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Management - Organizational Behavior Ch. 10, Assignments of Organization Behaviour

The integrative approach is a new creative approach to negotiation that can lead to a “win-win” situation. The department managers for Zylog Corporation are meeting for a budget meeting. If the marketing manager gets the 6% increase he is requesting, the human resource manager will not get any increase in his department budget. This is an example of what kind of negotiation strategy?

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Management - Organizational Behavior Ch. 10
Organizational Behavior, Version 1.1
Bauer & Erdogan
FWK Test Item File
Chapter 10
TRUE/FALSE
1.Social issues of ego and corporate pride played a key role in the falling apart of PointCast
negotiations.
(True)
2.Managing conflict and engaging in effective negotiations are key factors for a successful
organization.
(True)
3.Conflict management and negotiation tactics are art, not skills, and are very difficult to learn.
(False)
4.Intrapersonal conflict can arise due to role ambiguity and role conflict.
(True)
5.Interpersonal conflicts should be centered around individual differences, not ideas, to avoid
conflict escalation.
(False)
6.Conflict in an organization is always bad.
(False)
7.If conflict in an organization is too low, performance is also likely low.
(True)
8.Personal conflicts can be good in certain circumstances, but task conflicts are never good.
(False)
9.Research on effective teams indicates that they are characterized by low but increasing levels of
process conflict.
(True)
10.Research on effective teams indicates that they are characterized by low but increasing levels of
task conflict.
(False)
11.Matrix-structured organizations often experience decisional conflict because each manager
reports to two bosses.
(True)
12.Task independence is a root cause of much conflict in the organization.
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Management - Organizational Behavior Ch. 10

Organizational Behavior, Version 1.

Bauer & Erdogan

FWK Test Item File

Chapter 10

TRUE/FALSE

  1. Social issues of ego and corporate pride played a key role in the falling apart of PointCast negotiations. (True)
  2. Managing conflict and engaging in effective negotiations are key factors for a successful organization. (True)
  3. Conflict management and negotiation tactics are art, not skills, and are very difficult to learn. (False)
  4. Intrapersonal conflict can arise due to role ambiguity and role conflict. (True)
  5. Interpersonal conflicts should be centered around individual differences, not ideas, to avoid conflict escalation. (False)
  6. Conflict in an organization is always bad. (False)
  7. If conflict in an organization is too low, performance is also likely low. (True)
  8. Personal conflicts can be good in certain circumstances, but task conflicts are never good. (False)
  9. Research on effective teams indicates that they are characterized by low but increasing levels of process conflict. (True)
  10. Research on effective teams indicates that they are characterized by low but increasing levels of task conflict. (False)
  11. Matrix-structured organizations often experience decisional conflict because each manager reports to two bosses. (True)
  12. Task independence is a root cause of much conflict in the organization.

(False)

  1. Conflict can result in both positive and negative outcomes. (True)
  2. Conflict can be dysfunctional if it involves personal attacks. (True)
  3. A high-risk situation where workplace violence has an increased risk is being a bank teller. (True)
  4. If your job involves caring for others in a nursing home, you have an increased risk of experiencing workplace violence. (True)
  5. If the conflict in your workplace is between two individuals on a team, a good way to manage the conflict is to take a majority vote among other team members to determine who is right. (False)
  6. The avoidance conflict handling style is characterized by high levels of cooperativeness and assertiveness. (False)
  7. An individual who deals with conflict by saying, “Maybe we can both agree to give in a little,” has an accommodating conflict handling style. (False)
  8. Competition is an effective conflict handling style if the alternatives proposed are unethical. (True)
  9. The strategy to utilize to achieve the best outcome from conflict is the collaborating style. (True)
  10. Research suggests that when it comes to dealing with conflict, managers are more likely to engage in avoiding, accommodating or compromising styles than their subordinates. (False)
  11. The key to keeping conflict or disagreement healthy in an organization is to focus the discussion on the task, not the personalities. (True)
  12. Healthy conflict can be stimulated in a firm by having appointed individuals play “devil’s advocate.” (True)
  13. The BATNA phase of the negotiation process should be ignored. (False)
  14. The first place to begin the investigation phase of negotiation is to look at yourself. (True)
  15. The party with the best alternative to a negotiated agreement is in the best negotiating position. (True)

Opening Section: Negotiation Failure: The Case of PointCast

  1. The lesson learned from PointCast is a. social issues in negotiation can be deal-breakers. b. take the first offer you are presented. c. financial issues always make or break a deal. d. unless you have to disclose something, don’t. (a) Medium/Evaluation Section I: Understanding Conflict
  2. Conflict is a. a process whereby two or more parties work toward an agreement. b. a process where an outside third party enters the situation with the goal of assisting the parties to reach an agreement. c. a process that involves people disagreeing. d. a process that involves bringing in a third party who has the authority to act as a judge and will make a decision to which parties must adhere. (c) Easy/Knowledge
  3. Jared is a member of the engineering department in the manufacturing firm and also serves on the Strategy 2015 team, which is crafting an engineering strategy for the firm’s future. He has a “Do not miss” meeting in the engineering department scheduled for Wednesday at 8 a.m. and just received an urgent email about a “Can’t miss” meeting for the strategy group at 8:15 a.m. Wednesday morning. Jared is experiencing a. interpersonal conflict. b. role ambiguity. c. role conflict. d. group conflict. (c) Medium/Application
  4. Intrapersonal conflict is a. a type of conflict between two people. b. conflict that takes place between different groups such as between different departments. c. a process that involves people disagreeing. d. a type of conflict that arises when a person is uncertain about what is expected or wanted or has a sense of being inadequate to the task. (d) Easy/Knowledge
  5. All of the following are examples of intrapersonal conflict EXCEPT a. role conflict. b. role differences. c. role ambiguity. d. role reversal. (d) Easy/Comprehension
  6. Conflict between two individuals such as coworkers is a. intrapersonal conflict b. interpersonal conflict. c. intergroup conflict. d. interdepartment conflict. (b) Easy/Knowledge
  1. Nancy and Mary are in the same sorority. Nancy is running for the university’s student government treasurer position. Mary says, “I’ll never vote for her, whether she is my sister or not.” Mary is experiencing what kind of conflict? a. interpersonal b. intergroup c. intrapersonal d. interdependent (a) Medium/Application
  2. Intergroup conflict a. occurs between two individuals. b. occurs within the individual. c. occurs between two departments. d. occurs between team members. (c) Easy/Comprehension
  3. Which of the following statements about conflict is INCORRECT? a. Conflict can paralyze an organization. b. Conflict can lead to less than optimal performance. c. Conflict generally makes people uncomfortable. d. Conflict is always problematic in an organization. (d) Medium/Comprehension
  4. Which of the following statements regarding the relationship between conflict and performance is INCORRECT? a. Low conflict leads to low performance. b. Medium conflict leads to high performance. c. High conflict leads to low performance. d. Low conflict leads to high performance. (d) Difficult/Evaluation
  5. In which of the following scenarios would you expect high performance? a. The five team members never have a negative word to say to each other; there never seems to be any conflict on the team. b. The two members of the team are constantly bickering. One never says anything without the other disagreeing. c. The team members seem to get along well enough, but on occasion they will argue about a number of issues. d. The three partners have an interesting relationship. Partner A is almost always in agreement with Partner B, but fights constantly with Partner C. Partners B and C get along at times and fight at times. (c) Difficult/Synthesis
  6. Research on effective teams indicates that they experience a. high levels of relationship conflict. b. moderate levels of process conflict at the beginning of the project timeline. c. moderate levels of task conflict in the middle of the project timeline. d. moderate levels of relationship conflict and high levels of process conflict. (c) Difficult/Evaluation Section II: Causes and Cures for Conflict
  7. Which of the following is not a root cause of conflict in a workplace? a. organizational structure

b. education c. bartending d. overnight gas station attendant (b) Medium/Comprehension

  1. Which of the following statements regarding conflict and its cures is INCORRECT? a. A bureaucratic organizational structure can lead to conflict between high and low power people. b. To avoid conflict in communication, focus on the person, not behavior or its effects. c. Conflict can be dysfunctional in an organization if it is excessive. d. Consideration of a broader range of ideas is a positive outcome of conflict in the organization. (b) Difficult/Synthesis Section III: Conflict Management
  2. Which of the following is an effective way to manage organizational conflict? a. consensus decision making b. change the team composition to have more diversity c. create a common opposing force d. eliminate hierarchy (c) Easy/Comprehension
  3. If there is conflict between two members of a team and the underlying reason for the conflict is personality differences, what is a viable way of managing the organizational conflict? a. Change the structure of the organization. b. Focus attention on a common enemy of the two clashing team members. c. Take a majority vote on which individual is causing more issues on the team. d. Change the composition of the team by separating the individuals at odds. (d) Difficult/Synthesis
  4. If two marketing groups within a firm’s marketing department are vying against each other for a larger percentage of the budget, which option that the marketing manager could consider to manage the organizational conflict would be MOST effective? a. Take a majority vote on what the two departments feel is the best budget allocation. b. Focus the attention of the two groups on a common “enemy” such as another firm that that they compete with for business. c. Change the composition of the two departments. d. Restructure the entire department so that teams are no longer used. (b) Difficult/Synthesis
  5. The conflict handling style that is uncooperative and unassertive is a. compromise. b. avoidance. c. accommodation. d. competition. (b) Easy/Knowledge
  6. The conflict handling style that is middle ground where an individual’s desire to get his or her way but respect others’ goals is a. competition. b. avoidance. c. accommodation. d. compromise. (d) Easy/Knowledge
  1. The competition conflict handling style a. is a middle ground style. b. is uncooperative and unassertive. c. is cooperative and unassertive. d. is highly assertive but low on cooperation. (d) Easy/Knowledge
  2. The collaborative conflict handling style is a. low in cooperativeness and low in competitiveness. b. low in competitiveness and high in cooperativeness. c. high in cooperativeness and high in competitiveness. d. high in competitiveness and low in cooperativeness. (c) Medium/Comprehension
  3. The accommodation conflict handling style is a. cooperative and unassertive. b. uncooperative and unassertive. c. cooperative and assertive. d. uncooperative and assertive. (a) Medium/Comprehension
  4. Nicholas is the production manager for a manufacturing firm. He has two supervisors who are experiencing conflict with each other based upon personality differences. Nicholas should have held a meeting last week to discuss next year’s budget, but cancelled it because the two supervisors had a verbal confrontation on the shop floor the previous day. What conflict handling style is Nicholas demonstrating? a. compromise b. collaboration c. avoidance d. accommodation (c) Medium/Application
  5. The United Auto Workers (UAW) and Ford Motor Company were negotiating a new agreement to address the auto industry woes during a severe economic downturn. Ford offered to consider delaying layoffs if the UAW agreed to changes in contractual work rules related to the jobs bank. This negotiation suggests the use of what conflict handling style? a. avoidance b. collaboration c. accommodation d. compromise (d) Medium/Application
  6. Ned and Michael are managers of two different departments at Beckett Corporation. The two have not gotten along well over the years. Yesterday the two attended a budget meeting for the new fiscal year. Both wanted more funding for their departments. When the finance vice president suggested an increase for Ned’s department, Michael became quite agitated and made a number of accusations about the nature of the numbers that Ned had used to support his position. After the meeting, Michael cornered the finance vice president in his office and continued his spiel on why his department deserved the extra funding but Ned’s did not. What style of conflict handling does Michael exhibit? a. compromise b. accommodation c. competition

b. accommodating c. avoiding d. forcing (d) Medium/Comprehension

  1. Research shows that when confronted with a conflict situation, subordinates are most likely to use all of the following conflict handling styles EXCEPT a. compromising b. forcing c. avoiding d. accommodating (b) Medium/Analysis
  2. With regard to conflict, which of the following statements is INCORRECT? a. The best solution often requires a discussion of varying opinions. b. A lack of disagreement may indicate employees are withholding opinions. c. Conflict is inherently bad. d. A key to a healthy discussion is a focus on tasks, not personalities. (c) Difficult/Analysis
  3. All of the following would be effective means of stimulating conflict EXCEPT a. assigning someone to play devil’s advocate. b. encouraging disagreement with no fear of reprisal. c. creating competition between teams or individuals with a bonus for those with the best solution. d. building clarity into the situation. (d) Medium/Analysis Section IV: Negotiations
  4. Negotiation is a. the process that involves bringing in a third party who has the authority to act as a judge and will make a binding decision. b. the process that involves two people disagreeing. c. the process where a third party enters a situation with the goal of assisting the parties to reach an agreement. d. the process whereby two or more parties work toward an agreement. (d) Easy/Knowledge
  5. Which of the following is the first phase of the negotiation process? a. investigation b. presentation c. determining BATNA d. bargaining (a) Easy/Knowledge
  6. During which phase of the negotiation process does an individual assemble the information gathered in such a manner that his position is supported? a. investigation b. determining the BATNA c. bargaining d. presentation (d) Easy/Comprehension
  7. The investigation phase of the negotiation process involves

a. understanding what your alternatives are. b. gathering information. c. making concessions. d. agreeing on terms. (b) Easy/Comprehension

  1. Which of the following statements regarding to the first phase of the negotiation process, investigation, is INCORRECT? a. Investigation is the phase of the negotiation process that is often ignored. b. Focus on the party with whom you are negotiating first and then analyze yourself. c. The investigation phase of negotiation is designed to gather information. d. The investigation phase necessitates a clear understanding of priorities. (b) Difficult/Evaluation
  2. The BATNA is a. the first phase of the negotiation process. b. a delaying tactic in negotiation. c. important to assisting you in deciding whether to accept an offer or not. d. the process of making concessions in negotiation. (c) Medium/Analysis
  3. All of the following statements are correct with regard to determining your BATNA EXCEPT a. The party with the best BATNA is in the best negotiating position. b. You must determine your own BATNA but there is little you can do with regard to the BATNA of the party with whom you are negotiating. c. Assessing the best alternative to a negotiated agreement assists you in deciding whether to accept an offer. d. The reason you negotiate is to obtain something better than what you would obtain without negotiating, so know your alternatives. (b) Difficult/Evaluation
  4. Which of the following statements regarding the bargaining phase of negotiation is correct? a. The bargaining phase gets the least amount of attention during the negotiation process. b. Making concessions during the negotiation process is a sign of weakness. c. A key to the bargaining phase is asking questions. d. This is the phase of negotiation where you determine your BATNA. (c) Difficult/Evaluation
  5. Which of the following statements regarding the closure phase of negotiations is INCORRECT? a. Closure is the phase of the negotiation process where you either have come to an agreement or walk away from an unacceptable offer. b. Rejection of an offer during closure can be an opportunity to learn. c. It is not always clear why an agreement has not been reached during negotiation. d. If the best offer in a negotiation has been rejected, there is nothing left to do. (d) Medium/Analysis
  6. The department managers for Zylog Corporation are meeting for a budget meeting. If the marketing manager gets the 6% increase he is requesting, the human resource manager will not get any increase in his department budget. This is an example of what kind of negotiation strategy? a. integrative approach b. accommodating approach c. distributive approach d. concession approach

not sit at a table with anyone who treats them so poorly.” Mark is committing what negotiation mistake? a. having unrealistic expectations b. letting past negative outcomes impact the present ones c. getting overly emotional d. letting his ego get in the way (c) Difficult/Evaluation

  1. Which of the following statements regarding common mistakes in negotiations is correct? a. Research shows that negotiation avoidance is particularly pronounced among men. b. Setting high goals decreases some of the tension of negotiations. c. Negotiators that have engaged in ineffective negotiations in the past are more likely to learn lessons which make them successful negotiators in the future. d. Those with greater power are more likely to be effective when using anger in negotiations. (d) Difficult/Analysis
  2. Research indicates which of the following findings regarding negotiations is correct? a. Those who encounter anger during negotiation are likely to counter with an accommodation approach to negotiations. b. Though men have a greater tendency to negotiate in a salary situation, they are no more successful than women in securing an increase. c. Setting integrative goals is no more likely to improve the chances of arriving at an agreement than going into negotiations with adversarial goals. d. Individuals who were unable to negotiate a deal in previous negotiation situations tended to have lower outcomes in subsequent negotiations than those who had initially negotiated deals in the past. (d) Difficult/Evaluation
  3. Which of the following is NOT a good piece of advice to offer individuals who want to engage in successful negotiations? a. Don’t establish deadlines; when the negotiations are over, they are over. b. Be patient; don’t rush things. c. Don’t worry about periods of silence; just wait. d. Focus on agreement first and then go back to those areas that are unresolved. (a) Medium/Analysis
  4. Mediation is a. the process of bringing in a third party who has the authority to act as a judge and will make a binding decision. b. the process where a third party enters the situation with the goal of assisting the parties to reach an agreement. c. the process whereby two or more parties work toward an agreement. d. the process that involves people disagreeing. (b) Easy/Knowledge
  5. Allan is a member of a union. The supervisor at the firm where he works gave Allan a three- day suspension for not wearing his protective shoes on the manufacturing floor of his firm. Allan appealed the suspension and the company’s plant manager refused to rescind the suspension. The union wants to appeal this decision to a neutral third party for a ruling. What procedure does the union want to utilize? a. mediation b. negotiation c. arbitration d. conflict management

(c) Easy/Application

  1. Which of the following statements regarding the process of mediation is INCORRECT? a. A mediator determines the underlying interests. b. A mediator clears up misunderstandings. c. A mediator resolves the charge made in a negotiation. d. A mediator incorporates areas of agreement into resolutions. (c) Medium/Comprehension
  2. Which of the following statements regarding third party negotiations is correct? a. Individuals who utilized mediation indicated in a survey that they would not be supportive of using the process again. b. The mediator assists the parties in agreeing on mutually exclusive resolutions. c. Arbitrators help prepare for a formal hearing. d. Arbitration is an acceptable practice for many companies to resolve challenging problems. (d) Medium/Evaluation
  3. A mediator should enter a negotiation when a. personal differences are detected. b. the parties are only talking for short periods of time and tension is rising. c. the parties are unable to find a solution. d. a quick resolution is desired but not imperative. (c) Medium/Evaluation
  4. Which of the following statements regarding the arbitration-mediation approach is INCORRECT? a. Agreements between the two parties are less likely to occur with an arbitration-mediation approach than a mediation-arbitration approach. b. In the arbitration-mediation approach, the arbitrator makes a decision and then places it in a sealed envelope while the mediation progresses. c. The arbitration-mediation approach begins with both sides formally presenting their cases to the arbitrator. d. The mediation-arbitration approach is a more common approach than the arbitration-mediation one. (a) Medium/Evaluation Section V: The Role of Ethics and Culture in Negotiations
  5. Which of the following statements regarding ethics and negotiations is INCORRECT? a. Hardball negotiation tactics are fair game; the goal after all is to “get” all you can. b. If you try to destroy one party in negotiating, that party may return the favor at a future date. c. A party who feels you are being unfair will be less likely to make concessions. d. A party who feels you are dishonest may refuse to negotiate with you at all. (a) Medium/Evaluation
  6. Which of the following statements regarding negotiations around the world is correct? a. American negotiators like to establish a strong relationship first while Chinese negotiators like to “get down to business”. b. Japanese negotiators have a higher tolerance for conflict as a way of working through issues than their American counterparts. c. Japanese negotiators reveal more information during negotiations than their American counterparts. d. Japanese negotiators are likely to interpret negotiation offer patterns over time and include them in their negotiations.
  1. The ____________ conflict handling style has the most potential to be highly effective in many different situations. (collaboration)
  2. The process where two parties work toward an agreement is ____________. (negotiation)
  3. BATNA stands for _____ ___________ ___________ ___________ ____________. (best alternative to negotiated agreement)
  4. A key stage that is often ignored in the negotiating process is the ____________ phase where information is gathered. (investigation)
  5. ___________ is the third phase of the negotiation process where you assemble the gathered information in a way to support your position. (Presentation)
  6. The ______________ phase of the negotiation process is where each party discusses his goals and seeks to get an agreement. (bargaining)
  7. A _____________ is giving up something to get something in return. (concession)
  8. The final phase of the negotiation process, ______________, is where the two parties either come to an agreement on terms or one party has found the final offer to be unacceptable and walks away from it. (closure)
  9. The traditional “fixed-pie” approach where negotiators see the situation as a pie that has to be divided between them is the ______________ negotiation strategy. (distributive)
  10. The ____________ negotiation strategy looks for ways for the two parties to integrate goals under a larger umbrella. (integrative)
  11. Mediation, arbitration and other ways of resolving conflicts with the help of a specially trained third party without need for a formal trial or hearing is called _____________ _________ _____________. (Alternative Dispute Resolution)
  12. ___________ is a process where an outside third party enters the situation with the goal of assisting the parties to reach an agreement. (Mediation)
  13. The conflict resolution process where a neutral third party listens to each side’s case and makes a binding decision is called ___________. (arbitration)
  1. Commonly, the conflict resolution process of _________ follows that of ___________ but research indicates that the process of _____________ followed by ____________ actually leads to more voluntary agreements between the parties. (arbitration, mediation, arbitration, mediation)
  2. If your counterpart feels you are being __________ in your negotiations, he is less likely to make any concessions. (unethical or dishonest or unfair) SHORT ANSWERS
  3. Briefly describe the “social issues” that are some of the most difficult aspects of negotiating that keep firms such as PointCast from reaching agreement. The chapter opens with a description of PointCast, one of the Silicon Valley’s hottest start- ups on the 1990s, in merger negotiations with Rupert Murdoch’s News Corporation. Though media speculation valued PointCast at $750 million, Murdoch offered a package of $ million that PointCast rejected. Subsequent decisions to go public also failed and ultimately, PointCast was sold for $7 million. The missed opportunity is often cited as one of the biggest mistakes in Internet history and is largely credited to the social issues of ego and corporate pride which created conflict in the initial merger negotiations. Apparently PointCast CEO Christopher Hassett believed the hype about his firm and was unwilling to alter his perception during negotiations. Social issues can get in the way of fruitful negotiations and produce painful lessons.
  4. Name the three types of conflict and briefly describe each. Conflict is the process that involves people disagreeing. The three types of conflict include intrapersonal conflict (which arises in a person due to uncertainty about what is wanted or expected or when you feel inadequate to perform a task), interpersonal conflict (which is conflict between individuals sometimes due to personality or competition differences), and intergroup conflict (which occurs between groups like union and management or different departments within the same firm).
  5. Describe the inverted-U relationship that exists between conflict and performance. Conflict in an organization is not always bad. Research tends to suggest that both low and high levels of conflict lead to lower performance. Moderate conflict, on the other hand, leads to higher levels of performance. The moderate conflict is viewed as optimal because it creates a situation where there is healthy debate on ideas, stimulating, for example, creativity. In general, personal conflict is never healthy, but others, like task conflict can be beneficial to the firm.
  6. Describe two root causes of conflict at work. Six root causes of workplace conflict are: organizational structure, limited resources, task interdependence, incompatible goals, personality differences and communication problems. An organizational structure like a matrix can present workplace conflict because it has each manager reporting to two bosses while a bureaucratic structure has different levels of people with different power creating high-power and low-power clashes. Limited resources like money create conflict around budget time when an increase in one department’s budget will necessitate a decrease in a second department’s budget.

Consider majority rule: When group members are disagreeing over ideas, take a vote and the idea with the most support wins. Problem solve: A common approach, the problem solving approach gets group members to focus on the task and not on the people involved so that the root cause of the problem is found.

  1. List and briefly describe each of the five conflict handling styles. Avoidance is where the individual is uncooperative and unassertive. The person practicing this conflict resolution style denies conflict is there. Accommodation is where the individual is cooperative and unassertive. The person gives in to what the other side wants even if it means giving up personal goals. Compromise is a middle ground style where individuals express their own concerns and want to get their own way, but respect the other person’s goals. Competition is where the person wants to reach his goal regardless of what others say or feel. Collaboration is the style high in both assertiveness and cooperation. This is the strategy that tends to be most effective in the most different conflict situations.
  2. List the steps in the negotiation process. Investigate, determine your best alternative to a negotiated agreement, present, bargain, and close.
  3. Briefly describe the two negotiation strategies. The distributive approach to negotiation is the fixed pie approach where if one department increases its budget, another department’s budget is cut. The integrative approach to negotiation is a more creative approach where both parties look for ways to integrate their goals under a larger umbrella.
  4. List and describe two common mistakes made in negotiation. Failing to negotiate or taking the first offer: Research indicates that women are less likely to negotiate their starting salary than men and that this may be a contributing factor to the lower salaries women receive than their male counterparts. Letting your ego get in the way: PointCast is a classic example of a firm that could have been part of a successful merger until its CEO let his ego do the talking and the deal was squelched. Having unrealistic expectations: In labor contract negotiations, the unrealistic expectations often set forth in the initial contract proposal by the union are called “pie in the sky” demands.

Getting overly emotional: Anger never serves anyone when negotiating. Bargaining should involve the task or issue at hand and not the personalities involved. Letting past negative outcomes affect the present ones: Research indicates that those who have been less successful in past negotiations tend to have lower outcomes than those who had successfully negotiated deals in the past.

  1. Describe two alternative dispute resolution techniques. Mediation is the process where a neutral third party enters a stalled negotiation to assist the parties involved in getting back on track. The mediator works with both parties to reach a solution without representing either side. Arbitration is the process where a neutral third party listens to each party’s side in a dispute and then renders a decision. In most cases the decision is said to be binding, which means both parties must adhere to it. ESSAY
  2. Janice is a new manager for XYZ Corporation. She is about to attend two weeks of management training. The first topic she will examine is that of conflict and its management. You are the instructor for the conflict seminar. Describe the types of conflict Janice and other managers may face in the workplace, their underlying causes and some strategies for managing those conflicts in the workplace. There are three types of conflict that should be noted at the outset of the seminar session. The three are: intrapersonal, interpersonal and intergroup conflict. Intrapersonal conflict arises when an individual does not know what is expected or wanted of him in the workplace or where he feels inadequate to perform a task. Perceived lack of trust of the employee, role ambiguity and role conflict are causes of intrapersonal conflict. Clarifying the employee’s role and empowering him with various responsibilities are two viable options for managing this type of conflict in the workplace. Interpersonal conflict is likely the most common form in the workplace. Personality differences are a key cause of such conflict. Problem solving approaches that focus attention on the task or issue at hand and not on the personalities are two options to consider in dealing with this type of conflict. If neither of those works, there is always the possibility that a manager should consider moving or removing one of the personalities from his department. Intergroup conflict is often found between groups in a single department or between departments in a workplace. In unionized settings in the United States, the union and management tend to have longstanding adversarial relations. One effective way of dealing with intergroup conflict is to create a common “enemy” for the clashing parties. Diverting their attention from each other and refocusing it on an outside group can actually result in more cooperation among group members and ultimately, a more cohesive group.
  3. Angelo is the new superintendent of the school district. In his first two weeks on the job he makes it a point to talk to every staff and faculty member as well as key stakeholders in the community and those who interact with the district on a regular basis. His assessment after those interviews is that the district is conflict-ridden. Seemingly everywhere he turns