Exam 3 (New Material Only)

Front 1

Sand traps

Back 1

· Leaving too much on table

· Settling for worse alternative

· Leaving best offer

Front 2

Myths

Back 2

· Fixed Sum

· Good negotiators have either tough/soft tactics

· Good negotiators are born

· Experience is a good teacher

· Risk takers

· Rely on intuition

Front 3

Distributive bargaining

Back 3

· Get as much of the pie as possible

· Win/lose

· “I cant go beyond this point on this issue”

· Opposed interests

· Low info sharing between parties

· Short term

Front 4

Integrative bargaining

Back 4

· Expand pie so both are interested

· Win/win

· “can you explain why this issue is important to you?”

· Congruent interests

· High info sharing between parties

· Long term

Front 5

Know about situation assessment - 6 questions to consider

Back 5

· Is there potential for integrative agreement if there is more than 1 issue at hand?

· Is it a 1 shot negotiation or long term repetitive?

· Does negotiation involve scarce resources, ideology or both?

· Is this a negotiation of necessity or opportunity?

· Are there linkage effects?

· Are there time related costs?

Front 6

Aspiration Point

Back 6

should be high but realistic. It’s what you want to receive

Front 7

BATNA

Back 7

Best Alternative To a Negotiation Agreement

· Walk out point; less than your goal

· Something you know you can get

Front 8

Range setting during offers

Back 8

DO NOT give a range when making an offer, the lowest value of the range will be the standard.

Front 9

Anchoring

Back 9

the initial offer that is thrown out is typically the “anchor” for the rest of the negotiation

f. Know assessment of other – 3 questions to consider

Front 10

Know assessment of other – 3 questions to consider

Back 10

· What is aspiration point?

· What is BATNA?

· What is reservation point?

Front 11

Know about making a 1st offer and counter offering

Back 11

Try to make 1st offer to gain upper hand. If you do not make 1st offer, try to counter quickly to get the negotiation back on your side.

Front 12

Know what strategies do work for reaching an integrative bargaining

Back 12

· Bargaining in teams works better than individually

· Put more issues on table for more negotiation options

· ie; Log rolling - 2 diff opinions; can trade off of each other

· DO NOT compromise if at all possible

Front 13

Logrolling

Back 13

2 diff opinions; can trade off of each other

Front 14

3 types of conflict

Back 14

· Interpersonal – conflict b/w personalities, heavy in emotions

· Task – conflict over what we’re supposed to do

· Process- conflict over how things are to be done

Front 15

Functional Conflict

Back 15

nal Conflict

· Breaks up group think

· Helps challenge the status quo

· Leads to innovation and creativity

· Increase commitment to a task at hand

Front 16

Dysfunctional Conflict

Back 16

· Breaks down cohesiveness

· Negatively impacts performance

Front 17

Which of the 3 types of conflict (and what levels) are functional

Back 17

· Interpersonal conflict = functional

· Moderate levels of task/process conflict=functional

· Not functional at high or low levels

Front 18

Role of trust
We are most likely to trust someone if...

Back 18

· When trust is in place it is much easier to tell b/w relationship and process/task conflict.

· More likely to trust someone if:

1) They have expertise in the area

2) People have integrity

3) We deem them as benevolent

· Trust deals strongly with vulnerability

Front 19

Types of trust

Back 19

Cognitive trust - deals w/ consistency of behaviors

· Affective trust – based on more of an emotional bond

Front 20

What are the conflict management strategies and when is each most appropriate?

Back 20

· COLLABORATION is the best

· Avoiding – best when the issue is trivial and there is an issue

· Accommodating – best when we don’t care

· Competing – best when issue needs to be resolved quickly and we know we are right

· Compromising – least preferred method, used just to move on; puts conflict on hold

Front 21

How do we interject functional conflict?

Back 21

· Assign a devils advocate

· Assign ambiguous tasks

· Ambiguity should be used for senior employees

· Splitting up groups.

Front 22

What does “stress” do to people

Back 22

Decreases sleep

· Headaches, anxiety, depression, etc.

· Cortisol level increases

· Cortisol – chemical released when stressed; high blood pressure/increases chances of heart disease

Front 23

How do this (the above) influence organizations

Back 23

· Higher turnover rates

· Higher absenteeism

· Performance drops

Front 24

Transactional theory

Back 24

when people engage in something new, subconsciously they go through a series of appraisals

· Primary appraisal – does situation matter? Is it a challenge? Is it a threat? If it is a threat then…

· Secondary appraisal – Can I cope?

Front 25

Job demands and Job Control Theory

Back 25

People can deal w/ job demands if they have control (autonomy) over getting it done. (Only true if self-efficacy is high)

Front 26

Conservation of Resources

Back 26

· We have a limited amount of cognitive/emotional resources

· We use these resources to deal w/ stressful events

· Resource loss is more salient than resource gain

· We need to reinvest in resources to prevent downward spiral that results in burnout

Front 27

Spillover effect

Back 27

“tank” level carries over to next day/person

· One domain to another

Front 28

Crossover effect

Back 28

same as spillover but it carries over from person to person

Front 29

Social Support

Back 29

relationships and interaction with coworkers or supervisors

· Emotional support – other person change mood (comes first bc you need to identify what you need support with)

· Instrumental support – giving tangible support

Front 30

How emotional support works

Back 30

· People put us in a positive mood

· Offers us divergent activity

· Can feel better by “venting”

Front 31

Transactional leadership

Back 31

Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

Front 32

Transformational leadership

Back 32

Leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers.

Front 33

4 components of transformational leadership

Back 33

· Individualized consideration

· Intellectual stimulation

· Inspirational motivation

· Idealized influence

Front 34

Leader-member exchange theory

Back 34

supports leaders’ creation of in and out groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.

Front 35

Hersey and Blanchard’s Situational Leadership (follower readiness model)

Back 35

A contingency theory that focuses on follower’s readiness

· No matter what leader does, effectiveness depends on actions of followers

Front 36

Path-goal Theory of Leadership

Back 36

States that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.