Exam 2 Flashcards
(82 cards)
1
Q
Internal Locus of Control
A
individuals see themselves as responsible for outcome of their own actions
2
Q
External Locus of Control
A
view fate/luck rather than personal effort as the cause of their successes or failures; outside their control
3
Q
Internal Locus of Control in Negotiations
4 things, be aware of?
A
- greater levels of planning
- tend to do better
- more innovative
- more cooperative
- Beware of: overconfidence/too competent
4
Q
External Locus of Control in Negotiations (4 things, tips?)
A
- plans less
- tend to do worse
- stick to established practices like SOPs(not likely to problem solve)
- concede more bc they feel like they control less
- 2 things/tips: break out of comfort zone/ remember that it inherently gives control to other person when belief is that you don’t have any
5
Q
Rational
MB
A
Meyers-Briggs (NT)
- abstract
- utilitarian
6
Q
Artisans
MB
A
Meyers-Briggs (SP)
; most distributive
-concrete
-utilitarian
7
Q
Idealists
MB
A
Meyers-Briggs (NF)
; most integrative
-abstract
-cooperativeness
8
Q
Guardians
MB
A
Meyers-Briggs (SJ)
; more likely to accommodate
-concrete
-cooperativeness
9
Q
Integrative Bargaining
A
approach to negotiation where focus is on the interests of each party as opposed to distribution of fixed resource
-Feminine (building relationships)
10
Q
Distributive Bargaining
A
approach to negotiation where focus is on distribution of outcomes
-Masculine (competition)
11
Q
Hostile Sexism
A
- makes females more competitive (I’m just as capable)
- women shouldn’t
- not a women’s place
12
Q
Benevolent/Beneficial Sexism
A
- females are more accommodating and therefore less competitive
- men: paternalistic/need to help/shield
- women need to be protected and not have to do things that are uncomfortable
13
Q
Passive Communication
A
- indirect, avoid conflict, easily persuaded/bullied, overly concerned with pleasing others
- tend to hide ideas/feelings=>fear being seen as pushy/difficult/insubordinate
- apologize & use disclaimers; hesitate or straddle fence when asked directly what their opinion is
- avoid confrontation at all costs
- seldom results in getting what you want in workplace
- culture plays a role
14
Q
Aggressive Communication
A
- exerting control over others, humiliating others, dominating, being pushy, always need to be right, use absolute terms, blame others
- want to be in control, insecure/afraid, don’t value opinions of others, have unresolved anger
- often give commands
- utilize win-lose communication (yelling/insults/dominate)
- only use in extreme situations
15
Q
Assertive Communication
A
- fair, direct, honest, tact, sensitivity
- speaks up for your rights and takes into account rights/feelings of others
- keep contact lines open and show respect for others while affirming their beliefs and preferences
- most effective style to use in majority of situations
- problem solve/collaborate
16
Q
Process Differences in familiar negotiations
A
- usually mirrors formality of relationship (normally informal/lack written agreements)
- reciprocity is often present
- tone; non confrontational (fewer hardball, more integrative, often shorter)
17
Q
Personal relationship impact on negotiation outcomes
A
- avoid conflicts (fewer impasse, suboptimal outcomes for one party)
- buyer benefits (discount)
- can be heated (negative reciprocity)
- norms (equality vs. equity, one tends to dominate)
18
Q
Characteristics of Fair Process
A
- role clarification (writing helps)
- communication and voice (process interests)
- commitment to fairness
- ability for change (process in place)
19
Q
10 Ways Culture Influences Negotiation
A
- nature of agreement
- definition of negotiation
- negotiating attitude
- selection of negotiators
- personal style
- communication style
- time sensitivity
- view of time
- risk propensity
- emotionalism
20
Q
Advice for negotiating with non-native speakers
A
- keep language simple
- avoid idioms/humor/sarcasm
- speak reasonably slow
- confirm understanding
21
Q
Plan for becoming more culturally competent
A
- clarify what you want & why
- determine your BATNA
- gather data on your needs and other parties’ needs
- collaborate to discover mutual benefits
- research organization’s culture, practices, and business
- learn verbal & nonverbal communication differences
- learn time sensitivity of different cultures
- learn customs, laws, and protocols
22
Q
Adapting Abroad
A
- Observe
- Listen
- Ask questions
23
Q
Team Negotiation
A
group negotiating together
- union vs. management
between: bi or multi
24
Q
Multi-party Negotiation
A
more than 2 people or groups negotiating
25
Challenges involved in Multi-party negotiations
- increased competition for and usage of airtime
- preparation challenges
- procedural chaos
- development of trust
- formation of alliances and coalitions
- impact of cultural differences
- potential for dysfunctional group dynamics
26
Increased competition for usage and airtime
- when more people are involved there is a greater quantity and variety of perspectives
- takes much longer to reach agreements with so many people involved
27
Preparation Challenges
- spend more time gathering info needed to better understand goals and interests of each party and then need to integrate info. into mutually beneficial solution
- process of give and take becomes more complicated (potential tradeoffs among primary and secondary interests become less straightforward)
- difficult to assign roles and responsibilities for preparation (social loafing; import to clarify roles & responsibilities)
28
Procedural Chaos
- need for formal/informal rules of engagement
- procedural rules become less clear (who speaks and when; how are decisions made-majority or consensus; can agreements be reconsidered)
29
Development of Trust
- gets more difficult to build trust=> harder to be vulnerable with others (admit when wrong & show weakness)
- people are less trustworthy in groups
- lack negatively impacts negotiations and people's willingness to openly discuss goals/interests
- leads to great emphasis on claiming value rather than creating value
30
Formation of Alliances and Coalitions
- natural tendency for formation when multiple parties are present
- can sometimes be helpful in moving negotiations forward
- by nature can form in effort to stall/destroy negotiations that threaten to undermine goals
- if strong and has power and opposes and disrupts then it might be time to end negotiations
31
Impact of Cultural Differences
- variety/differences can lead to different thought process and procedures
- collectivist vs. individualist
- collectivist more likely to reach more integrative solutions and higher joint outcomes
32
Potential for Dysfunctional Group Dynamics
- different behavioral patterns that occur when individuals are working collectively to complete task/achieve goal (as numbers increase=>likelihood they will affect negotiation)
- simultaneous conversations/over talking
- silence/withdrawal
- side conversations
- groupthink
- dominating/blocking
33
When to use team negotiations (7)
- negotiation is complex, requiring diverse set of knowledge, abilities, expertise
- negotiation has great potential for creative, integrative solutions
- diverse constituencies and interests must be represented at able (union)
- want to display strength to other side (international context when it's expected)
- want to signal other side that you take negotiation very seriously (merger/acquisition)
- trust and respect available team members
- have sufficient time for team to organize & coordinate team effort
34
Guidelines for Team/Multi-Party Negotiations (10)
1. agree upon agenda
2. introduce players and clarify roles
3. decide on procedural rules
4. utilize public note-taking
5. utilize active listening and summarize regularly
6. consider using a facilitator/mediator
7. find early agreement on some issues
8. use subgroups to secure tentative agreement
9. use caucuses
10. confirm agreements, next step
35
Mandatory topics of negotiation
topics: wages and conditions
- requires good faith
- impasse allowable: can't move forward anymore
36
Permissive topics of negotiation
topics: retiree benefits, settlement of ULPs
- can't go to impasse
- uncertain effect on employees
- decision turns primarily on factors other than labor costs
- retiree benefits
- settlement of ULPs
37
Wage Concerns
- usually most difficult
- last issues to be negotiated
- often there are trade-offs involved
38
Super Seniority
representatives are most senior
- first person fired is person with least time spent at place of work
- when and where to do union businesses
39
Union Security
- Due checkoff
- Agency Clause: pay
- Union shop: belong
40
Past Practice
- refers to way things have been done over time
| - will not change or negate clear contract language
41
How contracts typically handle employee grievances
Specify how it will be:
- initiated
- detail requirements of each step in process
- end with arbitration of grievances that aren't resolved at lower levels
42
Bargaining in bad faith
- boulwarism: take it or leave it
- making it more difficult by refusing to work with times available
- if one side won't meet at reasonable location
- not open minded
- no intention of reaching an agreement
- filing ULP as scare tactic
43
Authorization vote
- tactic
- social proof that people will go far enough to get what they want or are very serious
- before a legal strike
44
Economic strike
- from bargaining impasse
| - can replace workers temporarily or permanently
45
ULP (Unfair Labor Practice)
- an illegal act under NLRA
| - can only replace workers temporarily
46
Wildcat Strike
- sudden and abrupt
- illegal
- spontaneous
47
Alternatives to strikes
- slow downs
- work to rule
- sick outs
- corporate campaigns
48
Slow Downs
working slowly to place pressure on employer
| -making customers wait
49
Work to Rule
teachers aren't required to buy supplies=>if they don't schools don't function
50
Corporate Campaigns
- boycotts
- power of pensions/board of directors
- media campaign
51
How can unions take advantage of picketing
- encourage members of other unions to honor their picket lines
- get public involved
52
Employers options to respond to strike
- replacements if struck
- seek decertification
- lock outs
53
Power-based Approach
involves using one's authority or other strengths to coerce the other party to make concessions
54
Rights-based Approach
seeks to apply a standard of fairness, contract, or law to resolve dispute
55
Interest-based Approach
focuses on parties' common concerns, priorities and seeks to achieve an integrative agreement
56
Acquiescence
informal, giving into the other party and comply with their demands
57
One-on-one
- informal
| - involves approaching the other party to discuss the situation
58
Mediation
neutral 3rd party helps those involved work through the issues and come to solution
59
Arbitration
neutral 3rd party acts as a judge to hear and decide the case
60
Formal Litigation
- formal
- can take place in civil or small-claims court
- may still refer parties to mediation
61
Process of Mediation
1. begins with explanation of ground rules & putting parties at ease
2. each party presents their side of situation without interruption
3. interest and issues are identified (focus on common interests)
4. mediator encourages parties to work together
5. when there's agreement on all issues, agreement is put in writing & parties sign it
6. once signed, agreement is enforceable in court
7. mediation should end positive & follow-up should be scheduled Process of Mediation
62
Mediation BADGER
1. Begin
2. Accumulate information
3. Develop the agenda
4. Generate options/movement
5. Escape to caucus
6. Resolve the dispute
63
2 Approaches to Mediation
1. repairing the relationship
| 2. focusing on the benefits of negotiating a resolution
64
Types of Mediation
1. Community
2. Postal
3. Civil Rights
65
Process of Arbitration
1. parties agree to arbitration
2. you may have input in the selection of an arbitrator
3. arbitrator may come from an independent agency
4. may/may not be a cost involved
5. decision may/may not be confidential
6. may/may not be confidential
7. disputing parties present their case to arbitrator
8. arbitration is distributive with the arbitrator controlling the final outcome
66
Interest Arbitration
- results from bargaining impasse
- guarantees and contract
- effects on negotiations
- chilling effect
- narcotic effect
67
Rights Arbitration
results from application of contract
68
Chilling Effect
stop negotiating, feel can do better
69
Narcotic Effect
become reliant on arbitration
70
Enforceable agreements (arbitration)
- equally binding
- freely entered
- conscionable (fair)
- procedurally
- substantively
71
Arbitration compared to trial
- faster
- cheaper
- private
- less formal
- looser evidence
- hearsay often allowed
- broader evidence
72
Can appeal arbitration if...
- 3rd party is not neutral and that's kept a secret
| - arbitrator didn't allow certain evidence
73
Guidelines to making an arbitration agreement
1. parties present case
| 2. arbitrator makes decision
74
Individual's values to organization (3)
1. human capital
2. social capital
3. relational capital
75
Human capital
- knowledge
- skills
- abilities a worker possesses
76
Social capital
- sum of resources a person possesses as a result of investments in social networks
- provides advantage based on one's location in structure of relationships
77
Relational capital
- focuses on relationship between parties
- mutual liking, knowledge, trust
- commitment to continuing the relationships
78
Identify what job & organization characteristics are important to you
- nature of work
- work environment
- compensation
79
Self-monitoring
adjust behavior to fit surroundings
80
Ways that aid in interview process
- self monitoring
- credibility: projects professional appearance to interviewers helps establish it
- ingratiation
- self promotion
81
Active/Assertive Tactics
- maintain a confident professional attitude
- phrasing demands to appeal to employers' interests
- frame demands favorable through use of contrasts
- propose options for contingent mutual gain
- propose options for non-contingent mutual gain
82
Reactive/Defensive Tactics
- use silence to indicate other party's unreasonableness
- avoid reaching premature resolution by focusing on parties' interests
- reiterating key points
- verbally recognizing intimidating behavior
- reframe weaknesses as potential strengths
