You Decide

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.

At the same time, I also realized that the negotiation partners are not always having the conflict interests during the negotiation. In this case, for some of the issues, we actually have the same goals. So baring this in mind, in the future negotiation case, I would first seek the common goals for both of us first to create a win-win situation.

Based on Steven Robinson’s resume his education, job skills, experience and other competences fit (P – O fit and P – J fit) the organizations requirements and the job requirements better than the other candidates. Hiring Robinson would be the right thing to do. Not only his is qualified and a potential candidate for

Jim = I think Jim’s goals were to fill the position as soon as possible to avoid losing funding and avoid losing Nikki entirely as an employee. Jim’s goals changed during the conflict from just wanting Nikki in the position because she’s already there as an intern to funding issues and issues about being a team. Jim’s goal in the end was saving face.

1. How did you plan for the negotiation? Explain how you decided on a strategy?

Yes. I know that number sounds low. Again, the Plant Manager has been transferred off the Woodhaven Payroll. He was on our payroll for approximately 3 to 4 months and represents $21,500 of the $50,800 YTD wages. You should have him in your Aaron’s estimate from the point of the transfer, but that might get lost due to the size of Aaron’s numbers.

Mike is a regional manager and as a manager he has a very specific compensation plan which is based on a base salary, commission, and a bonus based on exceeding a new policy quota. Nevertheless, Mike remains strong and a good manager until the dilemma. The Situation

Harvey hired the very qualified Cathy Brannen seven years ago for an annual salary of $14,000 and the incentive of sales override of 2% of the total sales. Today, Harvey just realized that his secretary has been living very comfortable with $127,614.21 this year. Harvey cannot believe the situation and wants to address her salary, which he feels is inappropriate, but has not considered his contributions, or lack of contributions, that has led to this outcome (Cohen & Fink, 2001).

Dr. Boseman needs to reevaluate Ms. Kate’s pay scale. With her level of performance, experience, and added credentials, her salary should be closer to what the newly hired employee’s salaries are. Dr. Boseman will have to assess Ms. Kate’s value to the company and determine if a raise is appropriate. The company’s budget, workload, and many other factors may play a part of Dr. Boseman’s decision on how to handle Ms. Kate’s salary discrepancy with her peers. If Ms. Kate’s salary is not adjusted accordingly, then the company may be in violation of the Equal Pay Act of 1963 as well as Title VII. If the wage gap is not corrected, Ms. Kate could be protected under the Lilly Ledbetter Fair Pay Act. Her current salary may not only be corrected, but

In a situation where a prospective employee is asking you to determine your salary and benefit package the first piece of advice would be to approach the situation armed with information. Review the salary ranges for the same or similar positions and determine your value based on experience, skills and your business exposure. For Monroe, being responsible for determining his own compensation package will provide information to the employer around his business management and negotiation skills. How he goes about developing this package will provide direct insight into his ability to negotiate business deals and contracts. I would advise Monroe to avoid focusing on short-term gains but look at the

It wasn’t until Mynor began to review the compensation plan for Lux salespeople that he realized that he may have more of challenge managing the Lux sales team. The Lux Sales compensation package was vastly different than the Arck’s. Lux’s compensation package included accelerators, which increased the percentage commission a salesperson could earn based upon quarterly sales. A salesperson could potentially earn 24% commission. Arck’s compensation package included a standard 9% base commission paid after the quota was met. There was also a $50,000 bonus if the $6 million sales cap is reached.

Suzanne Roberts was promoted to the vice president of accounting. This position would be responsible for managing the department. She received this position because the previous manager had failed to maintain control of the department. When people quit the bank or transferred to different departments, finding replacements was not done properly. The company was placing people such as Bob in positions where organizational and planning skills needed were not present. His low interpersonal skills caused ill feelings among other employees in the department. He also has developed some health issues since he came to work at Valley National Bank. Another employee, Carla was placed in a position where she could not handle the responsibility of supervising and reviewing people. Even though she was demoted from the position, her salary still remained the same. Carla and Bob openly do not get along with each. It had been rumored she was also involved in a sexual harassment incident. Greg is a good employee when it comes to taking directions. However, he is not a people person nor is he good at giving instructions to others. Kathy is very smart when it comes to technical knowledge of the organization. She also has demonstrated effective management of people. The main issues with Kathy are she does not make a good salary and has already threatened to quit her position (Bernardin, 2007).

Weakness: Kumar firstly should be prepared and find out the salary range for exact position in the whole market and compare with similar positions in other companies as well. Meanwhile, it is so directly for Kumar to say her salary expectation (since she already knew the gap between the expectation and the real salary is not much little) because as we known that female leadership is more emotionally expressive, so it is why McKinlay is sensitive when face toward someone who asks questions about salaries so directly. For Kumar, it is helpful for her to conduct research on the prospective employer (For example,

There’s a few ways this issue can be addressed. One way would be to talk to Ms. Brannen and advice her that there has been an oversight in her salary over the past few years and for the upcoming year the oversight will be corrected and her salary will be adjusted to $25,000 per year with no percent of sales bonus. Another way to address the issue is to fire the

Scenario #2: Three months ago you thought you had the perfect candidate for a job and decided to hire him. You negotiate a compensation package, relocate the candidate, and do some internal public relations work with the