...Distributive Bargaining and Integrative Negotiation Using the strategies of distributive bargaining and the strategies of integrative negotiation, complete the matrices for the challenge provided. Think of two (2) situations in your professional environment or personal life that you would like to see a change in but know there is a lot of resistance to the change. Pretend you have been given an opportunity to negotiate for the change with the CEO of the company. Complete the table below and answer the proceeding questions. 1. Describe the two (2) scenarios you want to see changed. 2. Complete the tables. Table 2a. Strategy and Tactics of Distributive Bargaining DISTRIBUTIVE BARGAINING TACTICS AND STRATEGIES | | Identify the distributive bargaining strategy you will use for each scenario | Identify the tactical task you will use for each scenario | Identify the positions you think you would take during the negotiation | 1 | | | | 2 | | | | Table 2b. Strategy and Tactics of Integrative Negotiation INTEGRATIVE NEGOTIATION TACTICS AND STRATEGIES | | Identify the integrative negotiation process employed for each issue presented in 2a. | Identify the factors that can facilitate a successful integrative negotiation for scenario identified in 2a. | 1 | | | 2 | | | 1. Select one (1) of the scenarios and discuss why the approaches you have selected can lead to a successful negotiation outcome. Your stuff must follow...
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...Learning Journal Best Books CE The Best Books exercise was consist of two parts. Students formed group of two for this exercise. First portion was to conduct negotiation and the second portion was to calculate points for comparing. We were given two different role information, one for Paige Turner’s Agent and one for Bestbooks. The negotiation between the Agent and Bestbooks was hinged on the 8 points. They included royalties, contract bonus, number of print runs for the book, numer of weeks that Paige has to promote the book, number of books, advance, number of countries where the book will be sold, and the number of bookclubs that will adopt the book. After the negotiation, we calculated points according to the “Confidential Success Table” that was provided. For this exercise, I was Paige Turner’s agent. As we started negotiating, both of us didn’t know where to start. Therefore, we simply decided to negotiate in sequence from royalties to number of bookclubs that will adapt the book. However, we soon realized that it was not going to work that way. Naturally, we started offering deals on several points without telling each other what we were after. I think we both were trying to figure out what each other was focusing on. During this process, we also figured out that we had some common interest on several points. It took us about 25 minutes to complete our negotiation. When we were done with our negotiation, we signed each other’s paper and calculated...
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...10/2/2015 ONLINE MGT 430: NEGOTIATIONS Week 1: Negotiation Concepts and Styles “If you’re bold enough to bargain, you can reap big bucks.” Consumer Reports, August, 2013 • Just 48% of Americans have tried bargaining over everyday goods and services in the past three years (2010 survey) • Down from 61% in 2007 • 89% who tried on furniture saved an average of $300 • Cell phone plans, eye glasses, credit card fees, doctors, lawyers, jewelry, appliances – what else? Why Don’t We Negotiate More? • 35% refuse to bargain, period • 20% of women say it makes them uncomfortable – Men? • Why do we feel uncomfortable? • Ages 18‐29 enjoy it the most, over 60 the least • 43% who earn less than $50K/yr have tried, compared with 58% of higher earners Consumer Reports, August, 2013 1 10/2/2015 What is a Negotiation? “Broadly defined, negotiation is the process of back-and-forth communication aimed at reaching agreement with others when some of your interests are shared and some are opposed.” (Ury, Getting Past No) “A negotiation is an interactive communication process that may take place whenever we want something from someone else of another person wants something from us” (Shell, Bargaining For Advantage) Why Learn to Negotiate Better? • Personal: Improve your ability to create and claim value for yourself • Getting a “good deal” in business transactions (car, house, sales contracts) • Advancing your career (job offers, promotions) ...
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...Negotiation happens every day in everyone’s life. People often refer negotiation only to major business decisions, lawyers settling legal claims, or trade exchanges among nations etc., but neglect the fact that we also involve in a negotiation process when dealing with relatively minor things. For example, friends negotiate where to dine, husband and wife negotiate who to do the laundry. When we fail to recognize that we are in a negotiation situation, or fail to negotiate effectively, we could only take the options whichever left to us. End up with a passive position could undermine our goals, or even put us in a worse-off situation. Throughout the whole week of intensive study in the negotiation course, I learned a lot both from the professor and course materials, and my course mates. Especially through participating in the different exercises and playing different roles, I learned a lot of useful skills from my counterparts. Their feedback also helped me to understand better the kind of negotiator I am and the areas I need to improve on. I currently work as a Financial Advisor at Sun Life Financial. My job is to provide my clients a holistic financial plan to build their financial security. But essentially, I am selling them financial products. In every client meeting, we are negotiating over price and product features. Clients are trying to pay as less as possible. I am trying to convince them to look at the long term benefits, which would cost them more money, but would...
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...● Use competition when quick decisive action is needed (in emergencies), when issues are important, when unpopular actions need to be implemented (in cost cutting, enforcement of unpopular rules, discipline), when the issue is vital to the organization’s welfare and you know you’re right, and when others are taking advantage of noncompetitive behavior. ● Use collaboration to find an integrative solution when both sets of concerns are too important to be compromised, when your objective is to learn, when you want to merge insights from people with different perspectives or gain commitment by incorporating concerns into a consensus, and when you need to work through feelings that have interfered with a relationship. ● Use avoidance when an issue is trivial or symptomatic of other issues, when more important issues are pressing, when you perceive no chance of satisfying your concerns, when potential disruption outweighs the benefits of resolution, when people need to cool down and regain perspective, when gathering information supersedes immediate decision, and when others can resolve the conflict more effectively. ● Use accommodation when you find you’re wrong, when you need to learn or show reasonableness, when you should allow a better position to be heard, when issues are more important to others than to yourself, when you want to satisfy others and maintain cooperation, when you can build social credits for later issues, when you are outmatched and losing (to minimize loss)...
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...problem…did it effect motivation by breaking a link from expectancy theory or unbalance inputs and outputs. © James Berry 2013 3 Negotiations The Basics Dr. James Berry Lecturer University College London james.berry@ucl.ac.uk © James Berry 2013 4 Negotiation Skills © James Berry 2013 5 Objectives • • • • Briefly review what negotiation is Highlight why it might be important Review your BioPharm/Seltek negotiations Key things to know (BATNA, Reservation Price, ZOPA, Target Price) • Negotiate Case: Recruit © James Berry 2013 6 Negotiation is… • The process where two or more parties decide what each will give and take in the context of their relationship . . . © James Berry 2013 7 Negotiation is… • A bargaining and influence process designed to reach agreement about a decision or outcome • A core leadership and management competency • Most people are not effective negotiators – Over 80% of corporate execs and CEOs leave money on the table – Even effective negotiators have skills that can be sharpened and bad habits that can be broken © James Berry 2013 8 Matters...
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...Negotiation Strategy and Tactics Tutorial Prepare responses to the questions below after viewing the Negotiation Strategy and Tactics Tutorial in this week's lecture. In drafting your answers to the questions, make sure that you apply course concepts in your answers. Part A: What are the objectives of both parties in the exchanges? Marilyn and Len are both looking out for their teams, and protecting their own best interests. Marilyn’s objective is to get Len to turnover five billion dollars worth of viable accounts. Len’s objective is to get Marilyn to accept the accounts he has chosen to give her, so that his team won’t incur a loss of commission. How would you describe the general "tone" of the exchanges? I would describe the general tone as a negative emotional tone in the first exchange. In the second exchange, the tone shifts from a negative to a more positive tone, as the negotiation evolves. In the end it appears that Marilyn changes the tone of the negotiations. Part B: Were Marilyn's objectives achieved in the first exchange? Not really. Marilyn stated her position expecting to maximize her resources and share of value, but failed to make her needs or interests known. Seeking to make the best possible case for his or her preferred perspective, Marilyn should have assembled some facts, or other evidence to persuade Len of the validity for her perspective. Arguments and frames began to shift, as the parties focused on refuting the other’s case. I believe...
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...on the bargaining outcomes. How people differentiate their attitude as per way of bargaining. What all attributes which affect most a consumer bargaining behaviour. The most insightful question which this paper tries to answer “Is bargaining a consumer need or goal?” We tried to identify the "Is bargaining depend upon any cultural or social cause?” Gender, age, lifestyle and many other attribute which can affect bargaining behaviour. Is Bargaining depends upon product specific like apparels, grocery items, durable goods, consumer goods, daily use products etc. We try to give bargaining with 360 degree view by help of seller as well as buyer also. This paper includes both explicit bargaining and the tacit kind in which adversaries watch and interpret each other's behaviour, each aware that his own actions are being interpreted and anticipated, each acting with a view to the expectations that he creates. Introduction "Bargaining power of both buyers and sellers," "bargaining strength of deal making," "bargaining skill adopted by different gender" suggest that the advantage goes to the powerful, the strong, or the skilful. Bargaining is an art which is somehow depend upon personal characteristics and attributes. Bargaining is not a game where only win or lose situation, it can be an intermediate also. Bargaining is one of essential marketing process which have transaction between buyer and seller. Bargaining is a core process of different marketing contexts. Bargaining occurs...
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...Define distributive bargaining. Distributive bargaining is the approach to bargaining or negotiation that is used when the parties are trying to divide something up--distribute something. It contrasts with integrative bargaining in which the parties are trying to make more of something. This is most commonly explained in terms of a pie. Disputants can work together to make the pie bigger, so there is enough for both of them to have as much as they want, or they can focus on cutting the pie up, trying to get as much as they can for themselves. In general, integrative bargaining tends to be more cooperative, and distributive bargaining more competitive. Common tactics include trying to gain an advantage by insisting on negotiating on one's own home ground; having more negotiators than the other side, using tricks and deception to try to get the other side to concede more than you concede; making threats or issuing ultimatums; generally trying to force the other side to give in by overpowering them or outsmarting them, not by discussing the problem as an equal (as is done in integrative bargaining). The goal in distributive bargaining is not to assure both sides win, but rather that one side (your side) wins as much as it can, which generally means that the other side will lose, or at least get less than it had wanted. (Distributive bargaining tactics rarely assume the pie will divided in half.) Often these approaches to negotiation are framed...
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...Distributive bargaining is the approach to bargaining or negotiation that is used when the parties are trying to divide something up--distribute something. It contrasts with integrative bargaining in which the parties are trying to make more of something. This is most commonly explained in terms of a pie. Disputants can work together to make the pie bigger, so there is enough for both of them to have as much as they want, or they can focus on cutting the pie up, trying to get as much as they can for themselves. In general, integrative bargaining tends to be more cooperative, and distributive bargaining more competitive. Common tactics include trying to gain an advantage by insisting on negotiating on one's own home ground; having more negotiators than the other side, using tricks and deception to try to get the other side to concede more than you concede; making threats or issuing ultimatums; generally trying to force the other side to give in by overpowering them or outsmarting them, not by discussing the problem as an equal (as is done in integrative bargaining). The goal in distributive bargaining is not to assure both sides win, but rather that one side (your side) wins as much as it can, which generally means that the other side will lose, or at least get less than it had wanted. (Distributive bargaining tactics rarely assume the pie will divided in half.) Often these approaches to negotiation are framed as incompatible. Fisher, Ury, and Patton, authors of the negotiation...
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...Week 2 • Difference between laws and ethics? Can one occur without the other? • Know the Blanchard/Peale ethical model What are the facts, what information are we missing, assumptions we need to make, who is involved, what are their concerns. • Be prepared for real examples of conflict of interest… o For example: TRUE OR FALSE--- A member of the city council who is employed by a waste management firm would have a conflict of interest in voting on the city’s award of a contract for the handling of the city’s waste. • Know Peter Drucker "Above all, do no harm" • The overview of the Parable of Sadhu case • Know Divine Command/Law Decisions made by the guidance of divine bring. • What theory did Ayn Ryad create? Ethical Egoism • Know utilitarianism Greatest good for the greatest number • Know rights theory Everyone has a set of rights. It's up to the government to protect those rights. Adherent: Robert Nozick • Know ethical egoism Everyhting is based on self-interest. • Who are the creators of utilitarianism theory? Jeremy Benthem and John Stuart Mill • Know moral relativism (very similar to utilitarianism) Time & place ethics. No absolute rules. The situation dictates and justifies the actions taken. Week 3 • Know Carr and Drucker perspectives (numerous questions on them) • Drucker's prospective: A) No distinction between personal & business ethics • B) We can't always promise that we will make people better off, but we can promise that we will not intentionally...
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...Clinical Operational Management – Assignment 2 (Critical Review Essay) Article Reviewed Clarke, C., Harcourt, M., & Flynn, M. (2013). Clinical Governance, Performance Appraisal and Interactional and Procedural Fairness at a New Zealand Public Hospital. Journal of Business Ethics, 117(3), 667-678. http://dx.doi.org/http://dx.doi.org/10.1007/s10551-012-1550-9 Introduction This is a review of article titled, “Clinical Governance, Performance Appraisal and Interactional and Procedural Fairness at a New Zealand Public Hospital” by Clarke, Harcourt, and Flynn (2013) which focuses on performance appraisal (PA). The intention of the article is two-fold. It explores how nurses perceive fairness in the process of their PA and how the perceptions can affect the effectiveness of PA. Twenty-two participants of nurses from a single department of a public hospital participated in interviews and focus groups held over a period of two months. Qualitative data collected through the interviews and focus groups were taped, transcribed and subsequently interpreted by thematic analysis. The article concluded that injustices were perceived the greatest in procedural justice. Participants felt that there was insufficient notice given to prepare. The article found that employees valued regular communication of expectations and progress prior to PA. The article recommends greater formalization of PA process and adequate training for both the appraiser and employee for a PA process to be...
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...The Case of the Transferred Employee The case study of the transferred employee is a narrative that explains a situation where someone within a healthcare organization is going against what is ethically right to avoid negative repercussions by human resources and his supervisor. This is an act that happens all the time within organizations. I believe this to be true because I have personally seen it done. I can see how the supervisor in this case study would have a very difficult time deciding on how to follow through with what he should do. It is easy to say that one would just go against their administrative leader on paper but it would be way more difficult in actuality. Especially when you know that this leader is your boss and controls your future. I will try to answer what I would do in this situation. What do you do? As explained before I could see how this would be difficult to decide what I would do with this situation. Do I do what I know is ethically right or do I please my boss who controls my job status and my future? I made a decision right away when I first came into a leader role within my healthcare organization. My decision was based off the fact that I knew I was going to have to make tough decision as a leader. Decisions that I knew would make some happy and others very upset. So I decided that no matter what I was going to make decisions off what I thought was ethically and morally right and then I was going to live with the outcomes...
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...Justice¬¬¬ concerns what is due or owed to persons, especially with respect to benefits and burdens. In public life, we have an obligation to treat all people equally, fairly, and impartially. The principle of justice is often formalized by rights every person has in society. Distributive justice goes further to specify the concern of how social goods like health care should be distributed across persons. One theory of distributive justice is Egalitarian Theory. This theory focuses on how some people fare relative to others. This is where there is an equal access to certain goods, when access is necessary to meet people’s claims of need, and when these claims are given equal weight across people (Glanon, 144). The chapter discusses how the theory does not support the current healthcare system where it is a good that is purchased. Many people cannot afford health care and it is not paid for or covered by their...
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...could have respondeded. Which style might you suggest Green use instead – why? 4. Which conflict handling style best describe Donna Dubinsky’s approach when 1) the JIT idea first surfaced and during 2) the task force meetings? How effective were these styles at each of these points? Defend your points. What other approach (es) might you suggest for Donna at each of these points in the case? 5. You received what you consider to be a great offer for the car you are selling. Should you accept this first offer from the potential buyer? Demonstrate your knowledge of the psychology surrounding the question of whether or not you should accept first offers and related issues. 6. The “blue buggy” negotiation was a distributive negotiation with a negative bargaining zone/Zone of Possible Agreement. What does that mean for the...
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