Gail is a member of a union negotiating team,about to renegotiate his union's contract with company management.It is clear to both union and management that the rank and file union membership wants a larger wage increase than management wants to give them,and that they are not interested in cooperation with management.However,Gail is aware that the company's sales and profits are down significantly,and that top management has been under pressure to maintain a large dividend to stockholders,or to risk being replaced by the Board of Directors.It probably makes most sense for Gail to plan on engaging in:

A) attitudinal structuring
B) intraorganizational negotiations
C) distributive negotiations
D) integrative negotiations

In distributive negotiations, each party tries to maximize their own gains while minimizing the other's gains. Given the conflict of interest between the union and management over wage increases and the financial pressure on the company to maintain profits and dividends, Gail should approach the negotiation as a distributive negotiation in which the union tries to extract as much as possible from the company. Attitudinal structuring and intraorganizational negotiations are not suitable in this case, as there seems to be a clear division of interests and lack of cooperation between the union and management. Integrative negotiations could be considered as an option if there were opportunities for collaboration and mutual gains, but this is not apparent in the given scenario.