Questions and Answers of Effective Management

• Adopt the role of either the CEO or the senior partner and develop a broad plan to get the negotiation started and then progress in a more effective way.In answering these questions, think about
• What phase(s) did the negotiations go through?
• What words can be used to describe the nature of the negotiation between the CEO and the senior partner?
5. An owner of a small but profitable professional services business was bought out by a larger firm in the same sector. One of the sale terms was that in addition to receiving a payment in cash and
4. Draw up a chart of things that might happen in a negotiation that could indicate to you that a phase was drawing to a close and that it is time to move on.
3. Reflect on some of the negotiations that you have been involved in – perhaps an informal one if you haven’t been involved in any formal business negotiations. Are you able to recognise phases
2. What factors might influence a negotiator to be motivated to maintain their demands (MD)?What factors might increase their motivation to reach an agreement (MA)? What might a negotiator do
1. What are the main challenges that face negotiators right at the start of a negotiation? How might these challenges be met?
What advice on negotiation can you offer the managing director and his procurement manager?
5. You have been engaged as a business negotiation consultant to assist a client company in a forthcoming major negotiation. The company makes machinery and doing this produces a lot of industrial
4. Four years ago Valve Co. entered into a 10-year contract whereby it supplied Piston Co. with valves that Piston Co. then used in manufacturing pistons used in heavy moving and mining equipment.
How might you handle the ensuing discussion with the supplier’s negotiation?
List some of the things it would be useful to consider before making a decision about whether or not to agree to a reduced payment term.
3. Towards the conclusion of what has been a generally amicable negotiation over the annual renewal of a supply contract that for several years has proved mutually beneficial to both companies, the
What challenges do you think the negotiators might face in managing these negotiations?
2. The boards of directors of two very similar companies could see that if they merged they would reap the benefits of economies of scale and lower costs through rationalising duplicated operations.
1. Explore a possible relationship between negotiator motivations (to maintain demand and to reach agreement) and the notions of deal prospecting and deal-making. (Perhaps have another look at
A backpacker from Europe has just arrived in Australia at the start of a year-long holiday. She has no fixed schedule but plans to move around the country as the opportunities arise. She needs some
6. Have you always told ‘the truth, the whole truth and nothing but the truth’ when negotiating?
5. Can you think of an instance when your gender affected your negotiation behaviour? What happened, and why? How might the situation have been handled differently?
4. Box 2.1 earlier in the chapter lists a number of biases that negotiators might well have. Think of some negotiations or even some discussions (e.g. with friends). Which biases might you have
3. What are you like as a negotiator? Deutsch (1990) suggests that negotiators can evaluate themselves across six dimensions. These are based on characteristics shown by negotiators and can be made
2. What does it mean to take an ‘other-directed’ approach when negotiating? List some examples of one-sided and other-directed thinking and behaviour. How can we be ‘otherdirected’without
1. Why is reciprocity important in negotiation and how might you make use of it when faced with a difficult situation in a negotiation?
When considering whether a course of action is the right thing to do, ask yourself these questions:• Is it right?• Would I welcome this being done to me?• Would I like to read about this on
What if the other party presents a proposal at the outset and insists on going through it in some detail?
What if – for whatever reason – they do not accept our price? What else can they do?How will we react if they don’t do what we expect and concede to our price?
Unpack the bargaining mix: always ask ‘Why?’, ‘What if?’ and ‘Can we get a better outcome than this?’
6. What are the risks associated with the strategy of reaching agreement on an issue by splitting the difference? How might these risks be minimised? Would making multiple offers help?
5. Why do you think reaching agreement by trading off less important items is common? What needs to have happened earlier in the negotiations for this approach to actually be of benefit?
4. How can you let the other negotiator know that you have a very good walk-away alternative without it appearing that you are threatening to walk away? How might you counter the other party’s
3. When it comes to the time in the negotiation to start putting firm offers on the table with a view to achieving an agreement, what do you think might be the advantages and disadvantages of making
2. Consider some negotiations in which you have been involved, such as buying a car or renting a unit – preferably negotiations in which you reached an agreement, but also others where there was no
1. Negotiations will often start with each party stating their goals and what they want to achieve. If these opening positions become ‘locked in’, how does that make it more difficult to reach
What might be the risks? What needs to happen for negotiations to succeed?Finally, make a decision – giving your reasons – about whether to recommend this approach or negotiate in the more
As a management or union negotiator, what advice will you give to those you represent (the rest of the management team, or the workforce)? What might be the benefits of such an approach?
7. A factory that makes pipes and valves for the mining industry is due to renegotiate its enterprise agreement with the Manufacturing Workers Union. The factory used to be part of a larger company
6. What sort of imagery might be developed to portray the model of pragmatic gains bargaining presented in Figure 11.5?
5. What are the practical difficulties in following a strategy to first negotiate to increase the size of the pie and then negotiate to claim a good share of that pie?
4. What circumstances might encourage a management and union to try to develop a new collaborative approach to their negotiations? What factors might discourage or undermine such an approach?
3. Draw up a list of skills that a negotiator might need to be effective when implementing a distributive bargaining strategy. What skills are needed to be effective at integrative bargaining?Are any
2. What might be done by either management or union negotiators to manage the asymmetry of the workplace context to their own advantage?
1. What are the differing pressures on management and union negotiators when they sit down to negotiate the pay and conditions of employees? What qualities and skills do you think an employee
5. What leadership skills do you think a negotiator needs? When might they be particularly needed?
4. Why can negotiators find themselves ‘separated’ from those they are negotiating on behalf of? What are the possible consequences of this separation? Should it be avoided?
3. Why do negotiations on behalf of others seem more competitive? What extra challenges are there where the constituency is a large group?
2. ‘Grasp the big picture’ is good advice when preparing for a negotiation. How can this principle be put into practice? (You might want to look back at Chapter 3 for some more thoughts on
1. What are the primary challenges that you face when you have been delegated by a group of friends or work colleagues to negotiate something on their behalf? If you were asking someone to negotiate
5. Develop imagery that will help you to think about the different phases of a negotiation.
4. What do you think might be the main challenges facing negotiators who come back to the negotiation table after a period of entrenched deadlock in their negotiations? How might these challenges be
3. Complete the following table by providing examples of things that might be happening in the negotiation that would be indicators of the following: discussions over the issue;management of the
2. Which deadlocks do you think might be the most difficult to handle: those relating to the issue, the process or the actions of the negotiators?
1. On a scale of 0 (enjoy it) to 10 (really don’t like it) how do you feel when a conversation or negotiation gets difficult and tense? Think of some times when this has happened, and then make an
6. Think of an informal or social situation in which you, as part of a group, have had to come up with some ideas to plan something, such as what to do over the coming weekend. What helped the group
5. Can you think of an example where a new issue was introduced into a negotiation to expand the bargaining mix? How did this happen?
4. What are some practical ways to introduce brainstorming creativity into a generally competitive negotiation?
3. What is the difference between a problem-solving group and a negotiation?
2. What are the risks in presenting a potential solution to the differences between the parties too early?
1. How might you recognise when a negotiation is moving into a phase where solution-seeking is likely to be productive? What might be some indications that the other party is genuinely prepared to
5. Have someone read an article from a newspaper or website about a topic of current interest.Then review how effectively you were listening with each of your ‘four ears’.
Develop some good open-ended questions to prevent this from becoming a competitive negotiation over price.
4. A company, looking to purchase another, realises the cash benefit that would emerge from spinning off some of the merged activities into separate companies. Having conducted due diligence, the
What factors should the treasurer take into account when deciding which budget to show to the caterer when they meet to negotiate a new arrangement?
3. A lawn bowls club’s revenue typically comes from three main sources: members’ fees, sponsorship and ‘money spent over the bar’. This last category includes revenue from private functions
2. Discuss how the commonly held notion that ‘information is power’ can apply in a negotiation. How helpful is this notion in relation to finding negotiated outcomes?
1. What might inhibit a negotiator from fully answering a question?
Describe the departmentalization approach to organizational structure.
Explain what companies look for in managers.
Discuss the top mistakes that managers make in their jobs.
Describe the transition that employees go through when they are promoted to management.
Explain the five components of the specific environment.
Explain to whom organizations are socially responsible.
Explain for what organizations are socially responsible.
Explain how organizations can choose to respond to societal demands for social responsibility.
Teresa Carleo, owner of Plant Fantasies, is the gardener for such well-known New York City properties as the Trump Organization, John Jay College, and Jack Resnick & Sons. In landscaping, success
Discuss how companies can use plans at all management levels, from top to bottom.
Explain how group decisions and group decision-making techniques can improve decision making.
Explain the different kinds of corporate-level strategies.
Explain why companies choose to standardize or adapt their business procedures.
Discuss the importance of identifying and adapting to cultural differences.
Explain how to successfully prepare workers for international assignments.
Differentiate between mechanistic and organic organizations and identify which design technique is appropriate for each.
Explain the methods that companies are using to redesign internal organizational processes (i.e., intraorganizational processes).
Describe the methods that companies are using to redesign external organizational processes (i.e., interorganizational processes).
Explain how to enhance work team effectiveness.
Explain how different employment laws affect human resource practice.
Explain how companies use recruiting to find qualified job applicants.
Describe the selection techniques and procedures that companies use when deciding which applicants should receive job offers.
What are the components of goal-setting theory?
Although consistency and conformity are critical to the success of any chain, Camp Bow Wow seeks creative input from its franchisees. Founder Heidi Ganahl keeps a door open for anyone who wants to
Describe who leaders are and what effective leaders do.
Describe how path‒goal theory works.
Sue Ryan, a Camp Bow Wow franchisee from Colorado, knows the ins and outs of managing a care center for pets. To help launch her business a few years ago, Ryan recruited experienced pet-care worker
What are the four management functions?
Describe different kinds of managers.
Explain the major roles and subroles that managers perform in their jobs.
Explain how and why companies can create competitive advantage through people.
Discuss how changing environments affect organizations.
In 10 years, Camp Bow Wow has grown from a single kennel in Denver, Colorado, to a $40 million business, with more than 150 locations. The transition from a small family business to a national
Describe the four components of the general environment.

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