

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To this end it is often suggested that such operationally linked industries begin negotiations at the same time and enter into agreements of equal duration. The Structure of Collective Bargaining 37 The argument takes the following form: the joining together of bargaining units within an enterprise for bargaining purposes removes the potential of interruption in operations by each bargaining unit in turn; and the joining together of all enterprises that constitute an industry and all unions in the industry in industry-wide bargaining, removes the potential of frequent interruptions within the industry.

8 These positive influences have their negative sides, of course: mergers entail the loss of independence; often they involve the loss of identity for the craft; they compel sacrifices of craft interests for the good of the merged organisation; and the self-interest of some union officers and professional union staffs would dictate opposition. It is well known that in mergers some gain and some lose. The potential losers can be expected to react negatively to attempts by the potential gainers. The large number of unions in existence within individual industries and institutions would suggest that potential losers have been the winners, notwithstanding the considerable advantages of united organisations.

Do employee organisations have a legitimate case in their claim for participation in the search for solutions? Involvement of this nature is problem-solving involvement; it is not rule-making involvement of the nature that is common to collective bargaining. Problem-solving involvement is incompatible with adversarial postures. Points of view will differ, as they differ amongst management in relation to most problems. But, at the management level discussions are initiated and Power Sharing: Protection of Self-Interest 25 carried out with the objective of determining the nature and magnitude of the problems, the factors that cause them, and the alternative solutions.

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