HR Hero. (2011, Spring). Labor Union Organizaing in the United States Workplace. Retrieved from www.hrhero.com…
References: Roy J Lewicki. Negotiation w/ Casebook, 6th Edition., 2010. Bookshelf. Web. 18 May 2013 http://devry.vitalsource.com/books/0077586786.…
I prepared my plan for negotiating and listed my sources of power based on the priorities of the task. We went through each issue one by one and discussed the importance. Once we had discussed all the issues and we put forward our respective offer for each issue.…
negotiator, they won’t feel like they have paid you or your company thousands of dollars, rather they have…
Instructions: For purposes of this assignment, assume that you are the negotiator who is tasked with a salary (on call time, step increases, overtime for captains and majors) and benefits (insurance while employed, insurance after retirement, accrual of leave time, retirement multipliers) dispute between a large municipal county with a strong mayor and the sheriff’s department for the county. You are negotiating the contract on behalf of the sheriff’s office. The purpose of this activity is to give you an opportunity to construct a field analysis on your relationship with a specific other negotiator. This tool should be helpful when negotiators have to consider multiple parties—on their own side and on the other side—who can affect a negotiation outcome, and whose needs and interests must be considered.…
Gates, S. (2011). The Negotiation Book: Your Definitive Guide To Successful Negotiating (1st ed.). United Kingdom, UK: John Wiley and Sons LTD.…
c) I think that in this situation, Bob White and Rod Andrew could not have taken a course of mutual gains bargaining. The most important factor to generate alternative solutions is to shift from positional bargaining to integrative negotiation, where both parties understand each other’s priorities and they agree on a common definition of the problem (Lewicki, Saunders and Barry, 2011). In this situation both parties have extremely hard positions and it looks like no one is willing to make any concessions. When Rod Andrew tried to come…
As the lone representative of Harborco, I was thrust into a 15 on 1 situation in the board room. I knew that though I held much power in the case, it was imperative to make sure the groups did not side together against me. I began simply by discussing the importance of the project and how I wish to gain everyone's support. I focused on the least powerful groups at first, awarding them small victories in order to gain support. With a small group of allies in my corner, I began negotiation with Daniel Kim who represented the FED. I knew this was the most important negotiation for Harborco and tried to smoothly approach the subject. I explained first the importance of the money needed and how it will signify great returns for the area where the plant will be built. I discussed the benefits this project would have to all and at the end asked the FED for the 3 billion dollar loan. I expected a smooth yes and to quickly move on to other topics. However, I was met with a hostile rejection by Daniel Kim and even a rude comment that explained to me that I will never even get close to that amount. I was personally shocked, I did not expect this to be a problem, and asked the FED why they refused to fund such a beneficial project. Daniel Kim answered that they didn't trust my company and have other projects they would rather fund. He then said that the most the FED was willing to offer was 500 million dollars. Though still shocked at what I was hearing, I explained again how important this project is, and that the money would be put to good use. I explained that Harborco would not be able to afford such a project without the FED's help and all of our negotiation lies in this issue. Once again, Daniel Kim was not budging and kept on laughing away my request for 3 Billion dollars. With the small group of allies confronting Kim, the blockers (other ports) confronted me by saying that I was a big company and could afford this on…
Following are the negotiation strategies I developed for Pat according to my natural preferences and the knowledge that Pat Taylor was the informal leader, with over 20 years’ experience and talks a lot about his grandchildren. I planned to use influence tactics like Rationality using logic behind safety glasses being safer, Coalition building using the point of the company being one big family, Emotional appeal using the point of him being an example for his grandchildren and Impression management using him being an idol for other employees in the department because of his experience.…
National Seminar Training provides a class on Advanced Negotiation Strategies for Handling Really Tough-to-Collect Accounts. This…
Beta’s , Inc., a robotic manufacturing company had a preliminary discussion with Alpha Inc. about a possible licensing arrangement. In this discussion, the companies agreed to be in a relationship for 5 years, Alpha, Inc. will receive fully assembled Robots from Beta’s In. and will sell under Alpha, Inc.’s name, companies will have a technology exchange, and the agreement will be nonexclusive. In this negotiation the four issues that need to be decided are 1)the number of different models to provide to Alpha, Inc., 2) the number of Beta, Inc. units to be imported by Alpha each year,3) the matter of technology sharing, and 4) the royalty rate.…
In the negotiating exercise of the “New Recruit” I played the role of the recruiter. My objective was to offer a job to a highly qualified job applicant at a price that was beneficial to the company I represented. The negotiation initially was between the job applicant Chris Martin and my colleague “recruiter #2”. The applicant and recruiter #2 had agreed on three of eight items. At this time I joined the negotiation. My arrival instantly changed the dynamic of the negotiation. No longer was this a one on one negotiation. It was now the team of recruiters negotiating with the recruit. As a new arrival I had to be updated on what terms where agreed upon and what was left to negotiate. This dynamic put me at a disadvantage. I was not able to set the initial tone of the negotiation. Instead I had to make the best deal with the remaining items that where not agreed upon yet. In addition to this I had to quickly access the situation and see what areas where left that we could obtain concessions that could be beneficial to the company.…
My next planning step was to gather the facts. I created an excel file (see below) to help me have a quick point of reference during the negotiation process. I color coded my target choices with yellow and my resistance point with red. The spreadsheet helped me analyze where I stood on my overall negotiation outcome in real time. My resistance point (total points) was 4,000. Creating the excel file helped me with the negotiation, by assisting with the changing values when multiple issues were being…
Pat was very frustrated because she wanted to purchase a home but lacked the funds or credit to do so even though Pat was expecting shortly to receive a one-half million dollar final installment payment for some land she sold several years earlier. Dan knew that Pat was very interested in purchasing a home and approached Pat with a proposal to assist Pat in buying a home. Dan told Pat that he would help Pat with the financing. After finding the home she wanted to buy for $250,000, Dan and Pat orally agreed that Dan would purchase the home and "when you come up with the money, I (Dan) will sell it to you (Pat) for $250,000 plus a fair commission to be determined."…
Often times in life we come to a point where negotiations must take place in order to resolve issues that have come between contracted parties. In 2001 I formed a partnership with a local group of entrepreneur’s to open a new restaurant. They owned the property, financed the building and were responsible for most of the startup costs. We made the usual contract arrangements for profit share, building and equipment costs, and operational controls. I set up the entire staff and restaurant floor plan layout to get the operation off the ground. I designed the menu, trained the staff, and oversaw the day to day operations. In the first year we were able to see a 5% profit over the budget and our investors were very happy with their ROI for year one. All parties planed and set the year two budget however in this negotiation it was contracted that the operator (me) had to sign off and approve the final draft before it was approved. The investors had no restaurant business experience so they lacked the insight to keep the budgeting process realistic, as it pertains to being profitable and sustainable. We pretty much negotiated as things came up and I addressed the things that were important to running the operation, but I did not research or look at the big picture that allowed me to consider potential risks or clauses that protected me if the partnership was to be dissolved.…