Donelon and Kolb (1997) state, the requirements for getting work done reside less in the exercise of authority and more in the ability to communicate and negotiate with a wide variety of members of an organization (Cited in Spangle amp. Isenhart 2003, p.276). This self-evaluation is part of negotiation planning which is also the most important and initial phase of every negotiation. However, the knowledge in phases only does not constitute the structure of the negotiation. In order to get a complete frame of negotiation, we must have knowledge in Negotiation Tools i.e. Passive support, Active facilitative support, and Pro-active interventive support (Aurum amp. Wohlin 2005, p.153). Finally, the individuals who propose negotiation should have knowledge about the post negotiation processes as well. The arguments in this paper rely on practical evidence and the findings of various scholarly volumes on negotiation.Initially, as it is in every process, planning becomes the first step to negotiation which also covers the major portion of entire strategic negotiation procedures. According to Rojot (1991), the first process of the three-stage model of negotiation is ‘getting to know each other’ including their starting positions, range, and limitations. The second stage involves the attempt to reach a settlement either through official or informal actions and finally persuading another group for decision making (Rojot 1991).Negotiation of disputes between employers and employees is possible if the remedial measures for the same are part of the organizational framework. Employees at the grieving end are always united towards achieving their objectives. The leadership attributes to negotiate such a sensitive issue take a programmed structure of conciliation. This way, negotiation in an organizational structure is not an overnight task. As found in (Eds) Gelfand, amp. Brett (2004, p.144) there are three general categories as input factors for the settlement of a negotiation.