MAN4441 Rasmussen Module 3 Best Practices For Business Negotiation Imagine that you have been in a management position for a few years and received a promo

MAN4441 Rasmussen Module 3 Best Practices For Business Negotiation Imagine that you have been in a management position for a few years and received a promotion to become an upper-level manager. Prior to receiving this promotion you managed a team that overcame conflict, but still needs some work. In a 2 page paper, based on the subjects covered throughout the quarter, what conflict resolution advice would you give to the person who will be replacing you (minimum of 5 pieces of advice)? Use proper spelling, grammar, and punctuation. Cite your sources for your pieces of advice.SUBJECTS ARE IN THE ATTACHMENTS BELOW RUNNING HEAD: Blueprint to a Negotiation
Blueprint to a Negotiation
Rachel Martin
Rasmussen College
Author Note:
This assignment is being submitted on February 24, 2019 for Jennifer Stoker’s
B404/MAN4441 Section 01 Negotiation and Conflict Management
1
RUNNING HEAD: Blueprint to a Negotiation
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Blueprint to a Negotiation
In business, one must be ready to engage in various forms of negotiations involving
employees, a vendor, investor or a customer. As Ahammad and Tarba (2016), negotiations
must be strategic if one enters in a negotiation with a wrong strategy or a wrong procedure
they will likely settle for less. In that spirit, therefore, it is always important to be strongly
rooted in strategic negotiation with excellent skills in advocacy, verbal eloquence, creativity
and the ability to risk (Lewicki & Saunders, 2011).
Looking at the scenario at hand, purchasing a boat is a big business venture involving a
huge chunk of money, and it consequently needs emulation of perfect negotiation skill. Since
Captain Bob’s Boat Emporium sells the boat at $25, 000 that is 15% higher than the fair
market price, here the best negotiation strategy to use is distributive bargaining as opposed to
integrative bargaining. Distributive bargaining adequately fits this situation since the
negotiation is for a fixed resource whose price is known and the negotiation here aims at
gaining while the seller loses. The fact is, the boat needs to be bought for less than the quoted
price. Therefore any negotiation must aim at one party losing while the other gaining and that
is why the distributive bargaining approach adequately fits this situation. Integrative
bargaining may not fit this situation since the approach aims at making both parties feel like
they gained something, with the situation at hand, the seller will not gain since the buyer aims
at buying the product for less. Therefore the integrative approach will not work.
The plan for negotiation in this scenario is extensive. The interests of both parties are
elaborate; the boat is needed since it is the perfect choice for options at hand, and good for its
purpose, on the other hand, Captain Bob’s Boat Emporium interest is to sell the boat at $25,
RUNNING HEAD: Blueprint to a Negotiation
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000 because it is good and they are looking forward to higher revenues from the sale. My
limits in this business are, budget; I cannot afford to buy the boat at $25, 000 when a similar
boat can be bought at 15% less. Other limits include maximum price limit and warranty limits.
There are three negotiation alternatives available for this issue; I can opt to buy the same boat
from another dealer at the 15% lower price or try to find a second-hand boat at half the price of
a new boat or find a different boat model from another dealer with affordable rates.
Setting the target price for the boat is not easy considering that the current price, $25,
000, is more by 15% as compared to the fair market prices. However, looking at the market
and other factors pertaining negotiation, the negotiation will start from $21, 000 which is
slightly lower than the fair market rate but the target price is $21,250 which is reasonable to
the market price. The target price is arrived at looking at many factors; it is a fair price in the
market, affordable and the recommended one for the product in question.
The other party will listen to the facts on the ground regarding the best price for the
boat taking into account the fair prices in the market for the same, the interests of the other
person, however, should be respected, and the negotiation should follow logic to arrive at a
proper stand looking at all the limits and alternatives.
RUNNING HEAD: Blueprint to a Negotiation
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References
Ahammad, M. F., Tarba, S. Y., Liu, Y., Glaister, K. W., & Cooper, C. L. (2016). Exploring the
factors influencing the negotiation process in cross-border M&A. International
Business Review, 25(2), 445-457.
Lewicki, R. J., Saunders, D. M., Minton, J. W., Roy, J., & Lewicki, N. (2011). Essentials of
negotiation. Boston, MA: McGraw-Hill/Irwin.
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RUNNING HEAD: Chinese Framing
Chinese Framing
Rachel Martin
Rasmussen College
Author Note:
This assignment is being submitted on March 3, 2019 for Jennifer Stoker’s
B404/MAN4441 Section 01 Negotiation and Conflict Management
2
RUNNING HEAD: Chinese Framing
Chinese Framing
Dispute resolution is an essential aspect of human life. This is made necessary by the
fact disputes and conflicts are part of any civilization. However, dispute resolution and
negotiation requires special techniques if such a process is to be successful. One primary
method of that helps negotiators reach a consensus is framing, which is essentially the creation
of a lens through which individuals perceive, interpret, and respond to specific situations
(Benford, 2013; Jerry, 2018). The nature of these negotiation frames vary from location to
location, and, more specifically, culture plays a significant role in their institution. This paper
analyses the Chinese framing methods against American methods.
Differences
The Chinese culture is collectivist; hence a negotiator must view disputing persons as a
part of a bigger society. An Individual’s value must be recognized in the context of broader
social groups instead of an isolated individual, where one decision made does not affect the
individual alone. Instead, it is taken to influence the whole society. In the American culture,
however, the framing takes an individualist mode, where one’s interests, needs, and power is
considered to be most important. As such framers must understand the requirements of an
individual, even though such may affect the entire society. In simpler terms, it is the person
over the community in the U.S while in China, it is the society over the person (Jerry, 2018).
In the same vein, the negotiator in China must bring the specific roles an individual
plays within a society to the negotiation table to ensure that harmony is created which provides
peaceful coexistence. Being a hierarchical culture where some groups have power over others,
harmony provides that such a dispute resolution does not result in discord. Individuals must,
therefore, understand and abide by the requirements of their roles. However, while power
RUNNING HEAD: Chinese Framing
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plays a significant need in the American framing techniques, individuals are considered equals,
and there is no harmony to maintain (Benford, 2013; Jerry, 2018). Instead, a negotiator is only
concerned with the interests and needs of a person, which they leverage during the negotiation
session regardless of the power level variations that exist between two negotiating parties.
Additionally, being a free democratic nation, negotiations tend to give each party almost
similar power, as opposed to the Chinese framing that follows a hierarchical power pattern that
must be observed at all costs.
Similarities
The Chinese culture demands harmony with all parties involved in the negotiation
process, which is the primary goal of negotiation; to end the conflict. Conflicts intend to
disrupt the coexistence of persons; hence societies will want a resolution that accords both
parties the harmony that existed before the dispute. This is similar to the American culture
where framers, despite following personal, individualistic cues in the negotiation table often
want to strike a balance in the entire process to and ensure that harmony is attained at the end
of the process.
At the same time, the Chinese culture seeks to maintain a recognizable face value after
the negotiation process is complete. Individuals must thus act in a manner that is consistent
with their roles, in the society, which gives the face an essential part in the framing process.
This is similar to the American culture as individuals also seek to act in a manner that is
consistent with their standing in society despite such an approach being individualistic in the
American context. This implies that, while individuals will put the “me first” attitude in the
negotiation table, their societal standings and face plays a significant role in the framing
process, just like the Chinese culture (Benford, 2013).
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RUNNING HEAD: Chinese Framing
References:
Benford, R.D. (2013). Frame Disputes. New Jersey: Wiley and Sons
Jerry, R.H. (2018). Framing Campus Free Expression Conflict Through a Dispute
Resolution. Optic: Insights For Campus Leaders. Journal of Dispute Resolution
2018(2), 59-70
RUNNING HEAD: Advanced Laser Clinics
Advanced Laser Clinics
Rachel Martin
Rasmussen College
Author Note:
This assignment is being submitted on March 10, 2019 for Jennifer Stoker’s
B404/MAN4441 Section 01 Negotiation and Conflict Management
1
RUNNING HEAD: Advanced Laser Clinics
Advanced Laser Clinics
Question #1
Previously, Ryan had been attached to organizations that performed exceptionally.
However, she later left her job for a new position in the Austin Texas Clinic. After learning
about the poor performance of the clinic, she opted to come up with a plan on how to
necessitate change that will later reflect on the performance. First, she opted to meet the two
technicians, where the first technician, Linda, negatively remarked about her colleague,
Gretchen. Certainly, Ryan attested the remarks and considering the fact that there was power
differential between her and Gretchen, I believe she applied the role power to ensure that
Gretchen conforms to her preferences (Alavi, Wieseke, & Guba, 2016). Based on the case, I
feel that power is important in negotiations as well as the case in the sense that Ryan would
employ her power to ensure that Gretchen addresses her concerns that Linda had failed to
influence Gretchen. Ryan holds the source power because she holds a strong position in the
company and so, she can use her power to initiate change in the company.
Question #2
Hello Gretchen, I am happy to learn that you work in this company. I appreciate your
hard work in the company. Being a new manager in this clinic, I realized that the staff has
maximized its efforts in marketing the services of the clinic, but it seems that the efforts are
not reflected in the performance of the company. Previously, I read through the company
profile and it became clear to me that its performance is compromised. In fact, I was shocked
to learn that it was ranked among the bottom ten. While you feel that marketing the company
services is no longer working, I believe it all starts with how you present yourself to the
customers starting from the dressing, personal hygiene through your communication skills.
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RUNNING HEAD: Advanced Laser Clinics
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Again, you have to develop a close relationship with your colleagues as this will always ensure
that you team up to an extent you can identify a wrong and correct each other. Lastly, you
should always learn to listen and evaluate what you have been told by your colleagues.
Question #3
Managers are always concerned about the welfares of their employees and their impact
on the company. Certainly, a company is likely to enjoy more customers in the event; the staff
delivers exceptional services to them. Apparently, this will even ensure that the prospective
customers will eventually become potential customers. After being informed about the
situation in which Ryan is subjected, I will prepare a list of questions that Ryan will ask
Gretchen. The questions are listed below:
1. What could be the reason why the company performs poorly?
2. What makes you think that marketing in the company is not helpful?
3. How does the staff treat the customers?
4. What do customers say about the company?
5. Why do customers prefer the services of some staff members over others?
While these questions do not attack Gretchen, they challenge her to focus on her personal
hygiene that is integral in maintaining the customers while spearheading the performance of
the company to subsequently enhance its growth.
Question #4
Just like in other areas, ethics are always employed in conflict and negotiation.
Focusing on the case, some instances of ethical situations are evident, and it is upon, Ryan to
manage these situations necessarily. The first instance of ethical situation entails the time when
Ryan was introduced into the company and later learned its poor performance. While she
RUNNING HEAD: Advanced Laser Clinics
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already experienced the conflict, she could manage the issue by looking at the context.
Apparently, she opted to manage the issue by engaging the technicians. The second instance of
ethical situation happened when Ryan opted to engage the two technicians, and this was
achieved by developing a relationship with them (Hamric & Wocial, 2016). Certainly,
engaging them enabled her to understand the cause of poor performance in the company.
Finally, the third ethical situation happened when Ryan learned about Gretchen as well as how
her hygiene compromised the reputation of the company. This led her to trust Linda after
learning about Gretchen from her. At this point, she trusted Linda, though she confirmed the
assertions based on Linda. This was after Gretchen entered the room and Ryan confirmed that
she was unhygienic.
RUNNING HEAD: Advanced Laser Clinics
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References
Alavi, S., Wieseke, J., & Guba, J. H. (2016). Saving on discounts through accurate sensing–
salespeople’s estimations of customer price importance and their effects on negotiation
success. Journal of Retailing, 92(1), 40-55. https://doi.org/10.1016/j.jretai.2015.08.002
Hamric, A. B., & Wocial, L. D. (2016). Institutional ethics resources: creating moral spaces.
Hastings Center Report, 46, S22-S27. https://doi.org/10.1002/hast.627
RUNNING HEAD: Navigating the Multiparty Negotiation
Navigating the Multiparty Negotiation
Rachel Martin
Rasmussen College
Author Note:
This assignment is being submitted on March 17, 2019 for Jennifer Stoker’s
B404/MAN4441 Section 01 Negotiation and Conflict Management
1
RUNNING HEAD: Navigating the Multiparty Negotiation
Navigating the Multiparty Negotiation
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