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Class%2021%20--%20Motivation%20I - Class 21: Negotiation...

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Unformatted text preview: Class 21: Negotiation Debrief and Motivation I MGTS 3401 Cummings How would you classify this list of Negotiation Tactics into two categories: “distributive” tactics versus “integrative tactics? Good Cop, Bad cop Deadline Opening hi/low Share information Give reason to trust Flexibility Add issues Generate alternate ideas MGTS 3401 Cummings For Today For Today ► How do the tactics used help explain why your “Pat vs. Lee” outcome ended the way it did? ► How does this help you explain your group’s satisfaction with the negotiation (calculated at the end of class on Monday)? MGTS 3401 Cummings Group A Brian C Susan Josh L Group B Joe H Ben L Shaun Kelsey L 15% raise; possible restructu ring bonuses Group C Melissa Quinn Nick A 5% raise; 6 mo eval, add 10% if same or better Group L Yia John Y Gaolea h Group D Nick B Nate Mark Adam Group E Sammie Alex D Jackson Group F Eric J Elise Audrey Alex G 10% Raise $5,000 bonus Group G Cody Anthony Daly Kerry Group H Christina Megan B 6% now; if Lee designs and meets quotas he will get 4% in 6 months Group J Lindy Mai Kha Rosanne Nic 8% 10% raise; Raise re­eval in 6 mos with 8% raise then 8% 10% raise “we have no say” Group K Ty Tara Jeff R Justin GroupM Group N Jes S Lauren Eric M Blake Shane Scott MGTS Jeni 3401 Cummings Jonathan Heather Group P Joe S Beau Eric O Group Group Q R George Kris V Steve O Group A Brian C Susan Josh L Group B Joe H Ben L Shaun Kelsey L Group C Melissa Quinn Nick A Group D Nick B Nate Mark Adam Group E Group F Group G Sammie Eric J Alex D Jackson Elise Audrey Alex G Integ 2.67 Integ 3.25 Integ 4.3 5% raise; 6 mo eval, additional 10% if same or better Integ 4.5 Integ 5.5 Integ 5.75 Cody Anthony Daly Kerry Group H Christina Megan B Distr 1.75 Integ 2.5 10% raise 6% now; if Lee designs and meets quotas he will get 4% in 6 months 15% raise; possible restructurin g bonuses 8% raise; 10% re­eval in Raise 6 mos with 8% raise then 10% Raise $5,000 bonus 8% “we have no say” Group J Lindy Mai Kha Rosanne Nic Group K Ty Tara Jeff R Justin Group L GroupM Group N Yia Jes S John Y Lauren Gaoleah Shane Jonathan Jeni Integ 3.5 Integ 4.5 Integ 5.25 Integ Distr 5.5 3401 Cummings MGTS 5.00 Eric M Blake Scott Heather Group P Group Q Joe S Beau Eric O George Steve O Group R Kris V Integ 3.00 Integ 5.00 Distr 7.00 Group A Jonas Matt E Kyle H Megan E 10.5% Raise Group B Brian G Dan H Dave Do Dave Di Group C Brad D Jenna B Sam K Group D Group E Spencer Kyle B B Kate F Eric B Eric G Garrett Kevin E 10% raise + 10% of Pat’s bonus. 10% Raise Group F Matt L Garrison Mike A Brandon 9% raise this year, guarante ed 11% next year Group P Alex L Megan M TJ Hanna Group G Jeff L Nick K Kayla Sam G 15% raise now; talk in 6mos about another raise Group Q Dan W Jaime Josh Group H Alex C Callie H Reid F 8% raise 10.5% now; re­ Raise eval in 6 mos for 5% if perf improves 10% Raise Group J Spencer L Will Sch Ben S Group K Eric P Julia Mike S Group L Paul R Jeremy Tony GroupM Group N Ian R Danielle Alyssa Sam L Erin Kaitlyn Nick S 3401 Cummings Alex T MGTS Group R Will Si Andrew Jordan Group A Group B Group C Group D Group E Group F Jonas Matt E Kyle H Megan E Brian G Dan H Dave Do Dave Di Brad D Jenna B Sam K Spencer B Eric B Garrett E Kyle B Kate F Eric G Kevin E Matt L Garrison Mike A Group G Group H Jeff L Nick K Kayla Sam G Alex C Callie H Reid F Integ 3.5 Integ 4.75 Integ 2.33 10.5% Raise Integ 3.16 Integ 4.44 Brandon Integ 4.00 Integ 5.88 Integ 4.3 10% Raise 10.5% Raise 8% raise now; re­ eval in 6 mos for 5% if perf improves 10% raise + 10% of Pat’s bonus. 10% Raise 9% raise this year, guarantee d 11% next year 15% raise now; talk in 6mos about another raise Group J Spencer L Will Sch Ben S Integ 4.17 Group K Eric P Julia Mike S Distr 4.00 Group L Group M Group N Paul R Jeremy Tony Ian R Alyssa Erin Nick S Danielle Sam L Kaitlyn Alex T Group P Integ 5.18 Integ 6.88 Integ 5.38 Alex L Megan M TJ Hanna Group Q Dan W Jaime Josh Group R Will Si Andrew Jordan Integ 6.25 Integ 5.00 Integ 4.7 MGTS 3401 Cummings ► Why? Did it end up being distributive or integrative? ► To what extent are there conflicting interests? MGTS 3401 Cummings Bargaining in Relationships: Conflicting Interests…………Distributive Outcomes Shared Interests…………………….the Relationship MGTS 3401 Cummings How does this help you explain why your “Pat vs. Lee” outcome ended the way it did? Your group’s satisfaction with that outcome? 1 High Dissatisfied 3 Slightly Dissatisfied 5 Slightly Satisfied 7 Highly Satisfied Good Cop, Bad cop Deadline Opening hi/low Share information Give reason to trust Flexibility Add issues Generate alternate ideas MGTS 3401 Cummings Which Tactics Did you Try here? Good Cop, Bad cop Deadline Opening hi/low Share information Give reason to trust Flexibility Add issues Generate alternate ideas MGTS 3401 Cummings Positions LOOK LOOK BENEATH BENEATH THE THE SURFACE! SURFACE! Issues Interests Currencies Traded in Organizations Salaries, Bonuses, Benefits Being involved in task that has larger significance for organization, customers, society Having chance to do important things Doing what is “right” Support staff Physical space Conferences/Professional Development Taking on extra or “unwanted” work Quicker response time, smooth implementation Providing technical knowledge Giving assignment or ensuring visibility that can help promotion Enhancing reputation Stretch assignments Sharing network contacts Giving Emotional support Gratitude Adapted from Cohen & Bradford, “Influence without Authority” MGTS 3401 Cummings What is “negotiation?” An interactive communication process that may take place whenever you want something from somebody else or they want something from you. MGTS 3401 Cummings Thomas­Kilmann Ways of Handling Conflict also see Exhibit 15­2 Assertive Competing Collaborating Compromising Avoiding Unassertive Uncooperative MGTS 3401 Cummings Accommodating Cooperative Collaborating ► Work to fully satisfy both parties ► Explore disagreements to learn ► Dig into underlying interests of both parties ► Resolve underlying condition that causes competition ► Highly assertive and cooperative MGTS 3401 Cummings USE …..Collaboration ► To find an integrative solution when both sets of concerns are too important to be compromised. To merge insights from people with different perspectives. To gain commitment by incorporating concerns into a consensus. To work through feelings that have interfered with a relationship. ► ► ► MGTS 3401 Cummings Integrative Negotiations: How do you make the pie bigger? MGTS 3401 Cummings Thomas­Kilmann Ways of Handling Conflict also see Exhibit 15­2 Assertive Competing Collaborating Compromising Avoiding Unassertive Uncooperative MGTS 3401 Cummings Accommodating Cooperative Compromising ► Find expedient, mutually acceptable solution ► Gives upmore than competing but less than accommodating ► Addresses issues more directly than avoiding, not as deeply as collaborating ► Split the difference, seek quick middle ground ► Intermediate assertiveness and cooperativeness MGTS 3401 Cummings USE…Compromise ► When goals are important but not worth the effort of potential disruption of more assertive approaches. ► When opponents with equal power are committed to mutually exclusive goals. ► To achieve temporary settlements to complex issues. ► To arrive at expedient solutions under time pressure. ► As a backup when collaboration or competition is unsuccessful. MGTS 3401 Cummings Avoiding ► Does not address conflict ► Diplomatically side step ► Postpone ► Withdraw, give up ► Unassertive and uncooperative MGTS 3401 Cummings USE….Avoidance When an issue is trivial, or more important issues are pressing. ► When you perceive no chance of satisfying your concerns. ► When potential disruption outweighs the benefits of resolution. ► To let people cool down and regain perspective. ► When gathering information supersedes immediate decision. ► When others can resolve the conflict effectively. ► When issues seem tangential or symptomatic of other issues. ► MGTS 3401 Cummings Competing ► Pursues own concerns at other’s expense ► Uses whatever power they can to win own position ► Includes “standing up for rights” as well as winning ► Assertive, Uncooperative MGTS 3401 Cummings Distributive Versus Integrative Bargaining Bargaining Characteristic Distributive Bargaining Get as much of pie as possible Win­Lose Positions Low Short term Integrative Bargaining Expand the pie Win­Win Interests High Long term Goal Motivation Focus Information Sharing Duration of relationships Source: Based on R. J. Lewicki and J. A. Litterer, Negotiation (Homewood, IL: Irwin, 1985), p. 280. E XHIBIT 15-5 MGTS 3401 Cummings USE….Competition ► When quick, decisive action is vital (in emergencies); on important issues. ► When you know you’re right. ► Against people who take advantage of noncompetitive behavior. MGTS 3401 Cummings Distributive Bargaining MGTS 3401 Cummings Accomodating ► Neglects own concerns to satisfy other person ► Selfless generosity; ► Obeying ► Unassertive and cooperative MGTS 3401 Cummings USE….Accommodation When you find you’re wrong and to allow a better position to be heard. ► To learn, and to show your reasonableness. ► When issues are more important to others than to yourself and to satisfy others and maintain cooperation. ► To build social credits for later issues. ► To minimize loss when outmatched and losing. ► When harmony and stability are especially important. ► To allow employees to develop by learning from mistakes. ► MGTS 3401 Cummings For Today… • What is motivation? How is it generally different than an “attitude”? How is it specifically different from “job satisfaction?” How is it specifically different from a “positive mood”? MGTS 3401 Cummings What Is Motivation? Direction Intensity Persistence Prentice Hall, 2001 31 Individuals in Organizations: Explaining Attitudes & Behavior “Individual Differences” Personality Values National Culture Management Practices Motivation Employee Behavior: Performance Absenteeism Turnover Deviance Citizenship Attitudes: Job Satisfaction Organizational Commitment Job Involvement MGTS 3401 Cummings Theories of Motivation ► Content motivation theories ► Process motivation theories Theories that focus on the content of what factors (needs and wants) motivate people. Theories that address how and why people become motivated. MGTS 3401 Cummings Content Theories of Motivation ► Hierarchy of Needs Theory (Maslow) ► ERG (Alderfer) ► Motivation­Hygiene Theory (Herzberg) ► Theory X versus Theory Y ► Learned Needs Theory (McClelland) ► Cognitive Evaluation Theory (CET) MGTS 3401 Cummings For Today • For which of the “theories” or “models” of motivation, particularly in Chapter 6, do we have good data to support the ideas (and therefore would adapt our management practices accordingly)? Which do not have good empirical support, and therefore may be interesting or popular, but not what a good manager would use to adapt his/her practices? MGTS 3401 Cummings Maslow’s Hierarchy of Needs Lower-Order Needs Needs that are satisfied externally; physiological and safety needs. Self Esteem Social Safety Physiological MGTS 3401 Cummings Needs that are satisfied internally; social, esteem, and self­actualization needs. Higher-Order Needs E X H I B I T 6–1 For Friday For Friday ► Really KNOW Chapter 6 and correct answers to today’s FNT questions. ► Very short (1 paragraph) Case ► Use Course Principles from Ch 6 to analyze and make a recommendation based on that analysis ► Get Started on reading Chapter 7; you’ll need it for Monday’s FNT MGTS 3401 Cummings ...
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This note was uploaded on 03/11/2010 for the course MGTS 3401 taught by Professor Pierce during the Spring '08 term at University of Minnesota Duluth.

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