Consider the four aspects of how goals affect negotiation. Provide an example of a negotiating experience where one of these aspects directly impacted the strategy you chose to pursue during a negotiation. Alternatively, provide an example of a time where setting a goal would have helped you to achieve your desired outcome.

Week 4 Assignment

Due: Sunday, February 22, 2015

Case Study

Consider the following scenario and answer the questions (taken from Table 4.2) below.

You are a manager of a large retail outlet and have been employed with the organization for four years. The retail outlet employees approximately one hundred employees and has a number of management roles (Several Assistant Managers, several Managers, two Senior Manager, and a Director). For the last two years, you have been an Assistant Manager and have received what would be considered fair compensation for your role.

Over the last year, you have been asked to take on many of the responsibilities of a Manager, as one of the Senior Managers left the company and your Manager has essentially taken on that role. Your additional duties have caused you some stress and you would like to ask for either a promotion to a management position or, at minimum, additional compensation. You’ve previously expressed your frustrations to your Manager, but have been told that the company simply doesn’t have the ability to make any changes at this time. You have decided to approach your Manager again and ask for a meeting with the management team to discuss your future with the company.

Although you would prefer to take the promotion along with an accompanying pay raise, you are willing to accept a modest pay raise. If neither is agreed to, you have decided to begin looking for work at another organization. A friend of yours has let you know that she would be interested in talking with you about the possibility of taking a management position with her organization. Because of your time with your current company, you would prefer to stay there if possible. As you are a very shrewd negotiator, you have decided to use the Negotiation Planning Guide (Table 4.2) on Page 98 of your text.

Additional information that is useful in answering this question: 1. Your current salary is $44,000 per year. 2. The average salary for a Manager is $54,000 per year and also includes an additional week of Paid Time Off.

In a three to five page paper, answer the following questions, incorporating concepts and key terms from your text:

1. What are the issues in the upcoming negotiation?

2. Based on a review of all the issues, what is the “bargaining mix”? (Which issues do you need to cover? Which issues are connected to the other issues?)

3. What are your interests?

4. What is your resistance point – what is your walkaway?

5. What is your alternative?

6. Define your targets and asking price – where will you start and what are your goals?

7. Who are your constituents and what do they want you to do?

8. Who are the opposing negotiators and what do they want?

9. What overall strategy do you want to select?

10. What protocol needs to be followed in conducting the negotiation?

Week 4 Assessment

Due: Monday, February 23, 2015 (Morning)

Top of Form

Question 1

1. Which perspective can be used to understand different aspects of negotiation?

Economics

Psychology

Anthropology

Law

All of the perspectives can be used to understand different aspects of negotiation.

Question 2

1. To most people the words "bargaining" and "negotiation" are

mutually exclusive.

interchangeable.

not related.

interdependent.

Question 3

1. A situation in which solutions exist so that both parties are trying to find a mutually acceptable solution to a complex conflict is known as which of the following?

Mutual gains

Win-lose

Zero-sum

Win-win

Question 4

1. Which is not a characteristic of a negotiation or bargaining situation?

Conflict between parties

Two or more parties involved

An established set of rules

A voluntary process

Question 5

1. Tangible factors

include the price or terms of agreement.

are psychological motivations that influence the negotiations.

include the need to look good in negotiations.

cannot be measured in quantifiable terms.

Question 6

1. Which of the following is not an intangible factor in a negotiation?

The need to look good

The need to arrive at the final agreed price on a contract

The need to defend an important principle

The need to win

Question 7

1. Interdependent parties' relationships are characterized by

interlocking goals.

solitary decision making.

established procedures.

rigid structures.

Question 8

1. A commitment

should not be interpreted as a threat.

postpones the threat of future action.

is designed to increase both parties' choices to a portfolio of options.

removes ambiguity about the actor's intended course of action.

Question 9

1. A commitment statement should have

a low degree of finality.

a high degree of specificity.

an indefinite statement of consequences.

a high degree of emotionality.

Question 10

1. Negotiators who make threats

are perceived as more powerful than negotiators who do not use threats.

receive higher outcomes than negotiators who do not use threats.

are perceived as more cooperative in distributive negotiations.

should use detailed, complex statements of demands, conditions and consequences.

Question 11

1. To prevent the other party from establishing a committed position, a negotiator could

give them the opportunity to evaluate the matter fully.

acknowledge the other's commitment.

reiterate the commitment.

make a joke about the commitment.

Question 12

1. Hardball tactics are designed to

be used primarily against powerful negotiators.

clarify the user's adherence to a distributive bargaining approach.

pressure targeted parties to do things they would not otherwise do.

eliminate risk for the person using the tactic.

Question 13

1. Aggressive behavior tactics include

the relentless push for further concessions.

asking for the best offer early in negotiations.

asking the other party to explain and justify their proposals item by item.

Aggressive behavior tactics include all of these

Question 14

1. Substantive interests

are the interests that relate to the focal issues under negotiation.

are related to the way we settle the dispute.

mean that one or both parties value their relationship with each other and do not want to take actions that will damage the relationship.

regard what is fair, what is right, what is acceptable, what is ethical, or what has been done in the past and should be done in the future.

Question 15

1. Which of the following statements about interests is true?

There is only one type of interest in a dispute.

Parties are always in agreement about the type of interests at stake.

Interests are often based in more deeply rooted human needs or values.

Interests do not change during the course of an integrative negotiation.

Question 16

1. Successful logrolling requires

that the parties establish more than one issue in conflict and then agree to trade off among these issues so one party achieves a highly preferred outcome on the first issue and the other person achieves a highly preferred outcome on the second issue.

no additional information about the other party than his/her interests, and assumes that simply enlarging the resources will solve the problem.

that one party is allowed to obtain his/her objectives and he/she then "pays off" the other party for accommodating his/her interests.

a fundamental reformulation of the problem such that the parties are disclosing sufficient information to discover their interests and needs and then inventing options that will satisfy both parties' needs.

Question 17

1. What approach can parties use to generate alternative solutions by redefining the problem or problem set?

Brainstorming

Logrolling

Surveys

Nonspecific compensation

Question 18

1. In nonspecific compensation

resources are added in such a way that both sides can achieve their objectives.

one party achieves his/her objectives and the other's costs are minimized if he/she agrees to go along.

the parties are able to invent new options that meet each sides' needs.

one person is allowed to obtain his/her objectives and "pay off" the other person for accommodating his interests.