Can I get help with responding to these 4 discussions?

1. The advantages of a strike from a management's perspective are the savings of costs and having negotiation leverage. Labor expenses can be reduced tremendously during a strike. Additionally, the pressures of a strike may help push the union to compromise on terms that are more beneficial to the organization. The disadvantages of a strike from a management's perspective are the loss of production and the cost of mitigation to keep the business afloat. These expenses may include the payment of temporary hires.

The advantages of a strike from the Union's perspective is the collective bargaining power for the betterment of employees and the strength of unity. The disadvantages of a strike from the Union's perspective is the financial loss encountered and financial strain to the member and their family. This is because Union members are not paid while on strike. To execute a successfully strike, a union should analyze their leverage, raise a favorable public opinion, measure the employer's overall business advantages, and use smart tactics to exploit their advantages (Labor Notes, 2019, Take The Measure Of Your Opponent Section).

Distributive bargaining is often used as a negotiation process in lieu of a strike. As a result of the advantages and disadvantages of a strike, the components of bargaining power, strike leverage, and elasticity of demand for labor are the critical determinants of how conflicts are resolved (Katz et al., 2017, Distributive Bargaining Section, Chapter 8, p. 192). In this negotiation process, a win for one party may be a loss for the other. A union's bargaining power is heavily influenced by its members' abilities to withdraw their labor, such as a strike, while an employer's bargaining power is heavily influenced by its ability to withstand a strike (Katz et al., 2017, The Determinants of the Relative Bargaining Power of Labor and Management, Chapter 4, p. 91). The strike leverage that each party holds may determine the outcome of the bargaining agreement.

2. A recession occurs when the economy struggles for an extended period of time. As a result, jobs are lost, companies make fewer profits and the country's economic output declines. During an economic recession, economic factors critically influence both total and relative bargaining power (Katz et al., 2017, The Economic Context, Chapter 4, p. 91). Some of the microeconomic influences are through competitive conditions such as marketing power. Total marketing power is a condition that both labor and management have in common to obtain - which is why they often work together (Katz et al., 2017, Microeconomic Influences on Total Bargaining Power, Chapter 4, p. 92). These microeconomic influences include the number of competitors and how easy it is to enter the same type of market.

At the time of a recession, the loss of jobs, financial instability and the fear of each can weaken the union's bargaining power while strengthening management's power. In contrast, a company struggling to maintain may lose bargaining power if the effects of a union walkout or strike may shut the total business down. For example, the global financial crisis of 2008 - 2009 led the airline industry to the stress of a recession. With the decline of air travel and spending, many employees lost their jobs. 27,000 union assembly line workers of Boeing threatened to go on strike due to weakened job security and the staggering increase of out-of-pocket health costs. The agreement that ended the strike did not include many of the provisions the union had opposed nor any of the requested increases in base wages other than previously-negotiated cost-of-living adjustments (Isidore, 2008, Dreamliner Delivery at Risk Section). As a result, the contractual agreement was made at a time when airlines (with about half of U.S. capacity) were in bankruptcy protection and industry losses were continuing to increase.

3. From the management's perspective, a potential advantage of a strike is that it can help them reduce labor costs by forcing employees to accept wage cuts or other concessions (Katz, H.C, Kochan, T.A., & Covin, A.J.S., 2017, p. 93). Additionally, a strike can disrupt a union's operations and weaken its bargaining power, giving management an upper hand in future negotiations. However, a strike can also result in the loss of production and revenue, hurting the company's bottom line.

From the union's perspective, a strike can be an effective way to pressure management to meet the employees' demands for better wages, benefits, and working conditions. A successful strike can boost the union's membership and bargaining power in future negotiations. However, a strike can result in lost wages and benefits for the striking employees, and it may damage the union's relationship with management, making it harder to negotiate in the future.

It's important to note that strikes are generally seen as a last resort for management and unions, as they can have significant consequences for both parties and their stakeholders.

4. A recession can impact both management and a union's bargaining power. Managers can leverage the uncertainty during a downturn to negotiate better terms and conditions with employees, increasing their bargaining power. For example, during the 2008 financial crisis, several businesses took advantage of the economic downturn to renegotiate contracts with suppliers and labor unions (Program on Negotiation at Harvard Law School, 2020). Companies that successfully renegotiated contracts lowered expenses and boosted their bottom line.

The job market becomes more competitive during a recession, reducing a union's bargaining leverage. Unions may have to make more concessions to management to keep its members employed. During the Great Recession, for example, the United Auto Workers union agreed to wage cuts and other cost-cutting measures to help keep the struggling auto sector viable.

Management and labor unions must understand how the changing economic situation might affect their bargaining leverage during a recession. Companies that deal well with labor unions during a slump may emerge more resilient and competitive in the long run.