Negotiation strategies $$

Distributive bargaining $$ involves a competing, win $$ lose approach and tends to be sued when one party's goals are in direct conflict with the goals of another party

Integrative bargaining $$ invoices a collaborative, win$$win approach, and tends to be used when the nature of the problem permits a solution that is attractive to both parties.

The formal negotiation process

$1.$ Preparation

$2.$ Determine the negotiation process

$3.$ Negotiating the agreement

$4.$ Closing the deal

Managerial advice

$-$ A costly conflict resolution; the importance of negotiation

Power

$1.$ Legitimate power

$2.$ Reward power

$3.$ Coercive power

$4.$ Expert power

$5.$ Referent power

Do managers have a responsibility to ensure that conflict is functional or to dysfunctional conflict?

Under what circumstances is it ethically appropriate to sue coercive power? When should managers not sue coercive power to deal with problems in organizations?

As a chairman of the board and CEO of a major corporation, is it appropriate for you to select he other board members? Why or why not?

If you control resources that are critical to an organization, you have power. Are the circumstances in which it would be acceptable to use that power to garner more resources for your unit?