Exam 2 Flashcards
Internal Locus of Control
individuals see themselves as responsible for outcome of their own actions
External Locus of Control
view fate/luck rather than personal effort as the cause of their successes or failures; outside their control
Internal Locus of Control in Negotiations
4 things, be aware of?
- greater levels of planning
- tend to do better
- more innovative
- more cooperative
- Beware of: overconfidence/too competent
External Locus of Control in Negotiations (4 things, tips?)
- plans less
- tend to do worse
- stick to established practices like SOPs(not likely to problem solve)
- concede more bc they feel like they control less
- 2 things/tips: break out of comfort zone/ remember that it inherently gives control to other person when belief is that you don’t have any
Rational
MB
Meyers-Briggs (NT)
- abstract
- utilitarian
Artisans
MB
Meyers-Briggs (SP)
; most distributive
-concrete
-utilitarian
Idealists
MB
Meyers-Briggs (NF)
; most integrative
-abstract
-cooperativeness
Guardians
MB
Meyers-Briggs (SJ)
; more likely to accommodate
-concrete
-cooperativeness
Integrative Bargaining
approach to negotiation where focus is on the interests of each party as opposed to distribution of fixed resource
-Feminine (building relationships)
Distributive Bargaining
approach to negotiation where focus is on distribution of outcomes
-Masculine (competition)
Hostile Sexism
- makes females more competitive (I’m just as capable)
- women shouldn’t
- not a women’s place
Benevolent/Beneficial Sexism
- females are more accommodating and therefore less competitive
- men: paternalistic/need to help/shield
- women need to be protected and not have to do things that are uncomfortable
Passive Communication
- indirect, avoid conflict, easily persuaded/bullied, overly concerned with pleasing others
- tend to hide ideas/feelings=>fear being seen as pushy/difficult/insubordinate
- apologize & use disclaimers; hesitate or straddle fence when asked directly what their opinion is
- avoid confrontation at all costs
- seldom results in getting what you want in workplace
- culture plays a role
Aggressive Communication
- exerting control over others, humiliating others, dominating, being pushy, always need to be right, use absolute terms, blame others
- want to be in control, insecure/afraid, don’t value opinions of others, have unresolved anger
- often give commands
- utilize win-lose communication (yelling/insults/dominate)
- only use in extreme situations
Assertive Communication
- fair, direct, honest, tact, sensitivity
- speaks up for your rights and takes into account rights/feelings of others
- keep contact lines open and show respect for others while affirming their beliefs and preferences
- most effective style to use in majority of situations
- problem solve/collaborate
Process Differences in familiar negotiations
- usually mirrors formality of relationship (normally informal/lack written agreements)
- reciprocity is often present
- tone; non confrontational (fewer hardball, more integrative, often shorter)
Personal relationship impact on negotiation outcomes
- avoid conflicts (fewer impasse, suboptimal outcomes for one party)
- buyer benefits (discount)
- can be heated (negative reciprocity)
- norms (equality vs. equity, one tends to dominate)
Characteristics of Fair Process
- role clarification (writing helps)
- communication and voice (process interests)
- commitment to fairness
- ability for change (process in place)
10 Ways Culture Influences Negotiation
- nature of agreement
- definition of negotiation
- negotiating attitude
- selection of negotiators
- personal style
- communication style
- time sensitivity
- view of time
- risk propensity
- emotionalism
Advice for negotiating with non-native speakers
- keep language simple
- avoid idioms/humor/sarcasm
- speak reasonably slow
- confirm understanding
Plan for becoming more culturally competent
- clarify what you want & why
- determine your BATNA
- gather data on your needs and other parties’ needs
- collaborate to discover mutual benefits
- research organization’s culture, practices, and business
- learn verbal & nonverbal communication differences
- learn time sensitivity of different cultures
- learn customs, laws, and protocols
Adapting Abroad
- Observe
- Listen
- Ask questions
Team Negotiation
group negotiating together
- union vs. management
between: bi or multi
Multi-party Negotiation
more than 2 people or groups negotiating
Challenges involved in Multi-party negotiations
- increased competition for and usage of airtime
- preparation challenges
- procedural chaos
- development of trust
- formation of alliances and coalitions
- impact of cultural differences
- potential for dysfunctional group dynamics
Increased competition for usage and airtime
- when more people are involved there is a greater quantity and variety of perspectives
- takes much longer to reach agreements with so many people involved
Preparation Challenges
- spend more time gathering info needed to better understand goals and interests of each party and then need to integrate info. into mutually beneficial solution
- process of give and take becomes more complicated (potential tradeoffs among primary and secondary interests become less straightforward)
- difficult to assign roles and responsibilities for preparation (social loafing; import to clarify roles & responsibilities)
Procedural Chaos
- need for formal/informal rules of engagement
- procedural rules become less clear (who speaks and when; how are decisions made-majority or consensus; can agreements be reconsidered)
Development of Trust
- gets more difficult to build trust=> harder to be vulnerable with others (admit when wrong & show weakness)
- people are less trustworthy in groups
- lack negatively impacts negotiations and people’s willingness to openly discuss goals/interests
- leads to great emphasis on claiming value rather than creating value
Formation of Alliances and Coalitions
- natural tendency for formation when multiple parties are present
- can sometimes be helpful in moving negotiations forward
- by nature can form in effort to stall/destroy negotiations that threaten to undermine goals
- if strong and has power and opposes and disrupts then it might be time to end negotiations
Impact of Cultural Differences
- variety/differences can lead to different thought process and procedures
- collectivist vs. individualist
- collectivist more likely to reach more integrative solutions and higher joint outcomes
Potential for Dysfunctional Group Dynamics
- different behavioral patterns that occur when individuals are working collectively to complete task/achieve goal (as numbers increase=>likelihood they will affect negotiation)
- simultaneous conversations/over talking
- silence/withdrawal
- side conversations
- groupthink
- dominating/blocking
When to use team negotiations (7)
- negotiation is complex, requiring diverse set of knowledge, abilities, expertise
- negotiation has great potential for creative, integrative solutions
- diverse constituencies and interests must be represented at able (union)
- want to display strength to other side (international context when it’s expected)
- want to signal other side that you take negotiation very seriously (merger/acquisition)
- trust and respect available team members
- have sufficient time for team to organize & coordinate team effort
Guidelines for Team/Multi-Party Negotiations (10)
- agree upon agenda
- introduce players and clarify roles
- decide on procedural rules
- utilize public note-taking
- utilize active listening and summarize regularly
- consider using a facilitator/mediator
- find early agreement on some issues
- use subgroups to secure tentative agreement
- use caucuses
- confirm agreements, next step
Mandatory topics of negotiation
topics: wages and conditions
- requires good faith
- impasse allowable: can’t move forward anymore
Permissive topics of negotiation
topics: retiree benefits, settlement of ULPs
- can’t go to impasse
- uncertain effect on employees
- decision turns primarily on factors other than labor costs
- retiree benefits
- settlement of ULPs
Wage Concerns
- usually most difficult
- last issues to be negotiated
- often there are trade-offs involved
Super Seniority
representatives are most senior
- first person fired is person with least time spent at place of work
- when and where to do union businesses
Union Security
- Due checkoff
- Agency Clause: pay
- Union shop: belong
Past Practice
- refers to way things have been done over time
- will not change or negate clear contract language
How contracts typically handle employee grievances
Specify how it will be:
- initiated
- detail requirements of each step in process
- end with arbitration of grievances that aren’t resolved at lower levels
Bargaining in bad faith
- boulwarism: take it or leave it
- making it more difficult by refusing to work with times available
- if one side won’t meet at reasonable location
- not open minded
- no intention of reaching an agreement
- filing ULP as scare tactic
Authorization vote
- tactic
- social proof that people will go far enough to get what they want or are very serious
- before a legal strike
Economic strike
- from bargaining impasse
- can replace workers temporarily or permanently
ULP (Unfair Labor Practice)
- an illegal act under NLRA
- can only replace workers temporarily
Wildcat Strike
- sudden and abrupt
- illegal
- spontaneous
Alternatives to strikes
- slow downs
- work to rule
- sick outs
- corporate campaigns
Slow Downs
working slowly to place pressure on employer
-making customers wait
Work to Rule
teachers aren’t required to buy supplies=>if they don’t schools don’t function
Corporate Campaigns
- boycotts
- power of pensions/board of directors
- media campaign
How can unions take advantage of picketing
- encourage members of other unions to honor their picket lines
- get public involved
Employers options to respond to strike
- replacements if struck
- seek decertification
- lock outs
Power-based Approach
involves using one’s authority or other strengths to coerce the other party to make concessions
Rights-based Approach
seeks to apply a standard of fairness, contract, or law to resolve dispute
Interest-based Approach
focuses on parties’ common concerns, priorities and seeks to achieve an integrative agreement
Acquiescence
informal, giving into the other party and comply with their demands
One-on-one
- informal
- involves approaching the other party to discuss the situation
Mediation
neutral 3rd party helps those involved work through the issues and come to solution
Arbitration
neutral 3rd party acts as a judge to hear and decide the case
Formal Litigation
- formal
- can take place in civil or small-claims court
- may still refer parties to mediation
Process of Mediation
- begins with explanation of ground rules & putting parties at ease
- each party presents their side of situation without interruption
- interest and issues are identified (focus on common interests)
- mediator encourages parties to work together
- when there’s agreement on all issues, agreement is put in writing & parties sign it
- once signed, agreement is enforceable in court
- mediation should end positive & follow-up should be scheduled Process of Mediation
Mediation BADGER
- Begin
- Accumulate information
- Develop the agenda
- Generate options/movement
- Escape to caucus
- Resolve the dispute
2 Approaches to Mediation
- repairing the relationship
2. focusing on the benefits of negotiating a resolution
Types of Mediation
- Community
- Postal
- Civil Rights
Process of Arbitration
- parties agree to arbitration
- you may have input in the selection of an arbitrator
- arbitrator may come from an independent agency
- may/may not be a cost involved
- decision may/may not be confidential
- may/may not be confidential
- disputing parties present their case to arbitrator
- arbitration is distributive with the arbitrator controlling the final outcome
Interest Arbitration
- results from bargaining impasse
- guarantees and contract
- effects on negotiations
- chilling effect
- narcotic effect
Rights Arbitration
results from application of contract
Chilling Effect
stop negotiating, feel can do better
Narcotic Effect
become reliant on arbitration
Enforceable agreements (arbitration)
- equally binding
- freely entered
- conscionable (fair)
- procedurally
- substantively
Arbitration compared to trial
- faster
- cheaper
- private
- less formal
- looser evidence
- hearsay often allowed
- broader evidence
Can appeal arbitration if…
- 3rd party is not neutral and that’s kept a secret
- arbitrator didn’t allow certain evidence
Guidelines to making an arbitration agreement
- parties present case
2. arbitrator makes decision
Individual’s values to organization (3)
- human capital
- social capital
- relational capital
Human capital
- knowledge
- skills
- abilities a worker possesses
Social capital
- sum of resources a person possesses as a result of investments in social networks
- provides advantage based on one’s location in structure of relationships
Relational capital
- focuses on relationship between parties
- mutual liking, knowledge, trust
- commitment to continuing the relationships
Identify what job & organization characteristics are important to you
- nature of work
- work environment
- compensation
Self-monitoring
adjust behavior to fit surroundings
Ways that aid in interview process
- self monitoring
- credibility: projects professional appearance to interviewers helps establish it
- ingratiation
- self promotion
Active/Assertive Tactics
- maintain a confident professional attitude
- phrasing demands to appeal to employers’ interests
- frame demands favorable through use of contrasts
- propose options for contingent mutual gain
- propose options for non-contingent mutual gain
Reactive/Defensive Tactics
- use silence to indicate other party’s unreasonableness
- avoid reaching premature resolution by focusing on parties’ interests
- reiterating key points
- verbally recognizing intimidating behavior
- reframe weaknesses as potential strengths
