...Wednesday 7:05 pm – 9:45 pm Classroom: Clinton Hall #107 Instructor: Brian Rawson Office: 338 Clinton Hall Office Hours: Monday & Wednesday 10:45am – 12:30pm Monday & Wednesday 3:00 pm – 5:30pm Phone: 316-978-7109 E-mail: brian.rawson@wichita.edu Required Materials: CoursePack ID # 369570 or 369571 or 369574 or 369575 from Xanedu.com To determine which coursepack you should order, please see the file on Blackboard “Which Coursepack You Should Order” To purchase the required CoursePack for this course: 1. Go to: http://www.xanedu.com/login.shtml?PackId=369570 (Your coursepack ID may be different from the example link above. Please insert YOUR proper ID number.) 2. If you have previously registered for another CoursePack, log in. If not, click the Register link underneath the Students heading. Complete the registration page and click Continue. 3. Confirm your CoursePack selection and click Continue. 4. Complete your billing information, confirm and click Continue. 5. After completing the purchase pages, you will be taken to your CoursePack. 6. If you have problems, contact XanEdu Customer Service at 1-800-218-5971 (option 4) or email cust.serv@xanedu.com. 7. Each individual student must purchase his/her own access to the CoursePack. Once you have access to your CoursePack, you can print it from your desktop printer. You can also access the coursepack online at any...
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...CHICKEN IPO VALUATION AND NEGOTIATION FIN 433 WINTER 2016 PROFESSOR GREGG JARRELL Introduction Chicken is a private consulting firm that collects, stores, and analyzes “big data” for large corporations and governments. Chicken was founded in 2008 and had 2014 Sales of $516,302 and EBIT of $206,521. Chicken is planning to become a public firm via an Initial Public Offering (IPO) in which it will sell 100,000 newly-issued common shares to the US investing public at a pre-specified IPO price, and after the IPO it will be traded publicly on the NASDAQ Exchange at a post-IPO market price. Chicken currently has 100,000 shares of common stock outstanding (F shares) that are worth $20 per share before the IPO, all of which are owned by the Founding Shareholders (Founders). Simultaneously with the IPO, Chicken management will purchase 100,000 newly-issued common shares for a pre-specified Exercise Price. All shares of common stock have the same rights to dividends, liquidation, and votes on a per-share basis. All teams must first prepare Reports that perform a DCF valuation of Chicken and explain in detail your team’s strategy for the Negotiation Phase. Reports are due Wednesday, February 3, at 3:00 PM. The Negotiation Phase begins Wednesday, February 3 at 4:30 PM and ends Saturday, February 6 at 10:00 PM. Team Roles and Goals There are 4 team roles in this case. F Teams will represent the Founders who own the F shares. B Teams (Bank) will represent the...
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...Case This research tries to prove that negotiation classes improve the overall ability and performance of today’s managers. It attempts to exemplify that when students are introduced to typical negotiation- training courses, which integrated the principles of instructional design believed they had improved their negotiating skills and confidence, adapted more integrative conflict management styles, and implemented their newfound skills in important real world negotiations. The researchers claim that the data gained from the experiment enhances the information about the best ways to increase transfer rates for up-and-coming negotiators. The purpose of this research was to explore the efficacy of a semester-long negotiation-training course designed according to the instructional design theory in improving negotiator-perceived skill or ability and post-training confidence. “Given the widespread availability and popularity of negotiation courses at universities researchers can infer that students and their employers believe that such courses are an effective way to learn negotiation strategies and techniques and to improve negotiating skill.” (p. 2/7) The design of the research is qualitative. Data was collected from two samples from surveys. The first sample was taken from a group of 37 graduate students who volunteered for the one-group pretest posttest study. They were administered surveys used to test confidence, skill-building, and negotiating-style hypotheses. The group...
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...Developing Negotiation Skills in the Classroom: A Case Simulation Maureen Hannay Troy University ABSTRACT Effective negotiation skills are required in all positions and at all levels of modern organizations. Employees in the human resources department utilize these skills on a daily basis when they deal with such items as new hire packages, salary increases, performance issues, labor contracts, and terminations. Research indicates that by using practical, real-life simulated negotiation scenarios, learners can develop more effective negotiating skills. This paper introduces a case where students can be assigned to a management team or a union team to negotiate a mock collective bargaining agreement. Guidance is provided on how to apply the case in the classroom and facilitate the discussion at the conclusion of the exercise. INTRODUCTION Employees in every organization utilize negotiating skills on a daily basis. From negotiating deadlines and workloads to prices of supplies and contracts with unions, negotiations range from the small and mundane to the large and exceptional. A company with effective negotiating capabilities can gain a competitive advantage, reduce costs, increase profits and improve relationships (Masters, Albright & Irr, 2003). When identifying the ten managerial roles that leaders perform to accomplish organizational objectives, Mintzberg (1973) classified the role of “Negotiator” as one of the essential decisional roles that must be executed by managers...
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...EXERCISE 5 KNIGHT ENGINES / EXCALIBUR ENGINE PARTS Objectives 1. To practice distributive bargaining skills. 2. To help students identify situations where integrative opportunities exist in what first appears to be a purely distributive situation. 3. To explore the effects of variations in bargaining mix on the process and outcome of negotiations. 4. To explore the effects of different information and assumptions on negotiation process and outcome. Changes from 4th Edition No changes other than updating recommended reading assignments given below to match new editions of readings book and text. Operational Needs Group Size: The class is divided into match ups of two (one-on-one negotiation). If there is an odd number of students, some students could work as a pair or observers could be assigned. Time Required: 60-90 minutes Special Materials: Copy and distribute roles from this manual. Special Physical Requirements: None. Recommended Reading Assignments to Accompany This Exercise: Readings: 1.4 (Sebenius), 1.7 (Craver), 1.8 (Dawson), 2.8 (Reitz, Wall and Love), 2.9 (Shell), 6.5 (Leritz) Text: Chapters 1, 2, 9 What to Expect This exercise allows a broad range of distributive tactics to be practiced. There is a large enough settlement range that many different negotiation outcomes can be reached. One critical difference in information between the two roles is that the pistons that Knight Engines want to...
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...May 2012 COLLECTIVE BARGAINGING NEGOTIAIONS CASE STUDY #2 BASIC TECHNIQUES KELLY P. MEAUX, JR. COLUMBIA SOUTHERN UNIVERSITY PROFESSOR RICHARD BELL BSL 4160-09A, NEGOTIATION/CONFLICT RESOLUTION CONSULTING ON NEGOTIATION: TEACHING BUSINESS STUDENTS The problem specified in the article is that the author has found that many college students lack the skill in how to negotiate their salary when asked during a job interview or after being hired. If they do know how to negotiate the author often finds that they did not do a very good job with the getting a salary they deserved. The author's recommended solution is listed below: No other factor has had such a direct impact on the success of my consulting business than that of providing resources on salary negotiation. For this reason, I added an activity to my professional business communication class that deals with salary negotiation. What began as a 20-minute discussion in one class is now permanently integrated into the interview exercise and takes three 75-minute class periods. The following is a SWOT Analysis for this case is as follows: After looking at the SWOT Analysis for this article, I find that the author while providing a realistic perspective to her class since was in the "real" world and gives back to her students valuable information need to negotiate a salary they perceive they are worth. I still think that the exercise is somewhat objective in the particular fact the situation is...
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...MGT/445 Version 1 Organizational Negotiations February 14, 2012 – March 19, 2012 Augusta Inniss, Facilitator Copyright © 2009, 2006 by University of Phoenix. All rights reserved. Course Description This course provides an overview of negotiations in an organizational setting. Students learn negotiation processes and strategies, the role of stakeholder interests in negotiation, and how to apply these concepts to the workplace. Students also examine conflict management techniques and emerging negotiation trends in globalization and technology. Policies Students will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Cellich, C., & Jain, S. C. (2004). Global business negotiations: A practical guide. Mason, OH: Thomson/SouthWestern. Coltri, L. S. (2004). Conflict diagnosis and alternative dispute resolution. Upper Saddle River, NJ: Prentice Hall. Lewicki, R. J., Saunders, D. M., & Barry, B. (2006). Negotiation (5th ed.). Boston, MA: McGraw...
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...Concourse | Negotiations https://webster.campusconcourse.com/view_syllabus?course_id=12777 W EBSTER UNIVERSITY • JOINT BASE ANACOSTIA-BOLLING • GEORGE HERBERT W ALKER SCHOOL OF BUSINESS & TECHNOLOGY • MANAGEMENT NEGOTIATIONS PROC-5840 3 Credits 01/07/2013 to 03/09/2013 Section 34 S1 2013 Modified 12/05/2012 MEETING TIMES Saturdays - 8:00am-12:00pm CONTACT INFORMATION Monica Y. Watts, MBA Email: monicawatts98@webster.edu Phone: 202-344-2938 Fax: 202-344-1254 Preferred contact method: Email DESCRIPTION The course involves scope, strategies, and objectives related to negotiated acquisitions. The preparation, conduct, and documentation of the negotiation process are included. Requisites None OBJECTIVES The following is a list of the basic learning outcomes for the course: Identify the strategies, tactics, and skills needed to successfully negotiate an agreement/contract in industry or the federal government. Compare and contrast negotiation process in industry and the federal government. Acquire a working knowledge of the negotiation process that includes planning, closure and documentation. Perform a series of negotiation exercises that will allow the student to apply hands-on negotiation strategies, techniques, and tactics used in industry and the federal government to ensure successful negotiation outcomes (win-win). OUTCOMES The following is a list of the learning outcomes for the course: Graduates will know and explain the important terminology...
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... | | |School of Business | | |MGT/445 (3 Credits)Version 1 | | |Organizational Negotiations | | |Puerto Rico Campus | Copyright © 2009, 2006 by University of Phoenix. All rights reserved. Course Description This course provides an overview of negotiations in an organizational setting. Students learn negotiation processes and strategies, the role of stakeholder interests in negotiation, and how to apply these concepts to the workplace. Students also examine conflict management techniques and emerging negotiation trends in globalization and technology. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies...
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...I found the Negotiations course to be very effective in delivering the stated course objectives. The exercises help reinforce some concepts learned during class discussions and from the reading material. As a person who generally avoids conflict, I found the course both challenging and rewarding. The Thomas-Kilmann Conflict Mode Instrument (TKI) confirmed my avoidance tendency, as my TKI assessment produced the following results: Competing rating of 7, Collaborating rating of 3, Compromising rating of 9, Avoiding rating of 8, and an Accommodating rating of 3. Avoidance is a behavior I have engaged in since childhood. As I reflect on why I tend to avoid conflicts, I am immediately drawn to two factors: 1) I am an introvert by nature and 2) I grew up in a household where I witnessed abuse, in other words there was physical violence associated with certain conflict. There could be other contributing factors to my avoidance tendency, but these two are most prominent. Given this tendency, I have found through experience that I am more likely to negotiate with myself; I am more likely to negotiate using a “soft” negotiating style – especially when negotiating with parties I perceive as peers or superiors; and I am more likely to focus on the division of the pie, addressing positional issues quickly instead of looking for ways to create more value. Another key learning from this course is the importance of preparation. Given my natural tendency, I can maximize my strengths and...
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...Lewicki−Barry−Saunders: Negotiation: Readings, Exercises, and Cases, Fifth Edition Cases 1. Capital Mortgage Insurance Corporation (A) © The McGraw−Hill Companies, 2007 Case 1 Capital Mortgage Insurance Corporation (A) Frank Randall hung up the telephone, leaned across his desk, and fixed a cold stare at Jim Dolan. OK, Jim. They’ve agreed to a meeting. We’ve got three days to resolve this thing. The question is, what approach should we take? How do we get them to accept our offer? Randall, president of Capital Mortgage Insurance Corporation (CMI), had called Dolan, his senior vice president and treasurer, into his office to help him plan their strategy for completing the acquisition of Corporate Transfer Services (CTS). The two men had begun informal discussions with the principal stockholders of the small employee relocation services company some four months earlier. Now, in late May 1979, they were developing the terms of a formal purchase offer and plotting their strategy for the final negotiations. The acquisition, if consummated, would be the first in CMI’s history. Furthermore, it represented a significant departure from the company’s present business. Randall and Dolan knew that the acquisition could have major implications, both for themselves and for the company they had revitalized over the past several years. Jim Dolan ignored Frank Randall’s intense look and gazed out the eighth-floor window overlooking Philadelphia’s Independence...
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... | | |Organizational Negotiations | Copyright © 2009, 2006 by University of Phoenix. All rights reserved. Course Description This course provides an overview of negotiations in an organizational setting. Students learn negotiation processes and strategies, the role of stakeholder interests in negotiation, and how to apply these concepts to the workplace. Students also examine conflict management techniques and emerging negotiation trends in globalization and technology. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Cellich, C., & Jain, S. C. (2004). Global business negotiations: A practical guide. Mason, OH: Thomson/South-Western. Coltri, L. S. (2004). Conflict diagnosis and alternative dispute...
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...others at the office think about this turn of events.” Frank Kelsey hung up the phone. He sat pensively, staring out at the rain pounding on the window. “Poor Fontaine,” he muttered to himself. “He’s so anxious to please the customer, he’d feel compelled to give them the whole pie without getting his fair share of the dessert!” Kelsey cleaned and lit his pipe as he mentally reviewed the history of the negotiations. “My word,” he thought to himself, “we are getting completely taken in with this Reliant deal! And I can’t make Fontaine see it!” Background Pacific Oil Company was founded in 1902 as the Sweetwater Oil Company of Oklahoma City, Oklahoma. The founder of Sweetwater Oil, E.M. Hutchinson, pioneered a major oil strike in north central Oklahoma that touched off the Oklahoma “black gold” rush Source: Case prepared by Roy J. Lewicki. Although this case is over 20 years old, the editors of this volume believe that it presents valuable lessons about the negotiation process. Lewicki−Barry−Saunders: Negotiation: Readings, Exercises, and Cases, Fifth Edition Cases 2. Pacific Oil Company (A) © The McGraw−Hill Companies, 2007 of the early 1900s. Through growth and acquisition in the 1920s and 1930s, Hutchinson expanded...
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...Negotiation Skills Training Manual 2006 By Desmond Oliveira Corporate Dimension Business Management Services [pic] Index Topic Page What negotiation is and why it is important Adversarial versus co-operative bargaining Planning the negotiation Preparation checklist Development exercise 1. Case study How to structure negotiations Personal power and how to increase it Development exercise 2. Personal power Behavioral analysis How to deal with behavior styles Development exercise 3. Behavioral styles Negotiating tactics Movement and concessions Dealing with price The closing stages The 40 most common mistakes in negotiation Development exercise 4. Role-play Development exercise 5. Action planner 3 5 6 9 12 17 19 21 22 25 27 28 33 36 37 38 40 43 [pic] 1 [pic] Negotiation skills Welcome to negotiation skills, Volume 3 in the sales skills library. This manual has been written especially for salespeople, sales managers and sales trainers. It contains valuable information on how to negotiate more effectively. This manual can be read as a book, or used as a source of reference material where specific needs, or issues arise. The range of titles in this series is: Volume Title 1 2 3 4 5 6 Selling skills Booking appointments by telephone Negotiation skills Presentation skills Time management Customer care [pic] In each manual you will find information on each topic...
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...Negotiation Exercise James Walton Strategic Negotiations LEA180 S01 Ted Sun June 5, 2014 Negotiation Exercise A basic management and leadership competency is the power to negotiate productively in a wide spectrum of business situations which includes making deals, discussing issues of employment, joint team building, communications about labor/management, as well as managing conflict. Basically, the act of negotiating is a part of everyday living. Understanding the proceedings of a negotiation and initiating the correct attitude, speech, and interpersonal skills will be the ultimate determination about the effectiveness of negotiations between two or more people. Statement of Agreement for Purchase of the Automobile Price: $9,650.00 Manner of Payment: Check issued from local bank. Special Terms and Conditions: Upon receiving check vehicle will be delivered as is. We Agree to the Terms Above: _____John Baker_________ ______James Walton __ Seller Buyer Who Made the First Offer: James Walton Initial Settlement Seller: John Baker agrees to sell a 2006 Volkswagen Jetta to James Walton for $9,650.00. Buyer: James Walton agrees to by a 2006 Volkswagen Jetta from John Baker for $9,650.00 (Lewicki, 2009, pg. 491). Negotiation Exercise As a result of the negotiations involving the selling...
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