The intent of this paper is to focus on the job negotiation dynamics of a recent interview with Dell for a Support Services Global Product Manager position in Aliso Viejo. The initial interview took place via telephone with a follow-on (in person) interview scheduled in two weeks. This paper will address the preparatory steps taken with respect to the pre-job negotiation, job negotiation, and post-mortem job negotiation stages of the initial interview. Pre-job negotiation preparation consisted of an analysis of the hiring manager’s BATNA, interests, issues, and (salary) reservation point. Not only did I leverage online research material (i.e. Glassdoor.com, Salary.com, and UCI’s catalyst system), but also organizational insight from an EMBA alumnus who currently works at this Dell location. The alumnus provided details regarding Dell-related interests, issues, and corporate strategy. I combined this acumen with that of online resources to create both my planning document and weighted scoring system tools. The first tool created was my planning document which helped define my interests and issues [e.g. salary, salary raise (annual), vacation time, retirement package, performance bonus, and insurance coverage], the priority rankings for my issues, and my preferences for each of the positions (Exhibit A). The secondary intent of the planning document was to reveal the hiring manager’s probable preferences with respect to interests and issues (e.g. hiring and keeping
Dr. Margaret Neale, Professor of Organizational Behavior, Stanford University Graduate School of Business, the narrator and instructor, describes the objective of the video. She drives us though the process and gives us tips, recommendations, common errors and many explanations about what is happening during the negotiation.” (Video Media Group of the Stanford Alumni Association, 1997)
into various sale and business management positions. I saw negotiations as an opportunity for me to win,
Our team approached this negotiation case in a very efficient way. Each of us had a very clearly job assignment. Two people took care of the calculation while the other two people were responsible for the negotiation. Thus we quickly built up a model and provided several options to our counterparts with different terms but same net value of the final bargaining agreement to our team.
1. How did you plan for the negotiation? Explain how you decided on a strategy?
For our interview, we chose negotiator William Eginton – Senior Vice President – Corporate Development. Mr. Eginton works for Ametek, a leading global manufacturer of electronic instruments, electronic instrument group (EIG), and electromechanical devices, electromechanical group (EMG). Mr. Eginton joined Ametek in 1993 as an Assistant to the Chief Financial Officer (CFO) and in the role he had responsibilities in the development and implementation of the company’s re-capitalization plan and also worked closely with Ametek’s divisions to develop their strategic plans. In 1995 Mr. Eginton was promoted to Controller of the Panalarm Division, when, in addition to his financial responsibilities, he led strategic planning process for that business. In 1996 Mr. Eginton was promoted into the Corporate Development department to help build Ametek’s acquisition program. In 2004 the Board of Directors (BOD) elected Mr. Eginton to the Senior Vice President-Corporate Development role. Mr. Eginton holds a BBA in Accounting/Finance from the University of Notre Dame and an MBA from Duke University. Mr. Eginton also is a Certified Public Accountant (CPA). From 2004 – 2015 Mr. Eginton has successfully negotiated 48 acquisitions for Ametek.
Negotiations are something that everyone experiences and does at some level. Even if informal, people negotiate and barter using what they have to offer to get what they want all of the time. However, there are times in life where the negotiations are much more serious and the stakes a lot higher. Whether official or unofficial, there are negotiation tactics and conditions that should be watched out for because they are a sign of potential problems.
Pre-negotiation preparation is essential for the optimal outcome of a negotiation, as it allows one to design a strategy and plan that can increase the probability of a beneficial agreement. Good preparation means thorough understanding of one’s own and the other party’s relevant information, including interests, constraints, and tradable resources. An effective negotiator should know one’s own best
In any negotiation, preparation is crucial; and having a set, outlined process to follow when preparing helps mitigate a potential oversight of any significant issues within the negotiation. Following a set process also helps one stay on task and in-line with what the important issues and factors are in a negotiation. In Bargaining for Advantage, G. Richard Shell provides a well-structured framework to follow in planning for a negotiation. For this reason, I used Shell’s negotiation preparation framework to plan for the negotiation between Rapid Printing Company (Rapid) and Scott Computers, Inc (Scott).
Kurtzberg, T. R., & Naquin, C. E. (2011). The essentials of job negotiations: Proven strategies
The report describes the skills and ability possessed by a sales manager in a rebuttable company in delivering an astonishing service which helps the company to achieve a desirable goal. It is my dream to be one of the best sales mangers across the globe to work with a notable company, however to attain this desire, I interviewed one of the top sales managers in other to ascertain the ideal negotiation skills, intercultural communication competence and cultural sensitivity that are needed at that work place in other to attain success. The sales manager has been working as a sales person for the past twelve years and has won three yearly-organised best worker awards at his firm.
I planned for this negotiation by first identifying what my goals were, choosing an appropriate strategy than creating a planning document that incorporates all the aspects of negotiating demonstrated above.
My primary goals from this negotiation is to choose a working place which meet my passion, experience and knowledge. There are two divisions that fulfill my requirement which are human resource division and public relation division. I
Negotiating is a practice that allows for two sides to reach common ground and agree upon a specific settlement or transaction. During this at times complicated process, the bargaining sides develop a measure together to move forward in their business process. As a lead negotiator of a small firm, the research and analysis of the sought after contract has to be thoroughly conveyed to the U.S. Government. The small business’s negotiating team should be very familiar with the federal negotiating team and all that the federal government is expecting from the product they desire. As there are hundreds of competitors out there, it is safe to assume that there are multiple products out there. However, the negotiating firm of the small business must use different negotiating gambits and pay particular attention to the body language and examine the language used during the entire process.
Negotiation is a complex process. Fells (2009) defines negotiation as “a process where two [or more] parties with differences which they need to resolve are trying to reach an agreement through exploring for options and exchanging offers” (p.3). For most employers, salary negotiation is standard and expected. For the prospective employee, negotiating a salary and benefits package requires knowledge of negotiation tactics and an understanding of his or her desired outcome. Furthermore, effective negotiation requires the negotiating parties to adapt his or her tactics and approach to the environment (Korobkin, 2014). Negotiating salaries is unique because the stakes are
To develop the appropriate tone in the earliest stage of negotiation, negotiator should not commence with a heavy issue and a rush action. In this study case, Caitlin opens their meeting by questioning whether George has read her summary or not. This issue will not lead our counterpart to their comfort level. The other mistake is her opening has positioned George as if he is a subordinate for Caitlin, even though she softens it by “I hope” phrase. In addition, as a CEO, George may has a limited time to read Caitlin’ summary. Therefore, he may not expect the other person will impede his tight schedule.