MGT 557 Enhance teaching - snaptutorial.com

MGT 557 Entire Course with Final Guide
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MGT 557 Week 1 Assignment Sales Analysis
MGT 557 Week 2 Individual Assignment Ethical Negotiation
Presentation (2 PPT)
MGT 557 Week 3 Individual Assignment Trust & Negotiation (2
Papers)
MGT 557 Week 3 Team Assignment Salary Negotiation Role-Play (2
Papers)
MGT 557 Week 4 Team Rock Band Negotiator (NEW)
MGT 557 Week 5 Individual Assignment Diversity in Negotiations (2
Papers)

MGT 557 Week 6 Team Assignment Negotiation Plan (2 Papers)
MGT 557 Final Exam Guide (NEW)
MGT 557 Week 1 DQ 1
MGT 557 Week 1 DQ 2
MGT 557 Week 2 Individual Assignment Negotiation Outcome Matrix
MGT 557 Week 2 DQ 1
MGT 557 Week 2 DQ 2
MGT 557 Week 3 Learning Team Assignment Salary Negotiation
Role-Play

MGT 557 Week 3 DQ 1
MGT 557 Week 3 DQ 2
MGT 557 Week 4 Learning Team Assignment Rock n Roll Negotiator
Part 1
MGT 557 Week 4 DQ 1
MGT 557 Week 4 DQ 2
Part 2
MGT 557 Week 5 Individual Assignment Cell Phone Negotiations
MGT 557 Week 5 DQ 1
MGT 557 Week 5 DQ 2

MGT 557 Week 6 Individual Assignment Negotiation Plan
************************************************
MGT 557 Entire Course
MGT 557 Week 2 Individual Assignment Ethical Negotiation
Presentation (2 PPT)
MGT 557 Week 3 Individual Assignment Trust & Negotiation (2
Papers)
MGT 557 Week 3 Team Assignment Salary Negotiation Role-Play (2
Papers)

MGT 557 Week 4 Team Rock Band Negotiator (NEW)
MGT 557 Week 5 Individual Assignment Diversity in Negotiations (2
Papers)
MGT 557 Week 6 Team Assignment Negotiation Plan (2 Papers)
MGT 557 Week 1 DQ 1
MGT 557 Week 1 DQ 2
MGT 557 Week 2 Individual Assignment Negotiation Outcome Matrix
MGT 557 Week 2 DQ 1
MGT 557 Week 2 DQ 2
MGT 557 Week 3 Learning Team Assignment Salary Negotiation
Role-Play

MGT 557 Week 3 DQ 1
MGT 557 Week 3 DQ 2
Part 1
MGT 557 Week 4 DQ 1
MGT 557 Week 4 DQ 2
Part 2
MGT 557 Week 5 Individual Assignment Cell Phone Negotiations
MGT 557 Week 5 DQ 1

MGT 557 Week 5 DQ 2
MGT 557 Week 6 Individual Assignment Negotiation Plan
************************************************
MGT 557 Final Exam Guide (NEW)
1.
Thomas proposed that what two personality dimensions can represent
the levels of concern underlying the five conflict management styles?
The degree of aggressiveness and the degree of cooperativeness

The degree of assertiveness and the degree or competitiveness
The degree of aggressiveness and the degree of competitiveness
The degree of assertiveness and the degree of cooperativeness
2.
A zero-sum situation is also known as what other situation name?
negotiative
integrative
distributive

win-lose
3.
Which of the following is not one of the four biases that threaten e-
mail negotiations?
Sinister attribution bias
Burned bridge bias
Impasse in e-mail negotiations bias
Temporal synchrony bias
4.
A reservation price is which of the following?

what negotiators mean by their "bottom line"
the median between your opening bid and bottom line
your opening bid in a negotiation
the other party's opening bid in a negotiation
5.
The "joining threshold" is:
the minimum number of people required for a coalition to be
successful.

the level in which a minimum number of people have joined a
coalition and others begin to join because they recognize that their
current friends and associates are already members.
the total number of people who can join a specific condition.
the level at which a new member must “pay” in order to join the
coalition.
6.
Babcock, Wang and Loewenstein found that:
negotiators compare themselves to others whose positions are similar
in scope and position to their own.
negotiation breakdown or impasses are negatively correlated with
perceived differences between the disputants chosen comparison
groups.

the smaller the perceived differences between comparison groups, the
greater the likelihood of a breakdown.
negotiators choose comparison groups to reflect a supportive, self-
serving bias for their positions.
7.
At the top of the best practice list for every negotiator is:
Remembering the intangibles
Managing coalitions

Preparation
Diagnosing the structure of the negotiation
8.
Which of the following is not a major source of power from one of the
five different groupings?
personal sources of power
organizationalsources of power
information sources of power
contextual sources of power

9.
Negotiation is fundamentally a skill involving analysis and
_____________ that everyone can learn.
preparation
cooperation
communication
Process
10.
Successful logrolling requires:
that one party is allowed to obtain his/her objectives and he/she then
"pays off" the other party for accommodating his/her interests.
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 additionalinformation about the other party than his/her interests,
and assumes that simply enlarging the resources will solve the
problem.
11.
Rackham's study found that during face-to-face-bargaining, superior
negotiators:
avoided behavioral labeling.
made fewer immediate counterproposals.
asked fewer questions.
frequently used defend-attack cycles.
12.
The objective of both parties in distributive bargaining is to obtain as
much of which of the following as possible?

Target point
Bargaining mix
Bargaining range
Resistance point
13.
Only one of the approaches to ethical reasoning has as its central
tenet that actions are more right if they promote more happiness,
more wrong if they produce unhappiness. Which approach applies?
end-result ethics
social context ethics
duty ethics
reasoning ethics

14.
Which represents the best deal we can possibly hope to achieve?
Resistance point
Alternative
Opening bid
Specific target point
15.
According to Kolb and Coolidge, during a negotiation men tend to:
perceive negotiation as a part of the larger context within which it
takes it place.
engage the other in a joint exploration of ideas.
seek empowerment when there is interaction among all parties in the
relationship.

demarcate negotiating from other behaviors that occur in the
relationship.
17.
A doctor facing the moral dilemma between a mandate to save lives
and the mandate to relieve undue suffering for those whose lives
cannot be saved is an example of:
social context ethics.
duty ethics.
end-result ethics.
utilitarian ethics.
17.
A constituency is:
a negotiator representing the interests of another party.

two or more parties on the same side who are working together and
collectively advocating the same positions and interests.
one or more parties whose interests, demands, or priorities are being
represented by the focal negotiator at the table.
any individual or group of people who are not directly involved in or
affected by a negotiation, but who have a chance to observe and react
to the ongoing events.
18.
In the Dual Concerns Model, the level of concern for the individual's
own outcomes and the level of concern for the other's outcomes are
referred to as the:
cooperativeness dimension and the competitiveness dimension.
competitiveness dimension and the aggressiveness dimension.
cooperativeness dimension and assertiveness dimension.
assertiveness dimension and the competitiveness dimension.

Mediators have:
the power to impose a solution.
no formal power over outcomes.
the same power as arbitrators.
the authority to resolve the dispute on their own.
20.
The "culture-as-shared-value" approach:
recognizes that no human behavior is determined by a single cause.
concentrates on documenting the systematic negotiation behavior of
people in different cultures.

recognizes that all cultures contain dimensions or tensions among
their different values.
concentrates on understanding the central values and norms of a
culture and then building a model for how these norms and values
influence negotiationswithin that culture.
21.
Which of the following lists only joint strategies for cross-cultural
negotiations?
employ agents or advisors, bring in a mediator, adapt to the other
party's approach, improvise an approach
coordinate adjustment, improvise an approach, adapt to the other
party's approach, embrace the other party's approach
bring in a mediator, coordinate adjustment, improvise an approach,
effect symphony
employ agents or advisors, adapt to the other party's approach,
embrace the other party's approach, effect symphony

22.
Brett, Barsness and Goldberg found that mediation, when compared
to arbitration:
was more time-consuming.
produced greater disputant satisfaction.
was more costly.
was more complicated to implement.
23.
It is important negotiators consider the shadow negotiation carefully
before meeting with the other party so they:
understand where the boundaries of the current negotiations are and
should be.

understand how they would ideally like to work with the other party.
are clear in their own minds about the scope of the negotiations.
determine what ground the negotiation is going to cover and how the
negotiators are going to work together.
24.
What are the three key stages and phases that characterize
multilateral negotiations?
the prenegotiation stage, managing the actual negotiations, and
managing the agreement stage
the prenegotiation stage, the networking stage, and the managing the
agreement stage
the coalition building stage, the relationship development stage, the
networking stage
the coalition building stage, the networking stage, and the actual
negotiation state
25.

Power distance describes:
the extent to which cultures hold values that were traditionally
perceived as masculine or feminine.
the extent to which the society is organized around individuals or the
group.
the extent to which a culture programs its members to feel either
uncomfortable or comfortable in unstructured situations.
the extent to which the less powerful members of organizations and
institutions accept and expect that power is distributed unequally.
26.
Which of the following techniques is the least effective in resolving
impasses and defusing volatile situations?
Active listening
Tension management

Separating the parties
Synchronized de-escalation
27.
Researchers have found that expressing high anger and low
compassion toward another leads the negotiators to:
a greater desire to work together in the future.
achieve more joint gains.
find and explore commonalities in experiences.
an unaffected ability to yield greater individual gains.
28.
Which of the following parameters shapes our understanding of
relationship negotiation strategy and tactics?
Parties never make concessions on substantive issues.

Negotiating within relationships takes place at a single point in time.
Negotiating with relationships may never end.
Negotiation in relationships is only aboutthe issue.
29.
In multiparty negotiations, research shows that parties who
approached multiple issues simultaneously:
Have less insight into the preferences and priorities of the other
parties at the table.
Increased the likelihood of achieving agreement.
Exchanged less information.
Achieved lower quality agreements.
30.

Negotiators should make a conscious decision about whether they are
facing a fundamentally distributive negotiation, an integrative
negotiation, or a:
group negotiation.
cooperative negotiation.
combative negotiation.
blend of both distributive and integrative negotiations.
************************************************
Create a 1,050-word sales analysis in which you do the following:
Define the elements of the negotiation process which include:
Opening offer

Opening stance
Initial concession
Final offer
Discuss the response to your opening offer.
Explain the tactics you used to strengthen your stance on that offer.
What was the outcome?
Determine your Best Alternative to a Negotiated Agreement (BATNA)
for the situation.
Explain what you could have done to improve your BATNA prior to
engaging in the negotiation process.
Discuss any concessions that were made. If there were concessions,
what were they and how did you use them? If there were no
concessions, how might this have been handled if you encountered
them?
Compare the final offer with the opening offer.
Evaluate the final offer and the entire negotiation process. Was there
an equal amount of concessions on both sides? Was one side a clear
winner? Explain why or why not.
What changes would you make to your stance and concessions if you
could repeat the process?
Format your paper consistent with APA guidelines.
Click the Assignment Files tab to submit your assignment.
************************************************
MGT 557 Week 1 DQ 1

Define zero-sum situation. What are some strategies for a successful
or neutral outcome in a zero-sum negotiation?
************************************************
MGT 557 Week 1 DQ 2
How can a negotiation that begins with a negative bargaining range
be resolved? Should a negotiator reveal his or her resistance point?
Explain.
************************************************
MGT 557 Week 2 DQ 1

Describe the best alternative to a negotiated agreement (BATNA)
concept. Explain the pitfalls of overestimating the value of BATNA.
Why is a negotiator’s BATNA the most valuable tool of power
negotiation?
************************************************
MGT 557 Week 2 DQ 2
Define ethics. Why do ethics matter in negotiation? How does your
personal ethical code influence your negotiations? Provide a specific
example
************************************************
MGT 557 Week 2 IndividualAssignment Ethical
Negotiation Presentation (2 PPT)

This Tutorial contains 2 Papers
Create an 8-slide Microsoft® PowerPoint® presentation in which
you analyze the ethical standards for business and negotiations as
this relates to your organization. Include the following in the
presentation:
Develop 4 examples of how you used each one of the 4 ethical
standards in a negotiation with one of your customers.
Defend your selection of the use of that specific ethical standard.
Explain why ethical standards are an important part of negotiation
process.
Format your assignment consistent with APA guidelines.
Click the Assignment Files tab to submit your assignment
************************************************
MGT 557 Week 2 Individual Assignment
Negotiation Outcome Matrix

Individual Assignment Negotiation Outcome Matrix Complete the
Negotiation Outcome Matrix located on the student website.
************************************************
MGT 557 Week 2 Learning Team Weekly
Reflection
For more classes visits
Review this week’s objectives. Reflect on any topics you struggled
with, and how the weekly topics relate to application in your field.
Prepare a 350- to 1,050-word paper detailing your findings.
************************************************
MGT 557 Week 3 DQ 1

What are the strengths and weaknesses of using an agent in
negotiations? How can you determine the best time to use an agent
and when to negotiate for yourself?
************************************************
MGT 557 Week 3 DQ 2
When interacting with decision makers, what happens as you try to
convert or pressure them during two-party and multiparty
negotiations? What special challenges occur in two-party and
multiparty negotiations?
************************************************
MGT 557 Week 3 Individual Assignment Trust
and Negotiation (2 Papers)

Create a 1,050-word analysis in which you address the following:
Discuss the different types and aspects of trust in relationships.
Identify one type that you have utilized or experienced in a
negotiation.
Explain the importance of trust in business and selling relationships.
Analyze 2-3 types of the trusting techniques used in negotiation.
Discuss how you used these in your organization with a customer.
Evaluate the trusting techniques in terms of which might be most
effective in your organization.
Recommend the technique that you would be most likely to use in a
negotiation and explain your rationale.
Explain how using trust techniques might lead to change in your
organization'snegotiation strategies.

************************************************
MGT 557 Week 3 Learning Team Assignment
Salary Negotiation Role-Play
Divide your Learning Team into two groups. One group should take
the role of a job applicant; the other should take the role of the hiring
manager at a company called Z-firm. Imagine that a job applicant has
been offered a job as an HR officer at Z-firm. Both sides need to
negotiate the starting salary. Statistical data indicates that HR officer
starting salaries are around $40,000. Zfirm, however, is highly
respected in its industry and receives many job applications from all
over the country. That is why the applicant has decided not to state an
exact salary level, but to negotiate it. Role-play the negotiation as if
both sides were pursuing distributive (win–lose) negotiation. Then,
switch roles and role-play the negotiation as if both sides were
pursuing integrative (win–win) negotiation. Each Learning Team
member should consider how best to apply power and influence
principles to accomplish their side’s negotiation goals. Summarize, in
no more than 2,000 words, your Learning Team’s distributive and
integrative negotiations. Consider the following:
• Describe the adjustments and concessions made and the strategies
and tactics used by each side
• Describe the sources of power and the application of power
principles employed by each side.
• Describe how each side used central route or peripheral route
influence principles to effect the negotiation outcomes.
• Evaluate the ethicality of the negotiation tactics of each side.

************************************************
Reflection
Prepare a 350- to 1,050-word paper detailing your findings
************************************************
MGT 557 Week 3 Team Assignment Salary
Negotiation Role Play (2 Papers)

Divide your Learning Team into two groups. One group should take
the role of a job applicant; the other should take the role of the hiring
manager at a company called Z-firm. Imagine that a job applicant
has been offered a job as an HR officer at Z-firm. Both sides need to
negotiate the starting salary. Statistical data indicates that HR officer
starting salaries are around $40,000. Zfirm, however, is highly
respected in its industry and receives many job applicationsfrom all
over the country. That is why the applicant has decided not to state an
exact salary level, but to negotiate it. Role-play the negotiation as if
both sides were pursuing distributive (win–lose) negotiation. Then,
switch roles and role-play the negotiation as if both sides were
pursuing integrative (win–win) negotiation. Each Learning Team
member should consider how best to apply power and influence
principles to accomplish their side’s negotiation goals. Summarize, in
no more than 2,000 words, your Learning Team’s distributive and
integrative negotiations. Consider the following:
• Describe the adjustments and concessions made and the strategies
and tactics used by each side
• Describe the sources of power and the application of power
principles employed by each side.
• Describe how each side used central route or peripheral route
influence principles to effect the negotiation outcomes.
• Evaluate the ethicality of the negotiation tactics of each side.
************************************************
MGT 557 Week 4 DQ 1

What concepts in Chinese culture should those attempting to
negotiate in China recognize? In your opinion, how does guanxi
affect negotiation in China? What are some strategies to employ when
negotiating with a Chinese company?
************************************************
MGT 557 Week 4 DQ 2
Define perception and perceptual distortion by generalization.
Explain how perception distortion can cause biases in negotiation.
How can you use this information in negotiations? Cite specific
examples
************************************************
Rock n Roll Negotiator Part 1

The Negotiators are a popular and successful rock-n-roll band. This
year their contract with the publisher R-n-R Label expires. The
Negotiators’ members, Jimmy, Tinny, and Janice all believe that they
deserve a monetary increase, and if they cannot obtain it, they will
not renew their contract with the R-n-R Label. There are differences,
however, among the band members: Jimmy wants a 10% increase,
Tinny a 15% increase, and Janice a 20% increase. As the band
members lack negotiating skills, they decide to hire the firm Agent-
town as their negotiator. Divide your Learning Team into two groups.
One group should take the role of The Negotiators and the other
should take the role of a company called Agent-town. Consider the
influence of agents, constituencies, coalitions, and audiences on
negotiations.Decide on a mutually accepted increase supported by all
band members. Explain the following in an essay of no more than
1,500 words:
• How The Negotiators agreed on an increase percentage
• How the band members as constituencies managed their agent
• How Agent-town will manage the constituencies and audiences
• How all parties (The Negotiators and Agent-town) agreed on an
increase percentage
************************************************
Reflection

************************************************
MGT 557 Week 4 Team Rock Band Negotiator
(NEW)
The Negotiators are a popular and successful rock band. This year
their contract with the publisher R-n-R label expires.The Negotiators'
members, Jimmy, Tinny, and Janice, all believe that they deserve a
monetary increase, and if they cannot obtain it, they will not renew
their contract with the R-n-R label.There are differences, however,
among the band members: Jimmy wants a 10% increase, Tinny a 15%
increase, and Janice a 20% increase. As the band members lack
negotiating skills, they decide to hire the firm Agent-Town as their
negotiator.

Divide your Learning Team into two groups and attempt to negotiate
a mutually accepted increase that is supported by all band members.
One group should take the role of The Negotiators and the other
should take the role of the company called Agent-Town.
Bobby Singer and the Constituency is another band signed with R-n-R
and their contract is also set to expire this year. Agent-Town wants to
gain strength through a multi-party negotiation so they decide to
contact this band's agents - Agent Ville and Agentopoly.
Create a 10- to 12-slide Microsoft® PowerPoint® presentation that
explores and discusses the distributive and integrative strategies both
the band members and the agent(s) utilize during the negotiations.
Consider the following:
Assess the analysis tools required to come to an agreement, if one was
reached. Include any emotional, personality and/or cultural aspects
of the different band members that could affect the amount of
increases they were asking.
Evaluate the influence the agent had on your team's negotiation.
Explain the process the team used to reach a mutually accepted
increase that supports the band members. If they did not reach an
agreement for an increase, explain why.
Explain the role audience, coalition, or constituency might have
played in these negotiations.
************************************************
MGT 557 Week 5 DQ 1

What are some common mistakes that may lead to an impasse in
negotiation? Describe a time you experienced an impasse in
negotiating. What are strategies that could have been applied in that
situation?
************************************************
MGT 557 Week 5 DQ 2
Why is intransigence a powerful card for a negotiator? What are the
dangers of intransigence? How will you manage a negotiation
impasse when the other party presents you with an ultimatum.
************************************************

MGT 557 Week 5 Individual Assignment Cell
Phone Negotiations
Review the following descriptions of the two teams involved in a
negotiation. The all-male negotiating team from the United States
seeks a cell phone price of $6 per unit. Assume the American team
embodies the following Hofstede’s cultural dimensions:
• Individualistic
• Low-power distance
• Low-term orientation
• Low-context The all-female negotiating team from China offers cell
phones with a $9 per unit price tag. Assume the Chinese team
embodies the following Hofstede’s cultural dimensions:
• Collectivistic
• High-power distance
• Long-term orientation
• High-context Evaluate, in an essay of no more than 1,500 words,
the potential influence on cell phone price negotiations between the
Chinese and American negotiation teams (described below) stemming
from the following: Gender difference
• Personality

• Culture
• Perception, cognition, and emotion
************************************************
Diversity in Negotiations (2 Papers)
Create a 1,400-word diversity and inclusion plan for negotiation in
which you analyze the cultural aspects of your organization (or an
organization of your choice) in which you do the following:
Discuss the current diversity and inclusion mission statement of the
selected organization. If the organization does not have one, how
might the organization position itself to be more inclusive? How
might culture be defined for this purpose?
Evaluate the role of personality, culture, perception, and emotions on
the negotiation process.
Identify one specific cultural aspect within your customer base that
would require a different type of negotiation style from the
organization'straditional approach.

Identify one specific personality aspect within your customer base
that would require a different type of negotiation style from the
organization'straditional approach.
Identify one specific cognitive or emotional aspect within your
customer base that would require a different type of negotiation style
from the organization'straditional approach.
Determine changes to the negotiation style that might be needed to
have a successful outcome. Provide a rationale for your
determination.
************************************************
Rock n Roll Negotiator Part 2
Bobby Singer’s and The Constituencies’ contracts with the R-n-R
Label also expires this year. To gain strength from the multiparty
negotiations, Agent-town contacted Bobby Singer’s and The
Constituencies’ agents (Agentville and Agentopoly). Divide your
Learning Team into four groups representing the three different

Agencies and the R-n-R label. Describe the following in an essay of
no more than 1,500 words:
• The prenegotiation, formal-negotiation,and the agreement stage for
the multiparty negotiation
• The strategies used by both sides to manage the negotiations
• The role that coalitions played in the negotiation
************************************************
Reflection
************************************************
Negotiation Plan

For this assignment, you will choose from the following options:
• Option 1: Capital Mortgage Insurance Corporation Case Study
• Option 2: National FootballLeague Negotiation Read the
instructions in the University of Phoenix Material: Negotiation Plan
located on the student website and select one option to complete the
assignment.
************************************************
Reflection
************************************************
MGT 557 Week 6 Team Assignment Negotiation
Plan (2 Papers)

Use a job search engine to identify an executive level sales position at
a mid-size international company (5000 plus employees) that sells
products worldwide (get the instructor's approval of the position
before proceeding).
Review the planning processes outlined in Ch. 4 of Negotiation.
Create 2,100-word negotiation plan that includes the following:
Define the issues such as compensation and benefits and define how
bargaining should progress, including the parties' various objectives.
Define interests, resistance points, and alternatives.
Assess constituencies (HR, references) and the social context of
negotiations.
Define protocol for the negotiation.
Determine methods that would help prevent potential negotiation
impasses.
Describe methods to manage potential impasses.

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