Job Offer Negotiation

Gina Blair represented a competitive-cooperative negotiation strategy which represented a middle ground, both combined in a style which was open minded but assertive. Gina had scheduled the telephone meeting between herself and Daniel Trent; therefore she had more knowledge about what was going to be discussed. As she had initiated the negotiation she had prepared well for the issues concerning her clients. She presented her negotiation in a logical structure, showing that she had prepared all the areas of concern which she intended to address. Her preparation allowed her to identify and prioritise her client’s concerns. She avoided small talk and was very direct, her approach was assertive and she projected confidence. She had a clear understanding of the issues which were of concern to her clients and had proposed

I invested a significant amount of time to prepare for the Byrnes, Byrnes & Townsend negotiation meeting. I represented Mrs. Townsend, the plaintiff in this case and I chose co-operative strategies and tactics for this negotiation exercise. For me to address the liability and evaluate the case, I had to divide the facts in four categories: weaknesses and strengths of the opponent, weaknesses and strengths of my case. From the class discussions, I learned that the success of the negotiation directly depends on the preparation stage, therefore, I carefully assessed the obtained information, evaluated interests of both parties, set out substantive, intangible, and procedural goals, developed mine and my opponent`s BATNA, set the limits, and implemented negotiation strategy and tactics.

5. What, if anything, could the foremen have done differently to help the group's conflict management and decision-making process?

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. Review text pages 137–139 in Chapter 4. These pages cover step 9 in the planning process, assessing the social context of negotiation.

Summary: This was a multiparty negotiation, which involved 6 players all with very different negotiation styles. It was an exercise in which teams easily form a coalition. There were concessions about the value added each team would bring to the “table”, and my team in a situation of power saw how negatively the other teams reacted in name of fairness and how important was to share the pie.

1. Why are Houston Fearless 76, Inc. (HF76) managers unhappy with the company’s existing sales incentive plan? Are weaknesses in this plan a major cause of the company’s performance problems?

created for the Harvard Negotiation Project by Bruce M. Patton, based on an idea from the American Arbitration Association. Copies of the original

In our recent negotiation, my partner Dave and I assumed the roles of Alan Hacker, a computer software developer, and Alan Hacker’s lawyer. Being the lawyer in the negotiation my objective was to avoid litigation with my client’s partner Stanley Star and to aid in the continuation of my client’s co-owned company HackerStar. In addition, I would assist Hacker in coming to an agreement that would be satisfying for him both personally and financially. I felt that Dave and I presented a reasonable argument on Hacker’s behalf and, since I was able to apply some of our class readings during the process, I was overall pleased with the outcome.

Provisions to this plan include bonuses of as much as 5%of an employee’s base salary just for meeting production quotas and managers will be limited to a 30% wage increase for improved performance (Robles).

Dan Price made an interesting investment in his greatest asset of his company which are his employees. Dan decision to raise minimum wage to $70,000 a year was amazing for those entry level employees. This was a great gesture to motivate the non-management employees, but the fact that he didn’t provide an incentive for his management team made this move not as effective as it could have. I believe one of the things he should have done instead of raising the minimum salary to $70,000 he could’ve provided those seventy out of the 120 employees with a $60,000 minimum salary, which would loosen up an extra $700,000 annually. Then he could’ve gave his management team a $5,000 bonus as well, which would leave an extra $250,000 annually. With the extra $250,000 he could set in place a tangible goals with bonuses attached to them to provide a competitive work environment, motivating all employees to reach the

Substantiation and Risk Analysis: Jane was given a $500 raise for her satisfactory work and a $300 bonus. These benefits are more of a reward for tenure rather than performance. We want to ensure that Jane wants to improve as that would be beneficial for her and the company. We hope this serves as motivation.

The salary structure is inconsistent with people carrying out identical jobs having pay differences of up to £3,000 pa. This may cause friction within the team. Even when the company promotes an incentive bonus scheme for the production staff, the targets have not been met. And so the bonuses have never been paid. We do not know from the information given whether the targets are unrealistic or the workers do not see the scheme as being worthwhile. The production workers seem to be on a different path to the company’s.

Preparation is first stage of negotiation process which starts with defining the key goals which means -what are the person’s expectations from the negotiation process? Also person involved in Negotiation process during preparation he should decide his or her BATNA- Best Alternative To a Negotiated Agreement. Identifying key issues in negotiation, setting priorities and

Riordan Manufacturing’s salary administration program was created “to achieve consistent pay practices, comply with federal and state laws, mirror our commitment to Equal Employment Opportunity, and offer competitive salaries within our labor market” (University of Phoenix, 2004, p. 11). Employee compensation is based on several factors including but not limited to job analysis, evaluations, the duties and responsibilities of the job, and salary survey data on pay practices of other organizations in