MG-766

Bargaining and Negotiating

3 - 0 - 3

Description

This course is designed to familiarize the student with strategies for managing conflict, and the processes involved in distributive and integrative negotiations. Other topics include influencing tactics, persuasion, third-party interventions and negotiating in a group context. Through the use of workshop formats, individual assessment and inquiry, and role playing activities, this course will improve one's conflict resolution and negotiating skills in an organizational environment.

Prerequisites

• MG-633
  
• MG-660
  

Materials

Required:

• Negotiations: Readings, Exercises, and Cases, 5th ed. Roy J. Lewicki, David M. Saunders, John W. Minton, & Bruce Barry, Irwin McGraw Hill, 2009
• Negotiation, 6th ed. Roy J. Lewicki, David M. Saunders & John W. Minton, Irwin McGraw Hill, 2009

Course Learning Outcomes

Upon successful completion of this course, the student will:

• Identify the fundamental pre-work that negotiators must do to get ready for a successful negotiation; framing the dispute, defining negotiation objectives and planning.
• Compare the two core approaches to negotiation, the win/win and the win/lose, identifying which is appropriate to a given situation.
• Recognize the basic processes of perception, cognition, and communication that exist in a negotiation and the biases that result.
• Identify the ways that negotiators can find and use leverage.
• Appraise the ethical standards and criteria that surround negotiations.
• Recognize how negotiations and problem solving can be affected by gender, personality, culture, and multiple party involvement.
• Obtain better organizational and individual results from a conflict resolution or negotiating situation.

Course Topics

• Bargaining and Negotiating
  Nature of conflict and negotiating
  Interdependence, mutual adjustment and value creation
• Strategizing, Framing and Planning
  Goals - objectives that drive strategy
  Defining the issues - "framing"
  Understanding the flow of negotiations and planning
• Distributive bargaining
  Fundamental strategies
  Tactical tasks and positions during the negotiation
  Commitment, closing the deal and hardball tactics
• Integrative Bargaining
  Key steps
  Factors that facilitate successful integrative negotiation
  Difficulty in achieving integrative solutions
• Perception, Cognitive and Communication
  Perception in negotiation
  Cognitive biases in negotiation
  Managing misperception and cognitive biases
  What and how communication takes place in a negotiation
  How to improve communication
• Leverage
  Leverage as power in a negotiation
  Sources of and how to acquire power
  Managing power: influence and persuasion
  Central and peripheral routes to influence
• Ethics
  What are ethics and how do they apply to negotiations
  Major ethical concerns and how do they occur
  Intentions and motives to use deceptive tactics
  How to deal with deception
• Social Context
  Negotiating through others within a relationship
  Key elements in managing within relationships
  Using representatives
• Coalitions, Multiple Parties & Teams
  Coalitions in negotiations
  Nature of multiparty negotiations
  Managing multiparty and inter-team negotiations
• Individual differences
  Personality and negotiations
  Sex, gender and negotiations
  Abilities in negotiations
• Difficult Negotiations
  Nature of "difficult" negotiations and why they occur
  Strategies for resolving impasse: joint approaches
  Adding third parties to the two-party negotiation process
  Types of third party intervention

Prerequisites by topic

• Understanding of organizational behavior

Laboratory topics

No Laboratory Topics have been appended

Course topics by day

Lecture/Lab topics

ACCE content

General Education	Math & Science	Business & Mgmt.	Construction	Construction Science
0	0	0	0	0

View Specific Requirements

ABET/EAC content

Engineering topics	Design	General education	Math/Science	Other
0	No	0	0	0

ABET/TAC content

Communications	Math & Science	HU/SS	Tech Content	Other
0	0	0	0	0

Coordinator

Robert Hankes, Adjunct Associate Professor

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