...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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...International & Cross-Cultural Negotiation Haruthai Numprasertchai, Ph.D. Kasetsart University International Negotiation: Art and Science International negotiations are much more complex than domestic negotiations. They challenge the negotiators to understand the science of negotiation while developing their artistry. • The science of negotiation provides research evidence to support broad trends that often, but not always, occur during negotiation. • The art of negotiation is deciding which strategy to apply when, and choosing which models and perspectives to apply to increase cross-cultural understanding. 16-2 Steps in International Negotiations What Makes International Negotiations Different? Two overall contexts have an influence on international negotiations: • Environmental context – Includes environmental forces that neither negotiator controls that influence the negotiation • Immediate context – Includes factors over which negotiators appear to have some control 16-4 The Contexts of International Negotiations 16-5 Immediate Context 1 “Factors over which the negotiators have influence and some measure of control”: • • • • • Relative bargaining power Levels of conflict Relationship between negotiators Desired outcomes Immediate stakeholders 16-6 Environmental Context 2 Factors that make international negotiations more challenging than domestic negotiations include: • • • • • • • Political and legal pluralism International...
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...International Business 690B (CRN 27145) Negotiating Across Cultures Spring 2012 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...
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...NEGOTIATION ON A PAY RISE The management and workers representative have engaged in 3 series of negotiations pertaining the above issues: I. Preliminary negotiation II. First negotiation III. Second negotiation Preliminary negotiation 1. Upon receiving a request from the worker’s representative and prior to the preliminary discussion, management meeting is held and agreed on the followings: * Agree on the request of a pay rise between 5% - 6%; and * Using a holistic approach by offering several benefits which aims to create bonding, a sense of belonging and foster teamwork and collaboration among workers and management in a long term. Bil | Benefits | 1. | Improved gymnasium facilities for workers and extend this privilege to the families | 2. | Setting up an affordable nursery for workers in needs of such facilities | 3. | Group insurance | 4. | Meals coupon | 5. | Free transportation services for workers living within 10 km radius from the company. At 4 pick-up/drop-off stations. | 2. In the preliminary discussion, the workers representatives have forwarded several requests as follows: A | Main Request | 1. | Pay rise between 10% - 12% | B | Other issues/ requests | 1. | Increase rate of an overtime to RM5/hour instead of RM3/hour | 2. | Monthly SOCSO and EPF contribution for all workers | 3. | 1 month bonus for every workers | 4. | Allowances: i. Presence allowance (Elaun kehadiran)ii...
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...PRE NEGOTIATION WORKSHEET INTERCULTURAL NEGOTIATION Name of Negotiation: Date of Negotiation: Your Name(s) (First name and surname): Your role in this negotiation: ------------------------------------------------- REMINDER: The Pre-Negotiation worksheet MUST be completed PRIOR to your negotiation. IMPORTANT! 10% of your grade on this assignment will be based on the visual quality of your written work. This includes (but is not limited to) providing all requested information, proofreading your document, running a grammar and spell check, and insuring that your document is properly formatted and aligned. It is fully expected that you will submit “professional quality” work to your instructor, both in content and in presentation. PART 1: YOUR ANALYSIS OF THE NEGOTIATION 1. In one or two paragraphs, please provide a summary of why this negotiation is taking place. You should include what brought the two parties to the bargaining table, and what they hope to accomplish during the course of this negotiation. Be as specific as possible using the general and/or confidential written information that was provided for you. 2. What alternatives do you have if you do not successfully complete this negotiation? List all that apply (whether they be good or bad) and then identify which option is your BATNA and why. 3. What possibilities do you see that could be used to bring added value to BOTH parties in this negotiation? (“enlarging the pie”) PART...
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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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... a. True b. False 2. A "win-win" negotiation goal would best describe the integrative negotiation style. a. True b. False 3. Which one of the following is an effective technique for dealing with hard-ball tactics? a. Fight fire with fire b. Threaten and bluff until the other party is intimidated c. Plead for mercy d. Complain to the other party's constituents e. Ignore them 4. Which of the following approaches is inconsistent with interest-based negotiation? a. Separating the people from the problem b. Identifying shared interests c. Fully exploring the problem d. "Low-balling" and "high-balling" opening offers e. Inventing options for mutual gain 5. All of the following are well-regarded approaches to ethical reasoning, except: a. Duty b. Social contract c. "Personality" ? d. End results e. Absolute ethics 6. The following are true of coalitions, except: a. They rarely start with a founder b. They build by adding one member at a time c. They need to achieve critical mass d. They exclude members e. They sometimes form quietly and disband quickly 7. Which of the following would be an incorrect statement about multi-party negotiations? a. The number of parties greatly influences the process b. Information exchange tends to be more complex c. The social environment remains static d. Procedural complexity adds to the negotiation challenges e. They are strategically more...
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...Chapter 01 The Nature of Negotiation Fill in the Blank Questions 1. People ____________ all the time. ________________________________________ 2. The term ____________ is used to describe the competitive, win-lose situations such as haggling over price that happens at yard sale, flea market, or used car lot. ________________________________________ 3. Negotiating parties always negotiate by __________. ________________________________________ 4. There are times when you should _________ negotiate. ________________________________________ 5. Successful negotiation involves the management of ____________ (e.g., the price or the terms of agreement) and also the resolution of __________. ________________________________________ 6. Independent parties are able to meet their own ____________ without the help and assistance of others. ________________________________________ 7. The mix of convergent and conflicting goals characterizes many ____________ relationships. ________________________________________ 8. The ____________ of people's goals, and the ____________ of the situation in which they are going to negotiate, strongly shapes negotiation processes and outcomes. ________________________________________ 9. Whether you should or should not agree on something in a negotiation depends entirely upon the attractiveness to you of the best available _______. ________________________________________ ...
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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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...365 – Managerial Negotiations Professor Richardson Exam Review Exam Layout * Covers Chapters 1 – 10 * 34 multiple choice (worth 2.5 points each = 85 points) * 2 short answer/essays (worth 10 and 5 points each = 15 points) Overview: The exam will cover material from the chapters and class lectures. Use your notes and the class slides as a guide. To further direct your studies, here are some key terms and concepts from each chapter on which to focus. Chapter 1 What are the characteristics of negations? Why do negotiations occur? What are the different types of negotiations? What are the dilemmas associated with negotiating? What is mutual adjustment? What is the dual concerns model with regard to concern for outcomes? Chapter 2 How would you describe distributive bargaining? What is BATNA? What are some examples of hardball tactics? Chapter 3 How would you describe integrative negotiation? What are interests? How do you facilitate integrative negotiation? Chapter 4 What is the difference between strategy and tactics? What is the dual concerns model with regard to substantive vs. relationship outcomes? What does planning involve? Negotiating Style and Individual Differences (Readings 4.1 and 4.2) What are some differences between male and female negotiators? Chapter 5 What are some common perceptual distortions that that may affect negotiations? What are some common perceptual biases that may affect negotiations? How do emotions...
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...liberalize trade in the Asia-Pacific region. -Negotiations are ongoing and held in secret. While the FTA’s existence and meetings are public knowledge, most of the information is classified and kept from U.S. government officials. However, several documents have been leaked to the public through various sources. -There is much clamor and concern over the Intellectual Property proposals put forth by the U.S. These proposals threaten to dial back public health safeguards set forth in the 2007 New Trade Deal of the Bush administration, increase prices of consumer goods, and restrict access to information on the internet. -There are 12 countries involved in negotiations, with China as an observer and considering entry. Overall, these countries make up about 40% of the world GDP and offer access to huge markets for the U.S. Nonetheless, the threat of losing jobs overseas, as with most FTAs, is cause for concern. -Past FTAs have resulted in an increase in U.S. trade deficit and a loss of jobs. However, analysis shows that American firms can benefit from these agreements as well with increased exports to new markets. Brief History The Trans-Pacific Strategic Economic Partnership Agreement is a free trade agreement with the goal of liberalizing the borders and economies of the Asia-Pacific Region and was initiated in 2005 by Chile, New Zealand, Singapore, and later Brunei. Eight more countries have joined in the negotiations since 2008: the United States, Australia, Vietnam...
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...Reflective Journal on negotiation Part 1 In the past four weeks, my study group members and me had took part in three negotiation simulations. The first one is that we are Newcastle local car dealer and want to sell used car to Japanese international student ( other group ).In this negotiation simulation, we keep our price first, let other group know the market price of this kind of car and let them give the price in their mind, then base on this price we give a 25% higher price with 1 year volunteer to them.In this negotiation, our strategies is Let the other party bid.( Benton, W. C ). Though in Then in the next week negotiation simulation we play a famous person Ltd versus Stephenie Meyer, and ask booksellers spread our book.At this time we tell booksellers what we want first and regard this advace as lowest line.Finally, we got much more than what we want $1.2 million as royalties and $20,000 contract signing bonus. In this negotiation simulation, the strategy we used is giving out what we want and increase the price step by step.(Clark, Ruth Colvin).But in this negotiation our group member have some problems in interaction. The price of what we want is not deal down, so in the negotiation we have some mistakes in talk with other group. We have to make good communication next time. In the week ten we made another negotiation about resort redevelopment in Hinchinbrook Island. We are Japanese developer, At first we do not make a good communication with each other group member...
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...WDA- FASTCAT CASE PHASE 1 HRM A GROUP-3 2013 The document highlights the development and implementation of the internal structure. TABLE OF CONTENTS Contents Executive Summary _____________________________________________________________________________ 1 Strategy and Objectives_________________________________________________________________________ 2 Organization Objective .................................................................................................................................2 Cost control Highlights ............................................................................................................................2 Innovation .....................................................................................................................................................2 Increase customer base ...........................................................................................................................2 End to end solution ...................................................................................................................................2 Customer satisfaction ...............................................................................................................................2 Employee value creation .........................................................................................................................2 Un-parallel product quality ................................................
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...Negotiation Closing Deals, Settling Disputes, and Making Team Decisions David S. Hames University of Nevada, Las Vegas @>SAGE Los Angeles | London | New Delhi Singapore | Washington DC • •-*» •• • i ' w ' t * • * 5s" i- . •> - • • y . » " •• is • Acknowledgments Preface PART I: THE FUNDAMENTALS 1 The Nature of Negotiation: What It Is and Why It Matters Intended Benefits of This Chapter The Essence of Negotiation What Is Negotiation? 5 6 6 When Do People Negotiate? Technology 6 4 3 xvii xix 1 3 Why Has Negotiation Become a More Important Skill? The Workplace 7 8 9 10 11 How People Negotiate: The Dual Concerns Model The Pros and Cons of Negotiating The Shadow Negotiation 10 What Does a Negotiation Look Like? Conclusion and Implications for Practice READING 1.1 - ONLINE DISPUTE RESOLUTION: DO YOU KNOW WHERE YOUR CHILDREN ARE?, 8Y DAVID A . LARSON 1 3 19 READING 1.2 - BALANCING ACT: HOW TO MANAGE NEGOTIATION TENSIONS, BY SUSAN HACKLEY Preparation: Building the Foundation for Negotiating Intended Benefits of This Chapter The Essence of Preparation 23 23 23 The Preparation Process, or How to Make I t All Happen Strategic Planning: Establishing the Framework Defining the Situation Setting Goals 29 30 25 25 25 Determining Your Strategy Strategy Implementation: Operationalizing the Plan 30 The Component Parts of the Situation 30 Best Alternative to a Negotiated Agreement (BATNA) Reservation Prices or...
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...NDI -- Negotiation Diagnostic Instrument© This diagnostic instrument seeks to measure individual-level strengths and weaknesses in different negotiation situations. In completing this diagnostic instrument, it is emphasised that there are no right or wrong responses. The tool is based on the theory that individuals have a propensity to particular approaches, emotional responses and tactics in different situations. These aspects together constitute elements of negotiation style. Different styles will have both strengths and weaknesses depending on the particular situation in which they are applied. By understanding your own stylistic tendencies, this diagnostic tool is intended to assist the respondent to more effectively use their style to deliver better quality outcome sin negotiations. The NDI consists of three parts: • • • Part A identifies different approaches. Part B identifies different emotional responses in negotiation Part C identifies use of different types of tactics. Part A – Approaches to negotiation Below you are asked to choose between 30 pairs of statements. You are asked to indicate which of the two statements best describes you. 1. E. I work hard to preserve the relationship with my counterpart. B. I try to identify the underlying issues. D. I work to defuse tense situations A. I gain concessions by being persistent E. I focus on solving the other party’s problem D. I try to avoid unnecessary conflicts C. I search for a fair compromise E. I work hard to...
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