NEGOTIATIONSEVENTH EDITION• ROY J. LEWICKI • DAVID M. .docx
•Download as DOCX, PDF•
0 likes•4 views
NEGOTIATION SEVENTH EDITION • ROY J. LEWICKI • DAVID M. SAUNDERS • BRUCE BARRY © 2015 by McGraw‐Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. Chapter 3 STRATEGY AND TACTICS OF INTEGRATIVE NEGOTIATION Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 3-2 3-3 WHAT MAKES INTEGRATIVE NEGOTIATION DIFFERENT? • Focus on commonalties rather than differences • Address needs and interests, not positions • Commit to meeting the needs of all involved parties • Exchange information and ideas • Invent options for mutual gain • Use objective criteria to set standards Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 3-3 3-4 OVERVIEW OF THE INTEGRATIVE NEGOTIATION PROCESS • Create a free flow of information • Attempt to understand the other negotiator’s real needs and objectives • Emphasize the commonalties between the parties and minimize the differences • Search for solutions that meet the goals and objectives of both sides Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 3-4 3-5 KEY STEPS IN THE INTEGRATIVE NEGOTIATION PROCESS • Identify and define the problem • Understand the problem fully identify interests and needs on both sides • Generate alternative solutions • Evaluate and select among alternatives 3-5 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 3-6 CLAIMING AND CREATING VALUE 3-6 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 3-7 IDENTIFY AND DEFINE THE PROBLEM • Define the problem in a way that is mutually acceptable to both sides • State the problem with an eye toward practicality and comprehensiveness • State the problem as a goal and identify the obstacles in attaining this goal • Depersonalize the problem • Separate the problem definition from the search for solutions 3-7 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 3-8 UNDERSTAND THE PROBLEM FULLY— IDENTIFY INTERESTS AND NEEDS • Interests: the underlying concerns, needs, desires, or fears that motivate a negotiator Substantive interests relate to key issues in the negotiation Process interests are related to the way the dispute is settled Relationship interests indicate that on.
Report
Share
Report
Share
Recommended
NEGOTIATIONSEVENTH EDITION• ROY J. LEWICKI • DAVID M.docx
NEGOTIATION
SEVENTH EDITION
• ROY J. LEWICKI
• DAVID M. SAUNDERS
• BRUCE BARRY
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-1
Chapter 2
STRATEGY AND TACTICS OF
DISTRIBUTIVE BARGAINING
1-1 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-2
THREE REASONS NEGOTIATORS SHOULD BE
FAMILIAR WITH DISTRIBUTIVE BARGAINING
1. Independent situations require knowing how
this works in order to do well
2. Need to know how to counter the effects of
the strategies
3. Every situation has the potential to require
skills at the “claiming-value” stage
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-3
THE DISTRIBUTIVE BARGAINING SITUATION
• Goals of one party are in fundamental, direct
conflict to another party
• Resources are fixed and limited
• Maximizing one’s own share of resources is the
goal for both parties
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-4
THE DISTRIBUTIVE BARGAINING SITUATION
Preparation—set a
• Target point, aspiration point
• Walkaway, resistance point
• Asking price, initial offer
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-5
THE DISTRIBUTIVE BARGAINING SITUATION
Party B - Buyer
Party A - Seller
Walkaway Point Target Point Asking Price
Initial Offer Target Point Walkaway Point
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-6
THE ROLE OF ALTERNATIVES TO A
NEGOTIATED AGREEMENT
• Alternatives give the negotiator power to walk
away from the negotiation
If alternatives are attractive, negotiators can:
Set their goals higher
Make fewer concessions
If there are no attractive alternatives:
Negotiators have much less bargaining power
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-7
THE DISTRIBUTIVE BARGAINING SITUATION
Party B - Buyer
Party A - Seller
Walkaway Point Target Point Asking Price
Initial Offer Target Point Walkaway Point
Alternative
Alternative
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-8
FUNDAMENTAL STRATEGIES
• Push for settlement near opponent’s
resistance point
• Get ...
NEGOTIATIONSEVENTH EDITION• ROY J. LEWICKI • DAVID M.docx
NEGOTIATION
SEVENTH EDITION
• ROY J. LEWICKI
• DAVID M. SAUNDERS
• BRUCE BARRY
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-1
Chapter 2
STRATEGY AND TACTICS OF
DISTRIBUTIVE BARGAINING
1-1 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-2
THREE REASONS NEGOTIATORS SHOULD BE
FAMILIAR WITH DISTRIBUTIVE BARGAINING
1. Independent situations require knowing how
this works in order to do well
2. Need to know how to counter the effects of
the strategies
3. Every situation has the potential to require
skills at the “claiming-value” stage
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-3
THE DISTRIBUTIVE BARGAINING SITUATION
• Goals of one party are in fundamental, direct
conflict to another party
• Resources are fixed and limited
• Maximizing one’s own share of resources is the
goal for both parties
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-4
THE DISTRIBUTIVE BARGAINING SITUATION
Preparation—set a
• Target point, aspiration point
• Walkaway, resistance point
• Asking price, initial offer
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-5
THE DISTRIBUTIVE BARGAINING SITUATION
Party B - Buyer
Party A - Seller
Walkaway Point Target Point Asking Price
Initial Offer Target Point Walkaway Point
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-6
THE ROLE OF ALTERNATIVES TO A
NEGOTIATED AGREEMENT
• Alternatives give the negotiator power to walk
away from the negotiation
If alternatives are attractive, negotiators can:
Set their goals higher
Make fewer concessions
If there are no attractive alternatives:
Negotiators have much less bargaining power
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-7
THE DISTRIBUTIVE BARGAINING SITUATION
Party B - Buyer
Party A - Seller
Walkaway Point Target Point Asking Price
Initial Offer Target Point Walkaway Point
Alternative
Alternative
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-8
FUNDAMENTAL STRATEGIES
• Push for settlement near opponent’s
resistance point
• Get.
Chap003
This document outlines the key steps and factors involved in integrative negotiation. It discusses that integrative negotiation focuses on common interests rather than differences, addresses all parties' needs, and invents options for mutual gain. The main steps are to fully understand the problem by identifying all interests and needs, generate alternative solutions, and evaluate and select alternatives using objective criteria. Factors that facilitate success include a shared goal, problem-solving ability, understanding different perspectives, motivation to collaborate, trust, and clear communication.
NEGOTIATIONSEVENTH EDITION• ROY J. LEWICKI • DAVID M. .docx
NEGOTIATION
SEVENTH EDITION
• ROY J. LEWICKI
• DAVID M. SAUNDERS
• BRUCE BARRY
© 2015 by McGraw‐Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education.
Chapter 9
INFLUENCE
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education.
9-3
INFLUENCE IN NEGOTIATION
The actual strategies and messages that
individuals deploy to bring about desired
attitudinal or behavioral change
• People differ widely in their ability to use
influence effectively
• Persuasion is as much a science as a native
ability
• Everyone can improve persuasive skills
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education.
9-4
TWO ROUTES TO INFLUENCE
• Central route
Occurs consciously and involves integrating the
message into the individual’s previously existing
cognitive structures (thoughts, frameworks, etc.).
• Peripheral route
Characterized by subtle cues and context, with less
cognitive processing of the message and is thought to
occur automatically.
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education.
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education.
9-6
THE CENTRAL ROUTE TO INFLUENCE:
THE MESSAGE AND ITS DELIVERY
There are three major issues to consider when
constructing a message:
• The content of the message
Facts and topics that should be covered
• The structure of the message
Arrangement and organization of the topics and facts
• The delivery style
How the message should be presented
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education.
9-7
THE CENTRAL ROUTE TO INFLUENCE:
THE MESSAGE AND ITS DELIVERY
• Message Content
Make the offer attractive to the other party
Frame the message so the other party will say “yes”
Make the message normative – by following a course
of action he will be acting in accordance with both his
values and some higher code of conduct (e.g. “buy
American”, “save a tree”)
Suggest an “agreement in principle”
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education.
9-8
THE CENTRAL ROUTE TO INFLUENCE:
THE MESSAGE AND ITS DELIVERY
• ...
BA225 Week two chapter 3 ppt
This document provides an overview of integrative negotiation strategies and tactics. It discusses:
- Integrative negotiation allows both parties to achieve their objectives by exploring alternatives where both gain.
- The key steps in integrative negotiation are identifying problems, surfacing interests and needs, generating alternative solutions, and selecting alternatives.
- Successful integrative negotiators have traits like honesty, maturity, listening skills, and seeking win-win solutions over win-lose outcomes.
Belch 10e ch04_ppt
This document contains a chapter about perspectives on consumer behavior from a McGraw-Hill textbook. It includes models of consumer decision making and influences on behavior. It discusses concepts like problem recognition, Maslow's hierarchy of needs, perception processes, attitude formation, and environmental influences from culture, social class, and reference groups. Figures and tables illustrate concepts like learning theories and marketing research methods.
BA225 Week one chapter 1 ppt
The document provides an overview of key concepts in negotiation including:
- Negotiation aims for win-win outcomes compared to bargaining which is win-lose.
- Negotiations are shaped by the interdependence between parties which can be independent, dependent, or interdependent.
- Parties' best alternatives to an agreement, or BATNA, impacts their interdependence.
- Conflicts have different levels from intrapersonal to intergroup and can have productive or destructive functions.
- Successful negotiations require understanding when to claim versus create value to leave opportunities unclaimed.
BA225 Week three chapter 4 ppt
Negotiation strategy and planning involves 10 key steps: 1) defining goals, 2) identifying issues, 3) assembling and prioritizing issues, 4) defining interests, 5) assessing alternatives, 6) determining limits, 7) analyzing the other party, 8) setting targets and opening positions, 9) considering context, and 10) presenting issues. Effective planning helps negotiators achieve objectives, while lack of planning leaves results to chance. Goals, issues, interests, alternatives, and limits must be understood for both sides.
Recommended
NEGOTIATIONSEVENTH EDITION• ROY J. LEWICKI • DAVID M.docx
NEGOTIATION
SEVENTH EDITION
• ROY J. LEWICKI
• DAVID M. SAUNDERS
• BRUCE BARRY
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-1
Chapter 2
STRATEGY AND TACTICS OF
DISTRIBUTIVE BARGAINING
1-1 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-2
THREE REASONS NEGOTIATORS SHOULD BE
FAMILIAR WITH DISTRIBUTIVE BARGAINING
1. Independent situations require knowing how
this works in order to do well
2. Need to know how to counter the effects of
the strategies
3. Every situation has the potential to require
skills at the “claiming-value” stage
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-3
THE DISTRIBUTIVE BARGAINING SITUATION
• Goals of one party are in fundamental, direct
conflict to another party
• Resources are fixed and limited
• Maximizing one’s own share of resources is the
goal for both parties
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-4
THE DISTRIBUTIVE BARGAINING SITUATION
Preparation—set a
• Target point, aspiration point
• Walkaway, resistance point
• Asking price, initial offer
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-5
THE DISTRIBUTIVE BARGAINING SITUATION
Party B - Buyer
Party A - Seller
Walkaway Point Target Point Asking Price
Initial Offer Target Point Walkaway Point
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-6
THE ROLE OF ALTERNATIVES TO A
NEGOTIATED AGREEMENT
• Alternatives give the negotiator power to walk
away from the negotiation
If alternatives are attractive, negotiators can:
Set their goals higher
Make fewer concessions
If there are no attractive alternatives:
Negotiators have much less bargaining power
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-7
THE DISTRIBUTIVE BARGAINING SITUATION
Party B - Buyer
Party A - Seller
Walkaway Point Target Point Asking Price
Initial Offer Target Point Walkaway Point
Alternative
Alternative
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-8
FUNDAMENTAL STRATEGIES
• Push for settlement near opponent’s
resistance point
• Get ...
NEGOTIATIONSEVENTH EDITION• ROY J. LEWICKI • DAVID M.docx
NEGOTIATION
SEVENTH EDITION
• ROY J. LEWICKI
• DAVID M. SAUNDERS
• BRUCE BARRY
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-1
Chapter 2
STRATEGY AND TACTICS OF
DISTRIBUTIVE BARGAINING
1-1 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-2
THREE REASONS NEGOTIATORS SHOULD BE
FAMILIAR WITH DISTRIBUTIVE BARGAINING
1. Independent situations require knowing how
this works in order to do well
2. Need to know how to counter the effects of
the strategies
3. Every situation has the potential to require
skills at the “claiming-value” stage
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-3
THE DISTRIBUTIVE BARGAINING SITUATION
• Goals of one party are in fundamental, direct
conflict to another party
• Resources are fixed and limited
• Maximizing one’s own share of resources is the
goal for both parties
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-4
THE DISTRIBUTIVE BARGAINING SITUATION
Preparation—set a
• Target point, aspiration point
• Walkaway, resistance point
• Asking price, initial offer
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-5
THE DISTRIBUTIVE BARGAINING SITUATION
Party B - Buyer
Party A - Seller
Walkaway Point Target Point Asking Price
Initial Offer Target Point Walkaway Point
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-6
THE ROLE OF ALTERNATIVES TO A
NEGOTIATED AGREEMENT
• Alternatives give the negotiator power to walk
away from the negotiation
If alternatives are attractive, negotiators can:
Set their goals higher
Make fewer concessions
If there are no attractive alternatives:
Negotiators have much less bargaining power
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-7
THE DISTRIBUTIVE BARGAINING SITUATION
Party B - Buyer
Party A - Seller
Walkaway Point Target Point Asking Price
Initial Offer Target Point Walkaway Point
Alternative
Alternative
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.
2-8
FUNDAMENTAL STRATEGIES
• Push for settlement near opponent’s
resistance point
• Get.
Chap003
This document outlines the key steps and factors involved in integrative negotiation. It discusses that integrative negotiation focuses on common interests rather than differences, addresses all parties' needs, and invents options for mutual gain. The main steps are to fully understand the problem by identifying all interests and needs, generate alternative solutions, and evaluate and select alternatives using objective criteria. Factors that facilitate success include a shared goal, problem-solving ability, understanding different perspectives, motivation to collaborate, trust, and clear communication.
NEGOTIATIONSEVENTH EDITION• ROY J. LEWICKI • DAVID M. .docx
NEGOTIATION
SEVENTH EDITION
• ROY J. LEWICKI
• DAVID M. SAUNDERS
• BRUCE BARRY
© 2015 by McGraw‐Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.
This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education.
Chapter 9
INFLUENCE
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education.
9-3
INFLUENCE IN NEGOTIATION
The actual strategies and messages that
individuals deploy to bring about desired
attitudinal or behavioral change
• People differ widely in their ability to use
influence effectively
• Persuasion is as much a science as a native
ability
• Everyone can improve persuasive skills
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education.
9-4
TWO ROUTES TO INFLUENCE
• Central route
Occurs consciously and involves integrating the
message into the individual’s previously existing
cognitive structures (thoughts, frameworks, etc.).
• Peripheral route
Characterized by subtle cues and context, with less
cognitive processing of the message and is thought to
occur automatically.
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education.
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education.
9-6
THE CENTRAL ROUTE TO INFLUENCE:
THE MESSAGE AND ITS DELIVERY
There are three major issues to consider when
constructing a message:
• The content of the message
Facts and topics that should be covered
• The structure of the message
Arrangement and organization of the topics and facts
• The delivery style
How the message should be presented
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education.
9-7
THE CENTRAL ROUTE TO INFLUENCE:
THE MESSAGE AND ITS DELIVERY
• Message Content
Make the offer attractive to the other party
Frame the message so the other party will say “yes”
Make the message normative – by following a course
of action he will be acting in accordance with both his
values and some higher code of conduct (e.g. “buy
American”, “save a tree”)
Suggest an “agreement in principle”
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution
without the prior written consent of McGraw-Hill Education.
9-8
THE CENTRAL ROUTE TO INFLUENCE:
THE MESSAGE AND ITS DELIVERY
• ...
BA225 Week two chapter 3 ppt
This document provides an overview of integrative negotiation strategies and tactics. It discusses:
- Integrative negotiation allows both parties to achieve their objectives by exploring alternatives where both gain.
- The key steps in integrative negotiation are identifying problems, surfacing interests and needs, generating alternative solutions, and selecting alternatives.
- Successful integrative negotiators have traits like honesty, maturity, listening skills, and seeking win-win solutions over win-lose outcomes.
Belch 10e ch04_ppt
This document contains a chapter about perspectives on consumer behavior from a McGraw-Hill textbook. It includes models of consumer decision making and influences on behavior. It discusses concepts like problem recognition, Maslow's hierarchy of needs, perception processes, attitude formation, and environmental influences from culture, social class, and reference groups. Figures and tables illustrate concepts like learning theories and marketing research methods.
BA225 Week one chapter 1 ppt
The document provides an overview of key concepts in negotiation including:
- Negotiation aims for win-win outcomes compared to bargaining which is win-lose.
- Negotiations are shaped by the interdependence between parties which can be independent, dependent, or interdependent.
- Parties' best alternatives to an agreement, or BATNA, impacts their interdependence.
- Conflicts have different levels from intrapersonal to intergroup and can have productive or destructive functions.
- Successful negotiations require understanding when to claim versus create value to leave opportunities unclaimed.
BA225 Week three chapter 4 ppt
Negotiation strategy and planning involves 10 key steps: 1) defining goals, 2) identifying issues, 3) assembling and prioritizing issues, 4) defining interests, 5) assessing alternatives, 6) determining limits, 7) analyzing the other party, 8) setting targets and opening positions, 9) considering context, and 10) presenting issues. Effective planning helps negotiators achieve objectives, while lack of planning leaves results to chance. Goals, issues, interests, alternatives, and limits must be understood for both sides.
BA225 Week eight chapter 12 ppt
The document outlines 10 best practices for negotiators: 1) Be prepared; 2) Diagnose the negotiation structure; 3) Identify and work your BATNA; 4) Be willing to walk away; 5) Master key paradoxes like claiming vs. creating value; 6) Consider intangibles; 7) Manage coalitions; 8) Protect your reputation; 9) Understand rationality and fairness are relative; 10) Continue learning from experiences. It provides tips for each practice like thoroughly understanding interests, goals, and alternatives before negotiating and balancing tensions between different negotiation strategies and tactics. Overall, the document advises negotiators to prepare well, thoughtfully apply different practices, and continuously learn and improve.
Lewicki8eChapter01.pptx
The document provides an overview of negotiation fundamentals. It defines negotiation as a form of decision making where two or more parties discuss opposing interests to find mutually acceptable solutions. Negotiations occur for several reasons, such as dividing limited resources, creating new outcomes, or resolving problems. People may fail to recognize negotiation situations or misunderstand the process. Successful negotiation manages both tangible and intangible factors, like psychological motivations. Relationships in negotiation can be interdependent, independent, or dependent. Mutual adjustment and concessions shape the bargaining range between parties. Effective negotiators consider perceptions of both process and outcomes to build trust.
BA225 Week four chapter 6 ppt
This chapter discusses perception, cognition, and emotion in negotiation. It examines how psychological perception can lead to distortions like stereotyping, halo effects, and selective perception. It then looks at cognition, focusing on how framing can define issues strategically and cognitive biases in processing information, like escalation of commitment, fixed-pie thinking, and anchoring effects. Finally, it discusses the role of moods and emotions in negotiation and how they can influence behavior and outcomes.
BA225 Week six chapter 10 ppt
This document discusses multiparty negotiations, which involve more complex dynamics than two-party negotiations due to additional parties, interests, and relationships involved. It outlines key stages of multiparty negotiations, including pre-negotiation where parties determine participants, form coalitions, understand alternatives to no agreement, and set the agenda. During formal negotiations, an appointed chairperson manages the process using tactics like enforcing ground rules and agenda. Information sharing and managing conflict are also important to reach effective agreements.
Belch 10e ch05_ppt
The document discusses models of the communication process. It describes various forms of message encoding including pictures, words, music, and animation. It also discusses different communication channels such as personal channels, word-of-mouth, and print/broadcast media. Several models of the communication process are presented, including the basic model involving a sender, encoding, channel, decoding, receiver, noise, response, and feedback.
Belch 10e ch05_ppt
The document discusses models of communication and consumer behavior, including the elaboration likelihood model of persuasion. It describes how consumers process information through central and peripheral routes, based on their ability and motivation. Figures are presented on topics like levels of audience aggregation, models of the response process, and a framework for studying how advertising works.
BA 208 Chapter 8 power point
This document discusses decision making, creativity, and problem solving. It outlines the rational model of decision making and common ways people depart from it, such as bounded rationality. Guidelines are provided for individual and group decision making. Tools like probability theory, decision trees, and software can aid decision making. The document also discusses establishing a creative work environment, overcoming barriers to creativity, and applying the scientific method to decision making problems.
organizationalconflict-111022122400-phpapp01.pptx
This document discusses organizational conflict, negotiation, politics, and change. It defines organizational conflict as discord that arises due to incompatible goals between individuals or groups. Conflict is inevitable and too little or too much can be problematic. The document outlines different types of conflict and sources of conflict. It also discusses strategies for managing conflict, including compromise and collaboration. Negotiation strategies like integrative bargaining are presented as ways to find win-win solutions. The role of organizational politics and strategies for exercising power are also covered. The document concludes with a discussion of assessing the need for change, implementing change, and evaluating the results of change efforts.
The Artful Application of Collaborative Negotiations with Providers
Fortune favors the prepared mind—”luck” in negotiations is actually the result of hard work and good planning. This presentation is for those who seek some collaborative negotiation skills that can be applied for success.
One of your major functions is to negotiate the best terms and price for the materials and services your organization needs to operate. This complex task requires knowledge, tact, superior communication skills, and a solid game
plan!
But few people understand that 90% of all negotiations
take place before the involved parties even get to the bargaining table. Collaboration is “in” and compromise is “out” for successful negotiators.
Learn how to make collaboration one of your best negotiating assets and reduce your anxiety as you assume a negotiation comfort level.
Marketing Management Chapter 3 Segmentation
The document discusses market segmentation strategies used by marketers. It explains that consumers have heterogeneous needs and motivations, so marketers break the market into more homogeneous segments. Different types of segmentation are described, including demographic, geographic, psychographic, behavioral, and business-to-business versus business-to-consumer. Marketers must understand the marketplace and gather customer information to identify meaningful segments to target. Common segmentation strategies include breadth, depth, and tailored approaches. The goal of segmentation is to create tailored marketing mixes that better meet the needs of different customer groups.
Managing channel conflict
Channel conflict can arise when one channel member's actions prevent another from achieving its goals. It is caused by incompatible goals between members, unclear roles and rights, and differences in perception. Conflict is not always undesirable as it can help improve performance. While vertical and horizontal conflicts can occur between levels or members of the same channel, managing conflict involves adopting superordinate goals, exchanging employees, and using negotiation, problem solving, and dispute resolution strategies. Co-optation of members can also help avert threats to the channel's stability. Effective leadership is important to coordinate goals and efforts between channel institutions.
Belch 10e ch10_ppt
The document discusses media planning and strategy. It describes how a media plan guides media selection by finding an effective combination of media to communicate a message to the largest number of potential customers at the lowest cost. It also outlines some of the activities involved in developing a media plan, such as determining media strategy, selecting broad media classes and specific media within classes, and setting media objectives. Finally, it discusses some challenges in media planning like insufficient information and time pressures.
Breaking Down Organizational Boundaries
It can be difficult to work across organizational boundaries when working in a matrix or cross-functional team. Here are some practical ways team leaders can improve collaboration and productivity.
Chapter 2Marketing Research Process and Systems for Decision .docx
Chapter 2
Marketing Research: Process and Systems for Decision Making
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
14 e
Marketing Research
Process by which information about environment is generated, analyzed, and interpreted
Aids decision making and is not a substitute for it
Reduces risks associated with managing marketing strategies
Vital for investigating the effects of various marketing strategies after implementation
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Figure 2.1 - The Five Ps of the Research Process
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Purpose of the Research
Determines why research is needed and what it is to accomplish
By the end of this stage managers and researchers should agree on:
Current situation involving the problem to be researched
Nature of the problem
Anything specific the research is designed to investigate
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Plan of the Research
Details the nature of the research including:
Explanation of sample design and measures
Analysis techniques to be used
Critical issues are whether:
Primary or secondary data are needed
Qualitative or quantitative data are needed
Company will conduct its own research or contract with a marketing research specialist
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Primary versus Secondary Data
Primary data: Collected specifically for the research problem under investigation
Secondary data: Previously collected data that could be used for the problem at hand
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Figure 2.2 - Common Types of Information Available in a Secondary Data Search
Source: Joseph F. Hair, Jr., Mary Wolfinbarger Celsi, David J. Ortinau, and Robert P. Bush, Essentials of Marketing Research, 3rd ed. (Burr Ridge, IL: McGraw-Hill Education, 2013), p. 53
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
7
Qualitative Research
Involves face-to-face interviews with respondents
Designed to develop a better understanding of what they think and feel concerning a research topic
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Types of Qualitative Research
...
Conflict for Transformation
This presentation dispels 5 common myths of conflict and helps us recognize and broaden our conflict styles. Intention: To shift the paradigm of conflict, relating to and applying its constructive and transformational capacities.
Where there is change, there is conflict. Where there is conflict, there is often change (or a change that is needed). And, sometimes there is conflict just because there are people. In both our personal and professional lives, we are often in the midst of generating or participating in change. Our ability to navigate change and conflict and lead through this elusive process is paramount to success. In today's environment, conflict can be constructive and essential to innovation. Intrigued?
Darshana Patel is a Transformation Facilitator and Coach specializing in Change Leadership and Conflict with 20 years experience. Darshana is Founder of Unscripted Way, an approach to help people and organizations distinguish and rewire their limiting patterns so they can liberate their true potential and redefine what’s possible for themselves and the communities they impact.
Darshana’s career has an uncommon balance of progressive theory and practical, in-the-trenches experience. She possesses a Master’s degree in Conflict and is certified in Change Leadership through Cornell and GE.
Content Conceptial
After completing a training program on negotiation, customer centricity, and influence skills, participants should be able to:
1. Improve their negotiation abilities including understanding different negotiation strategies and planning successful negotiations.
2. Understand and implement customer-centric approaches by focusing on customer needs and building long-term customer relationships.
3. Enhance their influence and persuasion skills through understanding techniques like reciprocity, consistency, and using social proof to change attitudes.
Advisors Workshop
As an advisor, how can you best build partnerships with other Student United Ways and campus organizations? Audrey Houseman, Manager of US Network Engagement at United Way Worldwide, will lead a workshop to delve into ways you can build on each other’s strengths, share ideas and support each other.
BA225 Week six chapter 9 ppt
The document discusses relationships in negotiation and how they impact the negotiation process. It covers how relationships change negotiation dynamics by taking place over time and making resolution of issues impact the future. It also discusses key aspects of relationships like trust, reputation, and justice. Trust was found to be the most important dimension and is impacted by individual factors, the situation, and history of the relationship. Reputations also influence expectations and emotions. The document provides strategies for repairing relationships and building trust during negotiations.
© 2014 by McGraw-Hill Education. This is proprietary material .docx
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document
may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 3
Defining Internal Alignment
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document
may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document
may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Learning Objectives
• Compensation strategy - Internal alignment
• Structures vary among organizations
• What shapes internal structures?
• Strategic choices in designing internal
structures
3-2
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document
may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Learning Objectives
• Guidance from the evidence
• Consequences of structures
3-3
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document
may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Compensation Strategy:
Internal Alignment
• Pay relationships among different
jobs/skills/competencies within a single
organization
3-4
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document
may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Compensation Strategy:
Pay Structure
• Array of pay rates for different works or skills
within a single organization
3-5
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document
may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Compensation Strategy:
Internal Alignment
• Supports organization strategy
• Supports work flow
• Work flow: Process by which goods and services
are delivered to the customer
• Motivates behavior
• Line-of-sight
• Structure must be fair to employees
3-6
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document
may no.
No. of Failures Frequency.docx
The document appears to be a table with two columns: "No. of Failures" and "Frequency". It seems to list the number of failures of something alongside their corresponding frequencies, but without more context or data in the table itself, it is difficult to determine what specifically is being counted or measured.
Nonclassified DataIn order to maintain transparency and et.docx
Nonclassified Data
In order to maintain transparency and ethical standards of research, researchers may file a Freedom of Information Act (FOIA) request to obtain all nonclassified data on a subject. Why is this legislation important? Do you think it is working? Why or why not.
Crime Mapping
Crime mapping has been used for
intelligence-led policing
: using data, analysis, and criminal theory to guide police allocation and decision making. Give some examples of ways this is used in your community. Explain if it is working. What are some other ways that you think it should be used in your Community? Give examples and how it would be effective in policing.
Importance of Reviewing Communications
Describe a situation when you may have sent something electronically (email) or turned something in when the lack of review or proofreading was brought to your attention by yourself or others. Discuss any repercussions you faced due to the communication not being reviewed. Explain the importance of reviewing any form of communication prior to disseminating it.
Who Reviews Your Work?
In our everyday life (school, work, or home) we use some form of communication. Who reviews your communication before it is sent, or do you review the communication of others and your own? Describe how you would ensure the communication is “good to go” or ready to disseminate to others.
.
More Related Content
Similar to NEGOTIATIONSEVENTH EDITION• ROY J. LEWICKI • DAVID M. .docx
BA225 Week eight chapter 12 ppt
The document outlines 10 best practices for negotiators: 1) Be prepared; 2) Diagnose the negotiation structure; 3) Identify and work your BATNA; 4) Be willing to walk away; 5) Master key paradoxes like claiming vs. creating value; 6) Consider intangibles; 7) Manage coalitions; 8) Protect your reputation; 9) Understand rationality and fairness are relative; 10) Continue learning from experiences. It provides tips for each practice like thoroughly understanding interests, goals, and alternatives before negotiating and balancing tensions between different negotiation strategies and tactics. Overall, the document advises negotiators to prepare well, thoughtfully apply different practices, and continuously learn and improve.
Lewicki8eChapter01.pptx
The document provides an overview of negotiation fundamentals. It defines negotiation as a form of decision making where two or more parties discuss opposing interests to find mutually acceptable solutions. Negotiations occur for several reasons, such as dividing limited resources, creating new outcomes, or resolving problems. People may fail to recognize negotiation situations or misunderstand the process. Successful negotiation manages both tangible and intangible factors, like psychological motivations. Relationships in negotiation can be interdependent, independent, or dependent. Mutual adjustment and concessions shape the bargaining range between parties. Effective negotiators consider perceptions of both process and outcomes to build trust.
BA225 Week four chapter 6 ppt
This chapter discusses perception, cognition, and emotion in negotiation. It examines how psychological perception can lead to distortions like stereotyping, halo effects, and selective perception. It then looks at cognition, focusing on how framing can define issues strategically and cognitive biases in processing information, like escalation of commitment, fixed-pie thinking, and anchoring effects. Finally, it discusses the role of moods and emotions in negotiation and how they can influence behavior and outcomes.
BA225 Week six chapter 10 ppt
This document discusses multiparty negotiations, which involve more complex dynamics than two-party negotiations due to additional parties, interests, and relationships involved. It outlines key stages of multiparty negotiations, including pre-negotiation where parties determine participants, form coalitions, understand alternatives to no agreement, and set the agenda. During formal negotiations, an appointed chairperson manages the process using tactics like enforcing ground rules and agenda. Information sharing and managing conflict are also important to reach effective agreements.
Belch 10e ch05_ppt
The document discusses models of the communication process. It describes various forms of message encoding including pictures, words, music, and animation. It also discusses different communication channels such as personal channels, word-of-mouth, and print/broadcast media. Several models of the communication process are presented, including the basic model involving a sender, encoding, channel, decoding, receiver, noise, response, and feedback.
Belch 10e ch05_ppt
The document discusses models of communication and consumer behavior, including the elaboration likelihood model of persuasion. It describes how consumers process information through central and peripheral routes, based on their ability and motivation. Figures are presented on topics like levels of audience aggregation, models of the response process, and a framework for studying how advertising works.
BA 208 Chapter 8 power point
This document discusses decision making, creativity, and problem solving. It outlines the rational model of decision making and common ways people depart from it, such as bounded rationality. Guidelines are provided for individual and group decision making. Tools like probability theory, decision trees, and software can aid decision making. The document also discusses establishing a creative work environment, overcoming barriers to creativity, and applying the scientific method to decision making problems.
organizationalconflict-111022122400-phpapp01.pptx
This document discusses organizational conflict, negotiation, politics, and change. It defines organizational conflict as discord that arises due to incompatible goals between individuals or groups. Conflict is inevitable and too little or too much can be problematic. The document outlines different types of conflict and sources of conflict. It also discusses strategies for managing conflict, including compromise and collaboration. Negotiation strategies like integrative bargaining are presented as ways to find win-win solutions. The role of organizational politics and strategies for exercising power are also covered. The document concludes with a discussion of assessing the need for change, implementing change, and evaluating the results of change efforts.
The Artful Application of Collaborative Negotiations with Providers
Fortune favors the prepared mind—”luck” in negotiations is actually the result of hard work and good planning. This presentation is for those who seek some collaborative negotiation skills that can be applied for success.
One of your major functions is to negotiate the best terms and price for the materials and services your organization needs to operate. This complex task requires knowledge, tact, superior communication skills, and a solid game
plan!
But few people understand that 90% of all negotiations
take place before the involved parties even get to the bargaining table. Collaboration is “in” and compromise is “out” for successful negotiators.
Learn how to make collaboration one of your best negotiating assets and reduce your anxiety as you assume a negotiation comfort level.
Marketing Management Chapter 3 Segmentation
The document discusses market segmentation strategies used by marketers. It explains that consumers have heterogeneous needs and motivations, so marketers break the market into more homogeneous segments. Different types of segmentation are described, including demographic, geographic, psychographic, behavioral, and business-to-business versus business-to-consumer. Marketers must understand the marketplace and gather customer information to identify meaningful segments to target. Common segmentation strategies include breadth, depth, and tailored approaches. The goal of segmentation is to create tailored marketing mixes that better meet the needs of different customer groups.
Managing channel conflict
Channel conflict can arise when one channel member's actions prevent another from achieving its goals. It is caused by incompatible goals between members, unclear roles and rights, and differences in perception. Conflict is not always undesirable as it can help improve performance. While vertical and horizontal conflicts can occur between levels or members of the same channel, managing conflict involves adopting superordinate goals, exchanging employees, and using negotiation, problem solving, and dispute resolution strategies. Co-optation of members can also help avert threats to the channel's stability. Effective leadership is important to coordinate goals and efforts between channel institutions.
Belch 10e ch10_ppt
The document discusses media planning and strategy. It describes how a media plan guides media selection by finding an effective combination of media to communicate a message to the largest number of potential customers at the lowest cost. It also outlines some of the activities involved in developing a media plan, such as determining media strategy, selecting broad media classes and specific media within classes, and setting media objectives. Finally, it discusses some challenges in media planning like insufficient information and time pressures.
Breaking Down Organizational Boundaries
It can be difficult to work across organizational boundaries when working in a matrix or cross-functional team. Here are some practical ways team leaders can improve collaboration and productivity.
Chapter 2Marketing Research Process and Systems for Decision .docx
Chapter 2
Marketing Research: Process and Systems for Decision Making
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
14 e
Marketing Research
Process by which information about environment is generated, analyzed, and interpreted
Aids decision making and is not a substitute for it
Reduces risks associated with managing marketing strategies
Vital for investigating the effects of various marketing strategies after implementation
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Figure 2.1 - The Five Ps of the Research Process
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Purpose of the Research
Determines why research is needed and what it is to accomplish
By the end of this stage managers and researchers should agree on:
Current situation involving the problem to be researched
Nature of the problem
Anything specific the research is designed to investigate
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Plan of the Research
Details the nature of the research including:
Explanation of sample design and measures
Analysis techniques to be used
Critical issues are whether:
Primary or secondary data are needed
Qualitative or quantitative data are needed
Company will conduct its own research or contract with a marketing research specialist
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Primary versus Secondary Data
Primary data: Collected specifically for the research problem under investigation
Secondary data: Previously collected data that could be used for the problem at hand
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Figure 2.2 - Common Types of Information Available in a Secondary Data Search
Source: Joseph F. Hair, Jr., Mary Wolfinbarger Celsi, David J. Ortinau, and Robert P. Bush, Essentials of Marketing Research, 3rd ed. (Burr Ridge, IL: McGraw-Hill Education, 2013), p. 53
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
7
Qualitative Research
Involves face-to-face interviews with respondents
Designed to develop a better understanding of what they think and feel concerning a research topic
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Types of Qualitative Research
...
Conflict for Transformation
This presentation dispels 5 common myths of conflict and helps us recognize and broaden our conflict styles. Intention: To shift the paradigm of conflict, relating to and applying its constructive and transformational capacities.
Where there is change, there is conflict. Where there is conflict, there is often change (or a change that is needed). And, sometimes there is conflict just because there are people. In both our personal and professional lives, we are often in the midst of generating or participating in change. Our ability to navigate change and conflict and lead through this elusive process is paramount to success. In today's environment, conflict can be constructive and essential to innovation. Intrigued?
Darshana Patel is a Transformation Facilitator and Coach specializing in Change Leadership and Conflict with 20 years experience. Darshana is Founder of Unscripted Way, an approach to help people and organizations distinguish and rewire their limiting patterns so they can liberate their true potential and redefine what’s possible for themselves and the communities they impact.
Darshana’s career has an uncommon balance of progressive theory and practical, in-the-trenches experience. She possesses a Master’s degree in Conflict and is certified in Change Leadership through Cornell and GE.
Content Conceptial
After completing a training program on negotiation, customer centricity, and influence skills, participants should be able to:
1. Improve their negotiation abilities including understanding different negotiation strategies and planning successful negotiations.
2. Understand and implement customer-centric approaches by focusing on customer needs and building long-term customer relationships.
3. Enhance their influence and persuasion skills through understanding techniques like reciprocity, consistency, and using social proof to change attitudes.
Advisors Workshop
As an advisor, how can you best build partnerships with other Student United Ways and campus organizations? Audrey Houseman, Manager of US Network Engagement at United Way Worldwide, will lead a workshop to delve into ways you can build on each other’s strengths, share ideas and support each other.
BA225 Week six chapter 9 ppt
The document discusses relationships in negotiation and how they impact the negotiation process. It covers how relationships change negotiation dynamics by taking place over time and making resolution of issues impact the future. It also discusses key aspects of relationships like trust, reputation, and justice. Trust was found to be the most important dimension and is impacted by individual factors, the situation, and history of the relationship. Reputations also influence expectations and emotions. The document provides strategies for repairing relationships and building trust during negotiations.
© 2014 by McGraw-Hill Education. This is proprietary material .docx
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document
may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 3
Defining Internal Alignment
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document
may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document
may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Learning Objectives
• Compensation strategy - Internal alignment
• Structures vary among organizations
• What shapes internal structures?
• Strategic choices in designing internal
structures
3-2
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document
may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Learning Objectives
• Guidance from the evidence
• Consequences of structures
3-3
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document
may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Compensation Strategy:
Internal Alignment
• Pay relationships among different
jobs/skills/competencies within a single
organization
3-4
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document
may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Compensation Strategy:
Pay Structure
• Array of pay rates for different works or skills
within a single organization
3-5
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document
may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Compensation Strategy:
Internal Alignment
• Supports organization strategy
• Supports work flow
• Work flow: Process by which goods and services
are delivered to the customer
• Motivates behavior
• Line-of-sight
• Structure must be fair to employees
3-6
© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document
may no.
Similar to NEGOTIATIONSEVENTH EDITION• ROY J. LEWICKI • DAVID M. .docx (20)
The Artful Application of Collaborative Negotiations with Providers
The Artful Application of Collaborative Negotiations with Providers
Chapter 2Marketing Research Process and Systems for Decision .docx
Chapter 2Marketing Research Process and Systems for Decision .docx
© 2014 by McGraw-Hill Education. This is proprietary material .docx
© 2014 by McGraw-Hill Education. This is proprietary material .docx
More from hallettfaustina
No. of Failures Frequency.docx
The document appears to be a table with two columns: "No. of Failures" and "Frequency". It seems to list the number of failures of something alongside their corresponding frequencies, but without more context or data in the table itself, it is difficult to determine what specifically is being counted or measured.
Nonclassified DataIn order to maintain transparency and et.docx
Nonclassified Data
In order to maintain transparency and ethical standards of research, researchers may file a Freedom of Information Act (FOIA) request to obtain all nonclassified data on a subject. Why is this legislation important? Do you think it is working? Why or why not.
Crime Mapping
Crime mapping has been used for
intelligence-led policing
: using data, analysis, and criminal theory to guide police allocation and decision making. Give some examples of ways this is used in your community. Explain if it is working. What are some other ways that you think it should be used in your Community? Give examples and how it would be effective in policing.
Importance of Reviewing Communications
Describe a situation when you may have sent something electronically (email) or turned something in when the lack of review or proofreading was brought to your attention by yourself or others. Discuss any repercussions you faced due to the communication not being reviewed. Explain the importance of reviewing any form of communication prior to disseminating it.
Who Reviews Your Work?
In our everyday life (school, work, or home) we use some form of communication. Who reviews your communication before it is sent, or do you review the communication of others and your own? Describe how you would ensure the communication is “good to go” or ready to disseminate to others.
.
No plaigarism!!! Due Saturday @ 12pm!Example included and worksh.docx
No plaigarism!!! Due Saturday @ 12pm!
Example included and worksheet attached.
Use the
Source Evaluation Worksheet
to submit an annotated bibliography of 5 sources that you intend to use in your paper. Prepare a citation, annotation, and evaluation for each source.
You may collect the worksheets together as one document or you may submit a separate worksheet for each source.
.
Not all EBP projects result in statistically significant results. De.docx
Not all EBP projects result in statistically significant results. Define clinical significance, and explain the difference between clinical and statistical significance. How can you use clinical significance to support positive outcomes in your project?
the project topic is after discharge follow up
.
Nonprofit v Criminal JusticeCriminal justice organizations and.docx
Nonprofit v Criminal Justice
Criminal justice organizations and nonprofit organizations have a lot of factors and/or characteristics that are similar as well as different. These types of organizations are out there for members of society to help those who are in need as well as gain that experience necessary to fulfill that spot they need within themselves and their life.
To start off, “nonprofit organizations occupy a unique third sector with diverse resource dependencies, arising mainly from private donations and labor, but subsidized by government exemption of certain public tax obligations to encourage charitable activity (Oelbrger, 2016)”. With that being said, a non profit organization, such as the Masonic family, which is a very controversial idea, raises money for those charities such as Shriners Hospital as well as military troops who are actively deployed. Not only this, but they also award their members with scholarships for doing good deeds around their community. I know this personally as my dad is an active Mason.
Criminal justice organizations have many goals as well. Their goals consist of helping those around their community and the country. One of the goals mentioned by the Department of Justice (2018) is to “prevent Crime, Protect the Rights of the American People, and Enforce Federal Law”. As criminal justice employees, they are putting their life on the line whereas daily to help serve their people. Whereas, nonprofit organizations are helping those in their community by serving them with needs that they have, that do not require putting their life on the line.
Both organizations however, are doing what they need to do to help support those around their community. They are both helping their community and those in need when it is needed. Between protection, or fundraisers, or support financially, these organizations do what they have to do to ensure that they are getting their name out there in a positive manner, of course.
.
Noah DeWaalTuesday16 Jun at 1538Manage discussion entryFou.docx
Noah DeWaal
Tuesday16 Jun at 15:38
Manage discussion entry
"Four Horsemen" describes the ways in which our world is slowly folding on itself. It categorizes the four horsemen as a wrongful banking system, escalating violence, an abundance of poverty, and deletion of the world's resources. All these topics are the signs that we have truly doomed ourselves as a nation and as a planet. The underlying kingpin here is money. Everyone, including the government, lives, and works to earn and spend money. There are a variety of different paths to obtain that currency and the banks are at the heart, banks that create this money out of thin air. The film starts by speaking of empires and power. Nations want to be in positions to be on top as a means of security and credibility. Top nations control our world and those who are not, strive to become one. From historic times to now, people and groups want to become the most powerful, and when they do, they obtain all the resources they can do benefit their empires and the leaders become wealthy and untouchable. There is usually one common factor within one's rise to power, and that is money. It earns resources and credibility which makes others become submissive to you. We are supposed to be living within a free market system where everyone has a fair piece of the pie, but that is rarely true today. The way the banks function and government spending only amasses debt that will in turn be paid by the American people. Some of these people live in poverty, meaning they cannot even live anymore. People are expected to pay more for items as the price level rises while many incomes are not following suit. This system leaves those who are poor behind making it nearly impossible for them to catch up. As stated before, government spending can leave a budget deficit that needs to be repaid. Most of these expenditures, however, are on war and violence. International affairs, terrorism, and national crime are all credible threats, and a lot of money goes into limiting it. The resources used to support these organization makes them more powerful and it has transitioned peacekeeping into utter force and violence. Here at home and abroad, war rages daily. From small to large scale conflict is being solved in horrific ways and many innocent people are dying along the way. At the root of all of it, is money and power. A lot of this is also politically inclined. We live in a society in which people are paid just to influence politicians to pass acts that will in turn create more money for people who already have a lot of it. Wealth drives our nation, without it, one is just swept under the carpet. People have worked way too hard to obtain wealth while those in control can create it like none other. This exponential growth has depleted Earth's resources and we are running out fast. With no resources, what is there to gain anymore. The Four Horsemen are the warning signs that our systems are heavily flawed and need to be chan.
No Plagiarism4-6 slides (excluding Title and Reference slides).docx
No Plagiarism
4-6 slides (excluding Title and Reference slides) with notes that are a minimum of 150 words per slide.
Leaders face many hurdles when leading in multiple countries. There are several examples of disastrous public relations fallout that have occurred when companies have outsourced work to other nations. When determining where to move offshore as a company, the leaders of the organization must make several decisions.
Using course theories and current multinational organizations that have locations in several countries, convey your own thoughts on the subject and address the following:
What leadership considerations must an organization weigh in selecting another country to open a location such as a manufacturing plant?
How might leaders need to change leadership styles to manage multinational locations?
What public relations issues might arise from such a decision?
How would you recommend such a company to demonstrate their social responsibility to their headquarters country as well as any offshore locations?
.
North American Philosophical Publications Prejudice i.docx
North American Philosophical Publications
Prejudice in Jest: When Racial and Gender Humor Harms
Author(s): David Benatar
Source: Public Affairs Quarterly, Vol. 13, No. 2 (Apr., 1999), pp. 191-203
Published by: University of Illinois Press on behalf of North American Philosophical
Publications
Stable URL: http://www.jstor.org/stable/40441225
Accessed: 18-05-2017 00:16 UTC
JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted
digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about
JSTOR, please contact [email protected]
Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at
http://about.jstor.org/terms
University of Illinois Press, North American Philosophical Publications are collaborating
with JSTOR to digitize, preserve and extend access to Public Affairs Quarterly
This content downloaded from 132.174.250.5 on Thu, 18 May 2017 00:16:08 UTC
All use subject to http://about.jstor.org/terms
Public Affairs Quarterly
Volume 13, Number 2, April 1999
PREJUDICE IN JEST: WHEN RACIAL AND
GENDER HUMOR HARMS
David Benatar
central questions in the sparse literature on the ethics of humor
are: 1) What makes a piece of humor racist or sexist? 2) Are jokes
that embody negative racial and gender stereotypes necessarily racist
and sexist? Because these issues have tended to be discussed separately
it has not been noted that some answers to the first question render the
second question moot. My answer to the first question does not have this
effect. It will draw on an account of humor ethics that I provide and
defend against rival views of racist (and sexist) humor. I shall then
proceed to answering the second question.
An Account of Humor Ethics
How can humor be immoral? Briefly, the answer is that it is immoral
where it is intended to harm people or where there are good grounds for
expecting it to harm people, and where the harm in question is wrong-
fully inflicted. Following Joel Feinberg, I understand harm in terms of
negative effects on people's interests. However, my understanding of
harm is, in two ways, broader than the one for which he opts in his work
about the moral limits of the criminal law.1 Firstly, because in the cur-
rent context I have a more expansive interpretation of what interests
are, my understanding of harm includes what he calls hurts, offenses
and other disliked states which are insufficiently severe to warrant be-
ing termed harms for his purposes. Because I am concerned with the
morality of humor rather than with the moral limits of legally restrict-
ing it, the inclusion of less severe though nonetheless disliked states is
more appropriate. Secondly, for Professor Feinberg, a harm is some-
thing that is wrongfully inflicted. That definition is th.
Non-governmental Organizations (NGOs) are essential as they fulfill .docx
Non-governmental Organizations (NGOs) are essential as they fulfill a purpose that is traditionally addressed by a government (Balteanu & Marcu, 2014). In order for an NGO to be impactful and serve its purpose, it will require support and involvement from those it has been organized to help, as well as maintain financial and management autonomy, devoid of the governmental influence (Johnson & Stoskopf, 2010). Political and social instability has made it difficult for NGO's to fulfill their purpose to meet the needs of the communities they have pin pointed as their focus (Balteanu & Marcu). During unrest experienced by many countries, residents who need shelter, food, and medical care, benefit from what NGO's to provide (Balteanu & Marcu). Without the government, military, or religious backing of the NGO's purpose, the NGO will not be able to fulfill it's intent (Balteanu & Marcu).
Resident of unstable regions through out the world, are without food, shelter, and medical care due to the preoccupation with control, whether through the government, military, or religious factions. The unstable governments within these regions are either unwilling or unable to care for the needs of their citizens or have taken away their ability to care for themselves. NGO's have the ability to provide for the needs of the people and help them sustain, if allowed.
In general, what is the impact of political and social instability on non-government organizations?
.
Nonverbal CommunicationCOLLAPSEDescribe a scenario in which a .docx
This document discusses nonverbal communication and how it can differ from verbal communication. It prompts the reader to describe a scenario where what someone says verbally differs from their nonverbal cues, such as voice, volume, pitch, rate, pauses, variety, pronunciation, articulation, and dialect. The document also provides instructions for responding to peers in an online forum, including reflecting on concepts, providing an example, stating a takeaway, and properly citing sources in discussions that are at least 250 words.
No plagiarism Research paper should contains following content.docx
No plagiarism
Research paper should contains following content
1) Abstract - Summarize the major elements of the paper
2) Introduction- provide context and rationale for the study
3)Materials- Describe the experimental design so it is reproducible
4) Methods -Describe the experimental procedures
5) Results-summarize the findings without interpretation
6)Discussion- interpret the findings of the study
7)Summary- summarize the findings
8)Acknowledge- give credits to those
9) References- list all scientific papers books and website that you cited
Paper should be in API Style
Requirements: 20 pages
.
NO PLAGIARISM MEET REQUIREMENTSCOMPLETE BY DEADLINE Wr.docx
Shell Oil operated in Nigeria and faced accusations related to corruption, bribery, involvement in the death of an activist poet, and taking advantage of weak local regulations. The case study prompts the student to answer questions about factors contributing to high corruption in Nigeria, Shell's role in the poet's death and the impact, whether Shell took advantage of weak local oversight, and recommendations for ethical operations in societies with weak institutions. The response must be 650 words excluding the questions, follow APA style formatting, and include 3 scholarly references.
No plagiarism very important In a few short paragraphs, explain .docx
No plagiarism very important
In a few short paragraphs, explain which cloud services you use (Google, Amazon, iCloud, Verizon, Microsoft One, Dropbox, etc) and what type of information you store (docs, photos, music, other files?). How much space do you have and what does this cost per month?
Need in word document with apa format with citations
.
No plagiarism very important Do you feel the benefits of cloud c.docx
No plagiarism very important
Do you feel the benefits of cloud computing are worth the threats and vulnerabilities? Have we arrived at a point where we can trust external agencies to secure our most precious data? Please explain your answer.
Need responses to reply my teamates discusions
.
No plagiarism very important 5-CEHv9 Module 03 Scanning Networ.docx
No plagiarism very important
5-CEHv9 Module 03 Scanning Networks.pdf
Select one network scanning software tool (there is a list in your required reading slides) and explain in detail how it works and how detects network vulnerabilities. Provide the site where you obtained your information and include that in your assignment write-up. (in word document).
Need citations
.
No plagiarism very importantNeed responses to my teamates discus.docx
No plagiarism very important
Need responses to my teamates discussions
question:Social engineering is the art of manipulating people so they give up confidential information. The types of information these criminals are seeking can vary, but when individuals are targeted the criminals are usually trying to trick you into giving them your passwords or bank information, or access your computer to secretly install malicious software - that will give them access to your passwords and bank information as well as giving them control over your computer.
Explain a scenario where you or someone you know may have unknowingly given too much personal information to a stranger. How could this situation been avoided?
Reference Article Link:
https://www.webroot.com/us/en/resources/tips-articles/what-is-social-engineering
.
No More Backstabbing... A Faithful Scheduling Policy for Multi.docx
No More Backstabbing... A Faithful Scheduling Policy for Multithreaded Programs
Kishore Kumar Pusukuri, Rajiv Gupta, Laxmi N. Bhuyan
Department of Computer Science and Engineering
University of California, Riverside
Riverside, USA 92521
[email protected], [email protected], [email protected]
Abstract—Efficient contention management is the key to
achieving scalable performance for multithreaded applications
running on multicore systems. However, contention manage-
ment policies provided by modern operating systems increase
context-switches and lead to performance degradation for
multithreaded applications under high loads. Moreover, this
problem is exacerbated by the interaction between contention
management policies and OS scheduling polices. Time Share
(TS) is the default scheduling policy in a modern OS such as
OpenSolaris and with TS policy, priorities of threads change
very frequently for balancing load and providing fairness in
scheduling. Due to the frequent ping-ponging of priorities,
threads of an application are often preempted by the threads
of the same application. This increases the frequency of
involuntary context-switches as wells as lock-holder thread
preemptions and leads to poor performance. This problem
becomes very serious under high loads.
To alleviate this problem, in this paper, we present a
scheduling policy called Faithful Scheduling (FF), which dra-
matically reduces context-switches as well as lock-holder thread
preemptions. We implemented FF on a 24-core Dell PowerEdge
R905 server running OpenSolaris.2009.06 and evaluated it
using 22 programs including the TATP database application,
SPECjbb2005, programs from PARSEC, SPEC OMP, and
some microbenchmarks. The experimental results show that FF
policy achieves high performance for both lightly and heavily
loaded systems. Moreover it does not require any changes to
the application source code or the OS kernel.
Keywords-Scheduling; priorities; contention; context-
switches
I. INTRODUCTION
The advent of multicore architectures provides an attractive
opportunity for achieving high performance for a wide
variety of multithreaded applications. However, exploiting
the system density, and the parallelism they offer, to improve
performance of multithreaded applications is a challenging
task. This is because multithreaded application performance is
sensitive to the implementations of synchronization primitives
and contention management policies. Therefore the key
to achieving high performance for multithreaded applica-
tions running on multicore systems is to use appropriate
synchronization primitives along with efficient contention
management policies. Contention management policies are
either based on spinning, or blocking, or a combination
of both. Spinning resolves contention by busy waiting,
therefore waiting threads respond to lock handoffs very
quickly. However, spinning threads can wastes CPU resources
and prevent the lock-holder thread from runnin.
No plagiarism very importantThere are many mobile platform vulne.docx
No plagiarism very important
There are many mobile platform vulnerabilities listed in the readings from this week (slides 8, 9, and 10). Which do you feel is the greatest threat to users? Do you agree that people generally are not aware of the threats to their mobile devices?
Need responses to reply my teamattes and need references for all of them
.
No more than 10 slides, including title slide, providing executive s.docx
No more than 10 slides, including title slide, providing executive summary of emergency response plan, actions taken prior to, during and post event.
This presentation is intended for high level executives of the company and should be brief but comprehensive.
See attachment for more information.
.
NO PLAGIARISM !Write 3 pages of descriptive essay about why you .docx
NO PLAGIARISM !
Write 3 pages of descriptive essay about why you should visit and spend time in Denali National Park which is located in Alaska, USA.
Outline
1. Introduction
2. Reason 1 and explain, example
3. Reason 2 and explain, example
4. Reason 3 and explain, example
5. Reason 4 and explain, example
6. Reason 5 and explain, example
7. Conclusion
.
More from hallettfaustina (20)
Nonclassified DataIn order to maintain transparency and et.docx
Nonclassified DataIn order to maintain transparency and et.docx
No plaigarism!!! Due Saturday @ 12pm!Example included and worksh.docx
No plaigarism!!! Due Saturday @ 12pm!Example included and worksh.docx
Not all EBP projects result in statistically significant results. De.docx
Not all EBP projects result in statistically significant results. De.docx
Nonprofit v Criminal JusticeCriminal justice organizations and.docx
Nonprofit v Criminal JusticeCriminal justice organizations and.docx
Noah DeWaalTuesday16 Jun at 1538Manage discussion entryFou.docx
Noah DeWaalTuesday16 Jun at 1538Manage discussion entryFou.docx
No Plagiarism4-6 slides (excluding Title and Reference slides).docx
No Plagiarism4-6 slides (excluding Title and Reference slides).docx
North American Philosophical Publications Prejudice i.docx
North American Philosophical Publications Prejudice i.docx
Non-governmental Organizations (NGOs) are essential as they fulfill .docx
Non-governmental Organizations (NGOs) are essential as they fulfill .docx
Nonverbal CommunicationCOLLAPSEDescribe a scenario in which a .docx
Nonverbal CommunicationCOLLAPSEDescribe a scenario in which a .docx
No plagiarism Research paper should contains following content.docx
No plagiarism Research paper should contains following content.docx
NO PLAGIARISM MEET REQUIREMENTSCOMPLETE BY DEADLINE Wr.docx
NO PLAGIARISM MEET REQUIREMENTSCOMPLETE BY DEADLINE Wr.docx
No plagiarism very important In a few short paragraphs, explain .docx
No plagiarism very important In a few short paragraphs, explain .docx
No plagiarism very important Do you feel the benefits of cloud c.docx
No plagiarism very important Do you feel the benefits of cloud c.docx
No plagiarism very important 5-CEHv9 Module 03 Scanning Networ.docx
No plagiarism very important 5-CEHv9 Module 03 Scanning Networ.docx
No plagiarism very importantNeed responses to my teamates discus.docx
No plagiarism very importantNeed responses to my teamates discus.docx
No More Backstabbing... A Faithful Scheduling Policy for Multi.docx
No More Backstabbing... A Faithful Scheduling Policy for Multi.docx
No plagiarism very importantThere are many mobile platform vulne.docx
No plagiarism very importantThere are many mobile platform vulne.docx
No more than 10 slides, including title slide, providing executive s.docx
No more than 10 slides, including title slide, providing executive s.docx
NO PLAGIARISM !Write 3 pages of descriptive essay about why you .docx
NO PLAGIARISM !Write 3 pages of descriptive essay about why you .docx
Recently uploaded
How to Make a Field Mandatory in Odoo 17
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
BBR 2024 Summer Sessions Interview Training
Qualitative research interview training by Professor Katrina Pritchard and Dr Helen Williams
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...National Information Standards Organization (NISO)
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.Pengantar Penggunaan Flutter - Dart programming language1.pptx
Pengantar Penggunaan Flutter - Dart programming language1.pptx
Chapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Main Java[All of the Base Concepts}.docx
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Aberdeen
How to Manage Your Lost Opportunities in Odoo 17 CRM
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
South African Journal of Science: Writing with integrity workshop (2024)
South African Journal of Science: Writing with integrity workshop (2024)Academy of Science of South Africa
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.RHEOLOGY Physical pharmaceutics-II notes for B.pharm 4th sem students
Physical pharmaceutics notes for B.pharm students
How to deliver Powerpoint Presentations.pptx
"How to make and deliver dynamic presentations by making it more interactive to captivate your audience attention"
The History of Stoke Newington Street Names
Presented at the Stoke Newington Literary Festival on 9th June 2024
www.StokeNewingtonHistory.com
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptx
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
The Diamonds of 2023-2024 in the IGRA collection
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Walmart Business+ and Spark Good for Nonprofits.pdf
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Recently uploaded (20)
Digital Artefact 1 - Tiny Home Environmental Design
Digital Artefact 1 - Tiny Home Environmental Design
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pengantar Penggunaan Flutter - Dart programming language1.pptx
Pengantar Penggunaan Flutter - Dart programming language1.pptx
Chapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering.pptx
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
How to Manage Your Lost Opportunities in Odoo 17 CRM
How to Manage Your Lost Opportunities in Odoo 17 CRM
South African Journal of Science: Writing with integrity workshop (2024)
South African Journal of Science: Writing with integrity workshop (2024)
RHEOLOGY Physical pharmaceutics-II notes for B.pharm 4th sem students
RHEOLOGY Physical pharmaceutics-II notes for B.pharm 4th sem students
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptx
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptx
Film vocab for eal 3 students: Australia the movie
Film vocab for eal 3 students: Australia the movie
Walmart Business+ and Spark Good for Nonprofits.pdf
Walmart Business+ and Spark Good for Nonprofits.pdf
NEGOTIATIONSEVENTH EDITION• ROY J. LEWICKI • DAVID M. .docx
- 1. NEGOTIATION SEVENTH EDITION • ROY J. LEWICKI • DAVID M. SAUNDERS • BRUCE BARRY © 2015 by McGraw‐Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or d istribution in any manner. This document may not be copied, scanned, duplicated, forward ed, distributed, or posted on a website, in whole or part. Chapter 3 STRATEGY AND TACTICS OF INTEGRATIVE NEGOTIATION Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 3-2 3-3 WHAT MAKES INTEGRATIVE NEGOTIATION DIFFERENT?
- 2. • Focus on commonalties rather than differences • Address needs and interests, not positions • Commit to meeting the needs of all involved parties • Exchange information and ideas • Invent options for mutual gain • Use objective criteria to set standards Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 3-3 3-4 OVERVIEW OF THE INTEGRATIVE NEGOTIATION PROCESS • Create a free flow of information • Attempt to understand the other negotiator’s real needs and objectives • Emphasize the commonalties between the parties and minimize the differences • Search for solutions that meet the goals and objectives of both sides Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill
- 3. Education. 3-4 3-5 KEY STEPS IN THE INTEGRATIVE NEGOTIATION PROCESS • Identify and define the problem • Understand the problem fully interests and needs on both sides • Generate alternative solutions • Evaluate and select among alternatives 3-5 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 3-6 CLAIMING AND CREATING VALUE 3-6 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill
- 4. Education. 3-7 IDENTIFY AND DEFINE THE PROBLEM • Define the problem in a way that is mutually acceptable to both sides • State the problem with an eye toward practicality and comprehensiveness • State the problem as a goal and identify the obstacles in attaining this goal • Depersonalize the problem • Separate the problem definition from the search for solutions 3-7 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 3-8 UNDERSTAND THE PROBLEM FULLY— IDENTIFY INTERESTS AND NEEDS
- 5. • Interests: the underlying concerns, needs, desires, or fears that motivate a negotiator interests relate to key issues in the negotiation interests are related to the way the dispute is settled interests indicate that one or both parties value their relationship in principle: doing what is fair, right, acceptable, ethical may be shared by the parties 3-8 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 3-9 OBSERVATIONS ON INTERESTS • There is almost always more than one • Parties can have different interests at stake • Often stem from deeply rooted human needs or values • Can change • Numerous ways to surface interests • Surfacing interests is not always easy or to one’s best advantage Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction
- 6. or distribution without the prior written consent of McGraw- Hill Education. 3-9 3-10 GENERATE ALTERNATIVE SOLUTIONS • Invent options by redefining the problem set: or modify the pie nonspecific compensation the costs for compliance a bridge solution • Generate options to the problem as a given: brainstorming Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education. 3-10 3-11 EVALUATE AND SELECT ALTERNATIVES
- 7. • Narrow the range of solution options • Evaluate solutions on: standards • Agree to evaluation criteria in advance • Be willing to justify personal preferences • Be alert to the influence of intangibles in selecting options • Use subgroups to evaluate complex options Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education. 3-11 3-12 EVALUATE AND SELECT ALTERNATIVES • Take time to “cool off” • Explore different ways to logroll • Exploit differences in expectations and risk/time preferences • Keep decisions tentative and conditional until a final proposal is complete • Minimize formality, record keeping until final agreements are closed
- 8. Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education. 3-12 3-13 FACTORS THAT FACILITATE SUCCESSFUL INTEGRATIVE NEGOTIATION • Some common objective or goal • Faith in one’s own problem‐solving ability • A belief in the validity of one’s own position and the other’s perspective • The motivation and commitment to work together Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education. 3-13 3-14 FACTORS THAT FACILITATE SUCCESSFUL INTEGRATIVE NEGOTIATION
- 9. • Trust • Clear and accurate communication • An understanding of the dynamics of integrative negotiation Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education. 3-14 3-15 WHY INTEGRATIVE NEGOTIATION IS DIFFICULT TO ACHIEVE • The history of the relationship between the parties If contentious in past, it is difficult not to look at negotiations as win‐lose • The belief that an issue can only be resolved distributively are biased to avoid behaviors necessary for integrative negotiation Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education. 3-15
- 10. 3-16 WHY INTEGRATIVE NEGOTIATION IS DIFFICULT TO ACHIEVE • The mixed‐motive nature of most negotiating situations integrative or purely distributive situations are rare conflict over the distributive issues tends to drive out cooperation, trust needed for finding integrative solutions Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education. 3-16