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3513 TEST TWO (97% in the course

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Department
Management
Course
MGT 3513
Professor
All Professors
Semester
Spring

Description
D Ignoring IntangiblesFairness and EmotionFairnessAs an objective stateRules of fair behaviorpeople have their own rulesGainsFairnessLossUnfairContext mattersDepends what your goals areEmotionCan influence outcomesPeople with positive emotion have better outcomesNegative emotion tends to inhibit negotiationsCause retaliation conflictPositive emotions increase information sharing increase creative thinking decreases hostility and aggressiveness leads to more collaborative bargaining leads to persistence in negotiations less likely to be deterred when they run into obstaclesNegative Emotions associated with negative outcomes makes negotiator to be more competitive hurts the negotiators ability to understand the situations generates frustration and blames decreases the likelihood of collaborative bargaining and also leads to breaking off of the negotiation all togetherIncidental Emotion Affect can also be useful to negotiators you know what kind of emotional mood the other party is in so you are not trying to create an emotional responseresearch finds that people are more likely to ask someone for something if they know they are in a positive moodresearch finds a difference between men and women and how their moods are evaluatedevaluated differently when angry Women viewed as less favorableJoint impact of Fairness and EmotionInteraction between the 2Equality RuleOutcomes are distributed without consideration of inputsEquity RuleDistribution should be considered on contributionNeeds Base RuleBenefits should be proportional to needPeople take more risk when it is only affecting themselvesWhenever people have positive emotions about another person they are more likely to be happy with a 5050 splitWhenever there are negative emotions an individual will take more risk and will not be happy with a 5050 splitImplementing a Competitive NegotiationICritical FactorsMost of the focus today is on competitive and collaborativeCompetitive negotiationScore high on the Engage dimension take as much as they canUse when you have a high concern for outcome andnot so much for the relationshipWhy use competitive negotiationOnly negotiation strategy some individuals know how to useSometime it may be useful for you to useA The bargaining zone See handoutFigure 22Stakes out positions in bargaining zoneEach side should have a bargaining rangeIf resistance points do not overlapnegative bargaining surplusBetter to break of negotiation hereIf resistance points do overlappositive bargaining surplusMost Important information to get about your opponent is their resistance pointmajor tactical considerationThis is usually done through indirect relations put yourselves in their shoes try to figure out their BATNA what is important to them underlying issuesMore direct methods you ask them even though they shouldnt tell youSecond Tactical Method try to get your opponent to change their resistancepoint you can do this by focusing on diminishing their BATNAThird TacticalTry to hide your resistance point the way you do this is by being careful of the information you provide in the negotiationsUse your words to ask questions not to tell about your position if you do provide information you want to engage in selective presentation
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