Relationship Management (Competencies)

Question 1

Networking

Answer 1

Process of developing mutually beneficial contacts through the exchange of information

Question 2

Benefits of networking

Answer 2

1. Maintain awareness of what’s going on in the field
2. People can act as mentors & coaches
3. Effective collaborators
   Meet highly valuable people called connectors

Question 3

Stakeholder concept

Answer 3

A concept that proposes that any company 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 company and its activities.

Question 4

Who are HR’s Stakeholders?

Answer 4

External customers
Internal Customers
Suppliers
Communities, political groups, and government

Question 5

External customers

Answer 5

Those receiving or purchasing the company’s products or services and those who seek a return on their investment in the company.

Question 6

Internal customer

Answer 6

The different roles in the company.. management, board of directors, functional leaders, and employees.

Question 7

Suppliers

Answer 7

Staffing suppliers, vendors, or internal IT that provides necessary support.

Question 8

Negotiation

Answer 8

The process by which 2+ parties work together to reach an agreement on a matter. Involves distinguishing between needs and wants

Question 9

What is the key to networking, creating teams, and making agreements?

Answer 9

the ability to build and sustain relationships

Question 10

What are good working relationships characterized by?

Answer 10

Trust and openness

Question 11

What are the results of relationships with high trust levels?

Answer 11

easily solved conflicts or none at all and easily accepted negotiations

Question 12

Emotional Intelligence

Answer 12

The quality of being sensitive to and understanding of one’s own and other’s emotions and the ability to manage one’s own emotions and impulses.

It helps people from different backgrounds to work productively together.

Question 13

What qualities should we recognize in others to build trust?

Answer 13

Common values, aligned interest, benevolence, competence, integrity, and communication

Question 14

What are the 3 types of negotiating styles?

Answer 14

Softs
Hard
Principled

Question 15

Soft Negotiations

Answer 15

Negotiators value the relationship more than the outcome and will back down on issues in the interest of reaching agreement- even if they are no longer getting what they need

Question 16

Hard Negotiations

Answer 16

Negotiators are committed to winning, even at the cost of the relationship.

Question 17

Principled Negotiation

Answer 17

Negotiators aim for mutual gain, emphasizing the need on the problem instead of personal differences and on mutually beneficial outcomes. The goal is a win-win solution.

They identify common interests and make them a goal of the negotiation. They are creative.

Question 18

Deadline negotiation tactic

Answer 18

This is a one time offer

Question 19

Brinksmanship negotiation

Answer 19

take it or leave it

Question 20

Low/highballing negotiation tactic

Answer 20

making ridiculous, probably unacceptable demands

Question 21

The 6 phases of the principled negotiation process

Answer 21

1. Preparation
2. Relationship building
3. information exchange
4. Persuasion
5. Concessions
6. Agreement

Question 22

5 Conflict resolution modes

Answer 22

1. Accommodate
2. Assert
3. Avoid
4. Collaborate
5. Compromise

Question 23

Accommodate mode

Answer 23

The leader restores good relations by emphasizing agreement and downplaying disagreement.

Beneficial: Useful when there is little time to be lost and movement forward is needed.
Problem: doesn’t address the root of the conflict

Question 24

Assert Mode

Answer 24

The leader imposes a solution. One side wins, and the other loses.

Beneficial: useful in a crisis because it resolves the issue quickly. Also, use when authority is being challenged
Problem: it doesn’t permanently address the problem

Question 25

Avoid mode

Answer 25

The leader withdraws from or accepts the situation, leaving the conflict to be resolved by others or unresolved.

Beneficial: useful when conflict will resolve soon w/o direct intervention or when the conflict or relationship is not worth the time investment.
Problem: avoiding the problem weakens the leader’s role in the company. Group damage

Question 26

Collaborate mode

Answer 26

The leader and those in the conflict accept that they disagree and look for a 3rd way, a new solution to the problem. Since both sides contribute to the solution, this may be seen as a win/win conflict resolution.

Beneficial: useful when the stakes are high, and relationships are important, and times allow. Greater chance for an enduring, equitable, mutually satisfying resolution
Problem: requires time and strong interpersonal skills.

Question 27

Compromise mode

Answer 27

The leader asks those in conflict to begin- altering positions on different issues until a mutually acceptable solution is defined. The solution relies on concessions. Referred to as lose/lose resolution

Beneficial: used for complex issues when both sides are determined to win and when time doesn’t allow for true problem-solving. Preserves egos for all parties.
Problem: solutions are temporary and partially effective.