Robust Routers Job Offer Negotiation

Gina Blair and Daniel Trent cooperate and collaborate to achieve a common objective throughout their negotiation. A cooperative negotiation style is demonstrated as they combine their points of view regarding their clients concerns with outcomes to effectively solve the issues raised. The main focus of the negotiation is to reach an agreement rather than a continuous dispute. Accordingly, the conflicting objectives were resolved by compromises and solutions but forward by both Gina and Daniel. The negotiation style used between Gina and Daniel is described as principled negotiation where both parties jointly attack the problems arising to achieve a compromise.

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.

In this simulation negotiation I assumed the role of Jane Tech, a college student seeking employment at a high tech internet firm. After completing a summer internship at Robust Routers, Leigh Bultema, a manager at RR expresses interest in hiring me as a full-time employee. I received a letter with the terms of the job offer, however I do not agree with some of the conditions and terms of the offer. As a result, Ms. Leigh and I agreed to discuss the offer via the telephone.

Consistent with our bargaining strategy, we would also like to work on building a trusting relationship with management in order to get the most out of integrative bargaining. We can do this over the course of the next several months by holding meetings with them to gauge where their interests lay. Through attitudinal bargaining we can lay the ground work for open and transparent dialogue about our objectives. These bonds increase the likelihood that integrative bargaining will succeed and reduce the likelihood of an

In preparation for this negotiation, I studied the case diligently. I wrote down, what I felt were the key issues for Joe Tech. I also made a list of pros and cons associated with each issue. I prepared in this manner because it gave me the opportunity to effectively break down the issues of the case as well as focus on important goals without having the extra unneeded information also presented in the case outline. The issues I focused on are as such:

Having read on Fisher’s and Ury’s “positional bargaining” section in Getting to Yes, I attempted to use the alternative approach described as the “principled approach” (Fisher and Ury, 11). I was able to effectively practice most of the relevant categories except for the “invent options for mutual gains” part, as I did not “develop multiple options to choose from” (Fisher and Ury, 13). I instead only chose from one set option—the 8.5 million dollars—and left it at that, assuming that if I were to push for anything lower that Charlotte would for some reason regret letting me go below the 10 million dollars limit I assumed she had as well. Therefore, I was naively happy with the 8.5 million dollar deal that we had, as I was not aware until after that I could have gone as low as 3.5 million dollars.

Considering I wanted to win on both the relationship and outcome front, I decided to approach the negotiation with a collaborative strategy. My opening offer was $1,100, my target was $600, and my resistance point was $500.

Our final negotiation simulation was based on signing of a construction contract between two companies named NIDO Gas/Petroleum and JGC Philippines. My group was allocated the role of JGC Philippines, a reputed construction contractor in Philippines and our opposite team played as NIDO Gas. We all divided different roles and responsibilities to make this negotiation session a professional one. My role was to perform as an HR Manager/Operational Manager. My other team members played as CEO, CFO and Technical Manager. To start with a negotiation process with other team it involved an effective communication and participation of all the team members. First of all we all greeted each other and exchanged our business cards. Each team member introduced themselves in a very friendly manner to other group members. After a

The date for the Notice to Proceed on the project was April 18th, 2011. One benefit of the negotiated

More often than not, people or organizations negotiate to come to a bargain. The process is about give and take ahead of decisions. Thus, the goal of successful negotiation is to obtain a fair outcome, including value and risks, for all parties involved. To achieve such a goal, negotiators have to keep clean and honest relationships. Di Frances supports this idea assuming “successful negotiation is an art, not a science. The three most important concerns and elements in any negotiation are the

Apply the Analysis process described in “Negotiation Analysis: An Introduction”, by Michel Wheeler to this case. Namely under separate headings (or in tabular form), address:

Since I received a verbal offer prior to receiving the official offer letter, I had enough time to perform the market research and realize what others are being paid in a similar industry. After receiving the offer letter, I gave myself a day understand the offer before negotiating since this exploding offer had a tight deadline (Lewicki, R., Barry, B., & Saunders, D. (2011), p. 51). I read various strategies as to how to tackle phone negotiation. I decided to go for integrative negotiations and focus on developing mutually beneficial agreements because it is a long term affair (Spangler, B. (2003)). My strategy also included expanding the pie (Pinkley, R., & Northcraft, G. (2000), p. 86). I prepared a strategy to make a strong counteroffer based on my market

the negotiations took place with the partners at RSC. Subsequent to a term sheet being settled the

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

Negotiation is a process by which two or more parties, each with its own goals and perspective, coordinate areas of interest through concession and comprise to reach an agreement and take joint decisions about areas of common concern in a situation in which neither side has nor wants to use complete power. “we know that lawyers and car salespeople spend lots of time negotiating, but so do managers. Managers have to negotiate salaries for incoming employees, cut deals with superiors, bargain over budget, work out differences with associates, and resolve conflicts with subordinates. Negotiating is something that every one