Relationship Management

Question 1

Emotional intelligence (EI)

Answer 1

Ability to be sensitive to and understand one’s own and
others’ emotions and impulses.

Question 2

Negotiation

Answer 2

Process by which two or more parties work together to
reach agreement on a matter.

Question 3

Networking

Answer 3

Process of developing mutually beneficial contacts
through the exchange of information.

Question 4

Principled negotiation

Answer 4

Process in which negotiators aim for mutual gain,
emphasizing the need to focus on the problem instead
of personal differences and on mutually beneficial
outcomes.

Question 5

Stakeholder concept

Answer 5

Concept that proposes that any organization operates
within a complex environment in which it affects and is
affected by a variety of forces or stakeholders who all
share in the value of the organization and its activities.

Question 6

Networking

Answer 6

A process of developing mutually beneficial context through exchange of information.

Question 7

Internal Contact

Answer 7

People with whom you interact on a regular basis in the course of your work.

Question 8

External Contact

Answer 8

People outside the organization with whom you work regularly, colleagues and other companies, or other connections through professional associations

Question 8

What are the values that a balanced network offers?

Answer 8

• Colleagues in the HR discipline can build and maintain the awareness of what is happening in the field
• Some individual can act as a career mentor or provide coaching on specific skills
• Highly valuable people can be connectors and give you connections to other people (Malcolm Gladwell)

Question 9

What are the steps to creating a professional network?

Answer 9

• Give deliberate thought to who you want to include in your network
• In all social situations, introduce yourself, ask about the other person’s work and life, listen, and remember
• Make yourself more visible
• Develop your own value
• Do favors

Question 10

Who are HR’s stakeholders?

Answer 10

• External customers including thos receiving or purchasing the organization’s products or services and those who seek a return on their investment in the organization
• Internal customers which include any number of roles in the organization (senior management, board of directors, all functions of an organization, employees, etc)
• Community
• political groups

Question 11

How does culture affect the stakeholder’s perspectives in global organizations?

Answer 11

• Customers expectations will vary globally
• A culture that values long-term relationships, suppliers might not understand being asked to reapply for supplier status periodically, but in a country where short-term results are valued that request may be expected
• employees in different countries value different benefits
  *

Question 12

What is the key to networking?

Answer 12

The ability to build and sustain relationships

Question 13

What are the benefits of effective relationships?

Answer 13

• improve the quality of communication
• incrase productivity by supporting ollaboration and enabling efficient resolution of disagreements
• create a positive work envuronment by fulfilling human needs for socialization and attachment

Question 14

What are characteristics of good working relationships?

Answer 14

• characterized by trust and opennes
• Mutual

Question 15

What are the Paths to developing effective work relationships?

Answer 15

• Strive for diversity in the range of your relationships
• Invest time and energy in developing and sustaining relationships
• Develop an ease with small talk about non work matters
• Talk about yourself without dominating the conversation
• Learn to ask about others without prying into personal matters
• Be considerate of other people’s time and obligations

Question 16

What are the two types of conflict?

Answer 16

Task Conflict
Interpersonal Conflict

Question 17

What is task conflict?

Answer 17

Occurs when two parties are unable to move forward on a task due to differing needs, behaviors or attitudes

Question 18

What is interpersonal conflict?

Answer 18

Requires that at least on of the parties in the conflict has EQ and skill in negotiating

Any type of conflict involving two or more people

Question 19

What are the five conflict resolutions modes according to Robert Blank and Jane Mouton?

Answer 19

• Accommodate
• Assert/Compete
• Avoid
• Collaborate
• Compromise

Question 20

What does the conflict resolution tactic of Accommodation entail?

Answer 20

The leader restores good relations by emphasizing agreement and downplaying disaggrement. Useful when there is little time to be lost and movement forward is needed. It does not address the root conflict. If the group continues the conflict will probably reoccur

Question 21

What does the conflict resolution tactic of Assert/Compete entail?

Answer 21

The leader imposes a solution. One side wins and the other loses - hence the term win/lose. Useful in a crisis because it resolevs the issue quickly/ also when authority is being challenged or when the impact on future relations with the group is minimal. Like accommodation, it does nto permanently address the problem.

Question 22

What does the conflict resolution tactic of Avoid entail?

Answer 22

The leader withdraws from the situatin or accepts it, elaving the conflict to be resolved by others or remain unresolved. Useful when the conflict will resolve soon without any direct intervention or when the conflict or relationship is not worth the time investment. Leaders should be aware that avoidign conflict can weaken theri role in the organization adn may damage the group by leaving a problem unresolved or allowing ti to be poorly resolved.

Question 23

What does the conflict resolution tactic of Collaborate entail?

Answer 23

The leader and those in conflict accept the fact that they disagree adn look for a third way, a new solution to the problem of the conflic. Since both sides contrubte to the solution, this may be seen as a win/win conflict resolution. Useful when the stakes are high, relationships are important, and time allows. There is greater chance for an enduring, equitable, mutually satisfying resolution.

Question 24

What does the conflict resolution tactic of Compromise entail?

Answer 24

The leader asks those in conflict to bargain - altering positions on different issues until a mutually acceptable solution is defined. The solution relies on concessions. For this reason, it is often referred to as lose/lose conflict resolution. Useful for complex issues, when both sides are determined to win, and when time doesn’t allow for true problem solvg. Solutions may be temporary or only partially effective, but when strong personalities are involved, it does preserve the egos of all involved.

Question 25

Negotiation

Answer 25

A process in which two or more parties work together to reach agreement on a matter

Question 26

What are the three negotiating styles?

Answer 26

Soft
Hard
Principled

Question 27

What is the soft negotiation style?

Answer 27

Negotaitors value the relationship more than the outcome and will back down on the issues in the itnerest of reaching agreement- even if they are no longer getting what they want.

Question 28

What is the hard negotiation style?

Answer 28

Negotiators are committed to winning, even at the cost of the relationships

Question 29

What is the principled negotiation style?

Answer 29

The negotiators aim for mutual gain, applying process developed by Roger Fisher and William ury called interest-based relational negotiating or integrating bargaining.

Question 30

Describe Fisher and Ury’s negotiationg style

Answer 30

Emphasize th eneed to focus on the problem instead of personal differences and on mutually bneefecial outcomes rather than hard postiions.

Question 31

What are the six phases to principled negotiation?

Answer 31

1. Preparation - the negotiator identifies critical needs, wants that could be concessions, and possible demands from the other side.
2. Relationship building - truth is built with the exchange of personal information that reveals character
3. Information exchange - Position and needs are explained by both sides (perspective staking - seeing the issue from both sides)
4. Persuasion - Negotiators seek mutually beneficial options rather than trying to win the other side to their own position
5. Concessions - Both sides find items that are not essential to the agreement
6. Agreement - Agreements may be legal instruemnts or verbally expressed understanding