Negotiation Readings, Exercises And Cases 7th Edition Roy J. Lewicki, Bruce Barry, David M. Saunders - Solutions

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What particular dimension or dimensions of culture seem to be most central to the problems that Jim is experiencing?
What are possible causes of Jim’s ineffectiveness in leading his sales team?What are sources of Jim’s deteriorating relationship with his boss, Carlos?
In a coaching meeting with Jim, what insights would you share with him about cross-cultural differences that might be at the root of his problems? How should Jim behave differently to help improve his present difficulties at work?
From what you have learned in this chapter, what are some sources of the present ethnic friction in the Czech Republic?
Why do local governments and the changing hiring practices of MNCs often find themselves struggling in the middle of such ethnic conflict with increased migration across national borders?
What social tensions are you aware of in your own country related to the increasing trend of cross-border migration, both documented (legal) and undocumented (illegal)?
How is the present case consistent with the global trend of migration and movement of labor across national boundaries?
In the face of the major labor movement trend described in this case, how do you feel about the hiring and employment policies and practices of the construction company, Allenco? Should they be changed?
What should the workers’ union be doing in working toward an appropriate resolution to this difficult situation? Should the union continue to exclude foreign workers from its ranks?
What kind of solutions could the Norwegian government offer, within the limits set by EU regulations, to help resolve the situations faced by Pavel and Ola?
What are possible implications of this trend in Latino migration for HR planning in businesses in Europe?
What are possible sources of workplace conflict that might arise as Latinos enter the mainstream labor force in larger numbers?
What are particular practices and activities that European managers and HR professionals can engage in to take advantage of this migration trend for Latinos in Europe?
What are the key characteristics of Accenture’s knowledge management strategy?
Why does Accenture’s knowledge management strategy fail to utilize the human resource knowledge generated in East Asia?
What do you think would be the key roles that managers could play to improve the current knowledge management strategy at Accenture?
How do you think IBM was able to achieve its alignment between its global competitive strategy and human resource management?
Why do you think IBM employees in America would welcome the acquisition of IBM by Lenovo?
What do you think the main role of a human resource executive should be in taking advantage of the presence of talented people around the world?
What social and cultural issues are presenting challenges to successful acquisitions of German firms by foreign companies?
Besides attention to internal issues, why must cross-border acquisitions also pay close attention to government policy and broader labor market issues?
What recommendations do you have for the foreign owners and management of newly acquired firms like Grohe to help them successfully ride the conflicts and challenges attending needed economic transformations in high social welfare countries like Germany?
What changes in global work supply have taken place that contributed to the situation of Gap and its global workforce?
What are possible forces that might contribute to an MNC’s lack of a sense of responsibility toward workers in different parts of the world who produce its products or deliver its services? In fact, what external forces can even interfere with this sense of responsibility?
Is this opening scenario dealing only with a global phenomenon? Can you think of local work outsourcing arrangements where there is a clear gap between the nature of treatment and benefits of an organization’s regular employees and outsourced or contracted workers who also supply labor to meet
Why would you say an MNC in its HR planning should be interested in gaining a greater representation of women employees across its various employee levels, including the top leadership ranks?
What are particular obstacles that women might face in gaining higher positions of responsibility in their organizations? Would you consider some industries and specialties less conducive to increased women leadership?
What would you recommend for Fran Keeth to assist her in HR planning to achieve greater women representation among top management?
How does the Code Jam method improve on more traditional HR planning approaches to ensure timely availability of appropriate talent to meet work demand?
How is Google’s Code Jam effort consistent with an overall geocentric or regiocentric staffing approach?
Besides the rapid generation of viable candidates, what are other possible benefits to Google of this highly publicized Code Jam event in South and Southeast Asia?
=1. How important is the outcome to be gained from this negotiation?
=2. How important is the past, present, and future relationship with the opponent? The following paragraphs describe ways to decide about these two questions and other factors to consider in answering them.
=• How much do you value truth, integrity, manners, courtesy?
=• Is respect an important issue for you?
=• How important is fair play? (And, for that matter, how do you define fair ?)
=• How much of your ego is involved in this—your reputation, your image? How concerned are you about how you will see yourself—or others will see you—if you get what you want, or don’t get what you want?
=• Is this negotiation voluntary or imposed? Are both parties going into it willingly, or has it been assigned by a manager or some other constituency whose voice and support are influential?
=• Is the situation highly structured? Are there rules, laws, and management mandates that will direct the negotiation?
=• Is the agenda already established? (Can it be changed if necessary?)
=• Finally, realize that the setting plays an important part in the proceedings and in the results. Consider not only the physical environment but elements of the psychological setting, including the players, both individuals and groups; their cultures and behavior; and established norms,
=• Have all the essential issues been discussed?
=• Is the agreed proposal workable by both parties?
=• Does the agreement clearly specify what is to be done by both sides, including payment terms, delivery schedules, product specifications, and so on?
=• Have the major barriers to implementing the deal been identified and the means to overcome them agreed to?
=• In case of potential disputes during implementation, what mechanisms have been instituted to resolve them?
=• If either of the parties needs to renegotiate the terms, what procedures should be followed?
=• Which issue does the other party want to return to constantly?
= • Which issue makes him or her the most emotional, tense, or stressed?
= • Which issues are most likely to lead your counterpart to try to control the conversation, rather than listen?
= • What is the other side most obstinate about when you ask for a concession or compromise?
=• Have a chance to voice their views and be listened to respectfully and empathetically?
=• Feel their concerns are being taken seriously?
=• Receive accurate and reasonably complete information?
=• Receive sufficient explanations to help them understand and accept arguments made to them?
=• Feel they have a role in the decision-making process?
=• Have sufficient time to make thoughtful decisions?Equity —the sense of a win-win deal. For example, do all parties
=• Feel they have received a reasonable return for their contributions?
=• Feel that everyone benefits to a degree comparable to what each has brought to the table (balanced against the realities of supply and demand)?
=• Feel that their benefits measure up to those received by others in equivalent positions?
=• Understand and accept why any disparities in the agreement are justified?Follow-through —how the agreement is implemented. For example:
=• Are promises kept?
=• Does the outcome correspond to claims made during the negotiation?
=• Were mistakes corrected?
=• Have the parties sought to maintain the spirit as well as the letter of the agreement?
=• Do the parties continue to communicate openly and treat one another respectfully?
=• Is there reasonable flexibility in dealing with problems, new information, and unforeseen changes?
=1. Understanding the issues—that is, what is to be negotiated.
=2. Assembling the issues and defining the bargaining mix:
=• Which issues are most important and which issues are less important?
=• Which issues are linked to other issues, and which are separate or unconnected?
= 3. Defining the interests:
=• What are your primary interests?
=• What are the other’s primary interests?
= 4. Defining limits:
=• What is our walkaway point on each issue—that is, what is a minimally acceptable settlement for each issue or the issues as a package?
=• If this negotiation fails, what is our best alternative to a negotiated agreement(BATNA)?
= 5. Defining targets and openings:
=• What will be our preferred settlement in each issue?
=• What will be our opening request for each issue?
=• Where are we willing to trade off issues against each other in the bargaining mix?
=6. Constituencies: To whom is the other accountable for the solution—that is, to whom does he or she report or have to explain or defend the outcome? Does this party also have to be involved in issue definition and goal setting?
=7. Opposite negotiators: Who is the other party (or parties) in the negotiation?
=• What information do we have about them?
=• What issues will they have?
=• What priorities are they likely to have for their issues?
=• What are their interests?
=• What has been my past relationship with them? What future relationship do I need to have, or would I like to have with them?
=• What is their reputation and style, and how should I take this into consideration?
=8. Selecting a strategy:
=• What overall negotiation and strategy do I want to select? How important are the outcome and the relationship with the other?
=• What strategy do I expect the other will be selecting?
=9. Planning the issue presentation and defense:
=• What research do I need to do on the issues so that I can argue for them convincingly and compellingly?
=• Do I have (or can I prepare) graphs, charts, and figures that will clearly communicate my preferences?
=• In what order and sequence should I present the information?
=• What arguments can I anticipate from the other party, and how am I going to counteract their arguments?
=• What tactics will I use to present my arguments or defend against the other’s arguments?
=• What tactics will I use to try to move us toward agreement?
=• What roles will different people play in the negotiation?

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Negotiation Readings, Exercises And Cases 7th Edition Roy J. Lewicki, Bruce Barry, David M. Saunders - Solutions

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