Essay Question 1
In chapter 10’s case study titled “The Case of the Missing Raise”; Marsha adopted the conflict management style called indirect conflict management strategy. This interpretation was derived, due to several key situations, beginning, when Carla Block told Marsha that she had spoken to Fred and he stated that she had “received one of the 7+ raises” she did not call him immediately to confront him about the increase she had thought to have received. The 7+ increase was disappointing to her because she was overconfident, when she saw, that two individuals had received 9+ increases, (because she was the top producer within her department for that period). This is further evident when a few days later a second colleague also reiterated the same results of the raises to Marsha. It was not until she received the notice of her pay increase, from the accounting department, that she call Fred Massie, …show more content…
This could have been achieved by Marsha pointing out several key factors. First, the fact that the dean’s address to the staff clearly stated the increases would be based on performance. Secondly, as agreed by Mr. Massie she was not only the top producer in the department and deserved an A, however, was given a B. Perhaps during the meeting where it was discovered that other individuals also go additional increases, had Marsha not gotten emotional and allowed her temper to flare that may have compelled Mr. Massie to revisit her raise. When emotions are involved “positive moods tends to increase negotiators tendencies to select a cooperative strategy” whereas anger “increases the likelihood that they will reject profitable offers” (Bazerman,
In chapter 10’s case study titled “The Case of the Missing Raise”; Marsha adopted the conflict management style called indirect conflict management strategy. This interpretation was derived, due to several key situations, beginning, when Carla Block told Marsha that she had spoken to Fred and he stated that she had “received one of the 7+ raises” she did not call him immediately to confront him about the increase she had thought to have received. The 7+ increase was disappointing to her because she was overconfident, when she saw, that two individuals had received 9+ increases, (because she was the top producer within her department for that period). This is further evident when a few days later a second colleague also reiterated the same results of the raises to Marsha. It was not until she received the notice of her pay increase, from the accounting department, that she call Fred Massie, …show more content…
This could have been achieved by Marsha pointing out several key factors. First, the fact that the dean’s address to the staff clearly stated the increases would be based on performance. Secondly, as agreed by Mr. Massie she was not only the top producer in the department and deserved an A, however, was given a B. Perhaps during the meeting where it was discovered that other individuals also go additional increases, had Marsha not gotten emotional and allowed her temper to flare that may have compelled Mr. Massie to revisit her raise. When emotions are involved “positive moods tends to increase negotiators tendencies to select a cooperative strategy” whereas anger “increases the likelihood that they will reject profitable offers” (Bazerman,