Effective Management 7th Edition Chuck Williams - Solutions

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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 Facebook?
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 threat to walk away?
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 the first offer?
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 agreement. Recall the final stages of the agreement, in particular how the final concession that
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 agreement when the negotiators reach the exchange phase?
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 traditional format.
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 and so was not directly involved in the enterprise negotiations but two years ago the factory was set
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 skills appropriate for both strategies?
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 representative needs?
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 preparation.)
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 on your behalf, what instructions would you give? (Perhaps develop a simple context, such as buying
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 overcome?
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 process; and actions of the negotiators are going okay, are difficult or are about to deadlock.
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 honest assessment. What were your exit strategies?
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 reach a good decision? What didn’t help? Which of these helpful actions could realistically be
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 look at new potential solutions?
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 potential purchaser realises the vendor, who over the years has built the company up from nothing, is
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 held at the club’s premises. Clubs often come to an arrangement with a caterer to run the bar and
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 often boils down to big decisions over little details. Although some decisions involve plant colors
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 meet and offer feedback. The policy has produced many visible improvements to the company. Because
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 Candace Stathis, who joined the team as a camp counselor. Ryan soon recognized that Stathis was a
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 chain, however, required a shift from a family-based culture to a business- and performance-based
Describe the four components of the general environment.
How do environmental change, environmental complexity, and resource scarcity affect uncertainty?
Describe the process that companies use to make sense of their changing environments.
Explain how organizational cultures are created and how they can help companies be successful.
After a trip to cacao farms in Central America, Joe Whinney decided to build the first organic, fair-trade chocolate factory in the United States. Whinney hoped to help solve social and environmental issues by operating a profitable and ethical business. Theo Chocolate is finding good success in
Describe the U.S. Sentencing Commission Guidelines for Organizations, and explain how they both encourage ethical behavior and punish unethical behavior by businesses.
Explain what practical steps managers can take to improve ethical decision making.
What are the U.S. Sentencing Commission Guidelines? How do they punish unethical behavior?
Explain the steps and limits to rational decision making.
Discuss the benefits and pitfalls of planning.
Explain whether social responsibility hurts or helps an organization’s economic performance.
Specify the components of sustainable competitive advantage and explain why it is important.
Describe the steps involved in the strategy-making process.
Describe the different kinds of industry-level strategies.
Explain the components and kinds of firm-level strategies.
What is a firm-level strategy?
Discuss the different methods that managers can use to effectively manage innovation in their organizations.
Discuss the different methods that managers can use to better manage change as it occurs.
How do change forces work to bring about change? How do resistance forces work against change forces?
Discuss the impact of global business and the trade rules and agreements that govern it.
Although an American brand, Holden apparel is made in China. The company would like to manufacture in the United States, but government regulations, labor costs, and high corporate tax rates are too heavy a burden. Availability of materials is another factor, as many of the pieces that Holden
Explain the different ways that companies can organize to do business globally.
Explain how to find a favorable business climate.
Describe the difference between organizational structure and organizational process.
Discuss the different methods for job design.

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Effective Management 7th Edition Chuck Williams - Solutions

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