...6/9/2014 12 Angry Men Case Study 12 Angry Men Case Study Jaime Galván Webster University Author Note This paper was prepared for PROC 5840 (Spring 2, 2012), taught by Professor Alvin Dunn. Jaime Galvan, Webster University E-mail: cirlos@aggienetwork.com TABLE OF CONTENTS * Character Listing * Major Case Issues * Jury Member #8 * Jury Member #4 * Jury Member #3 Character Listing * Martin Balsam (Juror #1): He serves as the foreman of the jury and is fair. He listens to others and tries to guide the jury to a unanimous decision. He is non-confrontational and lets others express their opinion. * John Fiedler (Juror #2): He is the typical "avoider". He is easily persuaded and is the most timid of the group. He prefers to avoid angering the other members of the jury and cannot express his opinions. * Lee J. Cobb (Juror #3): He is biased and confrontational when other members disagree with his opinions. He believes that the defendant is guilty and is the last one to change his vote. His initial decision is mostly based on his poor relationship with his own son. * E. G. Marshall (Juror #4): He is a very calm and logical stock-broker. He bases his decision on facts and does not change his vote until the end when there is doubt about one of the witness's testimony. * Jack Klugman (Juror #5): He is a young man that is not comfortable expressing his opinion in front of the older members of the jury. He grew up in the slums and takes offense when other members try to stereotype people...
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...The 12 Angry Men Case Dennis Ojwang Organizational Management 701 February 26, 2015 When this movie was made, no one could have depicted that it would greatly speak of the ever changing dynamics of our world today. Immigration and diversity seem to have plagued the world now more than ever and it is no surprise that the business world has been changed tremendously. When this movie came out in 1957, there wasn’t much diversity as we see it today. Upon watching this movie, various topics covered, ranging from power and influence, ethical decision making and diversity, group formation and dynamics, cultural diversity, organizational culture, conflict management and then, there’s an introduction of Fiedler’s leadership model. The setting of the movie offers consistency, investment, rigidity, autonomy and fairness in terms of assessing different levels of conflict and negotiation. I would say that the most evident styles of conflict in the movie are accommodating, compromising and collaborating conflict resolution styles. The jury is involved in a high profile case about a young boy who, if found guilty, then he will be sent to the electric chair. There are several topics that are related to organizational management class that will be portrayed throughout this jury process. The jury, in determining the fate of the young man, who murdered his father, must closely work together and whether consciously or unconsciously, they have been introduced to the forming, storming, norming...
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...12 Angry Men By pacaf123 | Studymode.com 12 Angry Men Mid Term PROC 5840 Directed by: Sidney Lumet Writing credits: Reginald Rose (story and screenplay) Table of Contents Table of Contents2 Cast3 Major Case Issues4 Juror #85 Juror #49 Juror #312 References15 Cast 1957 ActorJuror #Character DescriptionOrder of 'not guilty' vote Martin Balsam1/The ForemanThe jury foreman, somewhat preoccupied with his duties; proves to be accommodating to others. An assistant high school football coach9th John Fiedler2A meek and unpretentious bank clerk who is at first domineered by others but finds his voice as the discussion goes on.5th Lee J. Cobb3A businessman and distraught father, opinionated and stubborn with a temper; the antagonist12th E. G. Marshall4A rational stockbroker, unflappable, self-assured, and analytical11th Jack Klugman 5A young man from a violent slum, a Baltimore Orioles fan3rd Edward Binns6A house painter, tough but principled and respectful6th Jack Warden7A salesman, sports fan, superficial and indifferent to the deliberations7th Henry Fonda8An architect, the first dissenter and protagonist. Identified as "Davis" at the end1st Joseph Sweeney9A wise and observant elderly man. Identified as "McCardle" at the end2nd Ed Begley10A garage owner; a pushy and loudmouthed bigot10th George Voskovec11A European watchmaker and naturalized...
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...The use of full-length films to teach negotiation. Olivier Fournout This is the text of a lecture given at the conference “New Trends in Negotiation Teaching”, presented by the Program on Negotiation at Harvard Law School (PON) and the Institute for Research and Education on Negotiation in Europe at ESSEC Business School (IRENE), Nov. 14-15, 2005. Key words: negotiation, leadership, film, fiction, phenomenology, negotiation of meaning, teaching of negociation, pedagogy, imagination, interaction. ----------------------- It is a year since I started courses on negotiation and leadership in which I use full-length films as the main pedagogical tool. It is this experience that I would like to talk about here. I will organize my lecture around three points: first, I will describe the course itself and its background; then, I will try to clarify my pedagogical principles; and finally, I will give you a very quick sample of this pedagogy by showing you some extracts from Lost in La Mancha, and I will make a few comments. 1- The course and its background. This course is given at the Ecole Nationale Supérieure des Télécommunications (the National Graduate School of Telecommunications in Paris). The three sessions on negotiation are fairly modest in size : 12 hours. I built them around three films. The first one is Le souper (The Supper) where we get an idea of the negotiation between Talleyrand and Fouché a few weeks after Waterloo, when France’s whole future...
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...Levy Ariel Sevitz Business Studies King David High School Linksfield The storyline The internship is about two middle-aged men who have been sales reps for most of their lives. When giving a sales pitch which had the potential to result in great fortunes, the two men, Nick and Billy, find out that their company is closing down. Nick and Billy have been selling various products for this company by travelling and personally interacting with their customers. Due to the progression and advancement of technology, the items Nick and Billy were selling have become redundant. Unemployed and out of options, Billy goes online to find a job in sales where he...
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...Examination Paper : Semester II IIBM Institute of Business Management IIBM Institute of Business Management Examination Paper MM.100 Business Communication Section A: Objective Type (30 marks) • This section consists of multiple choices and Short Notes type questions. • Answer all the questions. • Part one questions carry 1 mark each & Part Two questions carry 4 marks each. Part one: Multiple choices: 1. __________is an essential function of Business Organizations: a. Information b. Communication c. Power d. None of the above 2. Physiological Barriers of listening are: Ans) a. Hearing impairment 3. Which presentation tend to make you speak more quickly than usual: a. Electronic b. Oral c. Both ‘a’ and ‘b’ d. None of the above 4. What is the main function of Business Communication: a. Sincerity b. Positive language c. Persuasion d. Ethical standard 5. The responsibilities of the office manager in a firm that produces electronics spares is: a. Everything in the office runs efficiently b. Furniture and other equipment in the office is adequate c. Processing all the incoming official mail and responding to some d. All of the above 6. Labov’s Storytelling Model based on: a. Communication through speech b. Language learning c. Group Discussions d. None of the above 7. Diagonal Communication is basically the: a. Communication across boundaries b. Communication between the CEO and the managers c. Communication through body language d. Communication within a department 8. How to...
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...Lewicki−Barry−Saunders: Negotiation: Readings, Exercises, and Cases, Fifth Edition Cases 1. Capital Mortgage Insurance Corporation (A) © The McGraw−Hill Companies, 2007 Case 1 Capital Mortgage Insurance Corporation (A) Frank Randall hung up the telephone, leaned across his desk, and fixed a cold stare at Jim Dolan. OK, Jim. They’ve agreed to a meeting. We’ve got three days to resolve this thing. The question is, what approach should we take? How do we get them to accept our offer? Randall, president of Capital Mortgage Insurance Corporation (CMI), had called Dolan, his senior vice president and treasurer, into his office to help him plan their strategy for completing the acquisition of Corporate Transfer Services (CTS). The two men had begun informal discussions with the principal stockholders of the small employee relocation services company some four months earlier. Now, in late May 1979, they were developing the terms of a formal purchase offer and plotting their strategy for the final negotiations. The acquisition, if consummated, would be the first in CMI’s history. Furthermore, it represented a significant departure from the company’s present business. Randall and Dolan knew that the acquisition could have major implications, both for themselves and for the company they had revitalized over the past several years. Jim Dolan ignored Frank Randall’s intense look and gazed out the eighth-floor window overlooking Philadelphia’s Independence...
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...CHAPTER 1 The Nature of Negotiation Objectives 1. 2. 3. 4. Understand the definition of negotiation, the key elements of a negotiation process, and the distinct types of negotiation. Explore how people use negotiation to manage different situations of interdependence—that is, that they depend on each other for achieving their goals. Consider how negotiation fits within the broader perspective of processes for managing conflict. Gain an overview of the organization of this book and the content of its chapters. Chapter Outline A Few Words about Our Style and Approach Joe and Sue Carter Characteristics of a Negotiation Situation Interdependence Types of Interdependence Affect Outcomes Alternatives Shape Interdependence Mutual Adjustment Mutual Adjustment and Concession Making Two Dilemmas in Mutual Adjustment Value Claiming and Value Creation Conflict Definitions Levels of Conflict Functions and Dysfunctions of Conflict Factors That Make Conflict Easy or Difficult to Manage Effective Conflict Management Overview of the Chapters in This Book Chapter Summary “That’s it! I’ve had it! This car is dead!” screamed Chang Yang, pounding on the steering wheel and kicking the door shut on his 10-year-old Toysun sedan. The car had refused to start again, and Chang was going to be late for class (again)! Chang wasn’t doing well in that management class, and he couldn’t afford to miss any more classes. Recognizing 1 2 Chapter 1 The Nature of Negotiation that it was finally...
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...The Assignment BUS 520 Meaning of action: semantic vs pragmatic. The importance of language : How we speak about action; what are the specific circumstances between actors. Language creates new meanings. New linguistic meanings create new possibilities and social realities. And language and action inform each other. Example: the statement “Jump from the window!” can mean many things. The statement can be “reinterpreted in many ways” and “different kinds of actions” are compatible/triggered by that statement, other than the literal interpretation and action that reflects the literal meaning. Semantics views action as propositional sentences. Seen as statements that someone makes to someone about something; they refer to events in the world (mere descriptions of things). Theory of action: from what? To Why? To who? (the agent). Focusing too much on What? and Why? and losing track of Who? (The who? Is ultimately needed for understand action from an ethical perspective.) We need to understand action related to an agent (not just a logical agent but a self). Attribution (of predicates) to a logical subject is not the same as: Ascription to a self where the agent can self-designate himself in the action he performed (or better yet, that he has not yet performed). Imputation (of moral value to an action) is an improvement over attribution but it is not enough. We must distinguish between event vs. action, knowing how vs. knowing that. Action can...
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...Proc 5840 Negotiations November 26 2014 Major Issues The major issue in this case was rather or not the young man was guilty of killing his father. According to the majority of the jurors there was no doubt in their minds the prosecutor had presented a good case and the boy should be found guilty. However Juror number eight began to question some of the evidence that was presented at the trial. From the onset juror number eight stated that he wasn’t sure if the boy was guilty or innocent and would like to talk to the other members to discuss the facts. Several times throughout the movie it was mentioned that the jury might be hung. There were several votes with one or two members deflecting to the not guilty side on every vote. Juror eight showed resiliency by not changing his not guilty vote once. As the movie went on and every fact was debated and it was showed that there was a lot of doubt in the testimony that was presented during the trial. Juror eight’s collaborative negotiation style keep talks alive throughout which keep the other juror members talking. I feel as if the turning point was when a key witness the old man who stated that he had saw the boy running out of the apartment was debated. There were several points in his testimony in which the jury showed that was likely untrue. The fact that old man stated that he had gotten up out of his chair and made it to his door unlocked it and looked out in fifteen seconds. After a demonstration it showed...
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...About Things Fall Apart Chinua Achebe's college work sharpened his interest in indigenous Nigerian cultures. He had grown up in Ogidi, a large village in Nigeria. His father taught at the missionary school, and Achebe witnessed firsthand the complex mix of benefit and catastrophe that the Christian religion had brought to the Igbo people. In the 1950s, an exciting new literary movement grew in strength. Drawing on indigenous Nigerian oral traditions, this movement enriched European literary forms in hopes of creating a new literature, in English but unmistakably African. Published in 1958, Things Fall Apart is one of the masterpieces of 20th century African fiction. Things Fall Apart is set in the 1890s, during the coming of the white man to Nigeria. In part, the novel is a response and antidote to a large tradition of European literature in which Africans are depicted as primitive and mindless savages. The attitudes present in colonial literature are so ingrained into our perception of Africa that the District Commissioner, who appears at the end of the novel, strikes a chord of familiarity with most readers. He is arrogant, dismissive of African "savages," and totally ignorant of the complexity and richness of Igbo life. Yet his attitude echoes so much of the depiction of Africa; this attitude, following Achebe's depiction of the Igbo, seems hollow and savage. Digression is one of Achebe's most important tools. Although the novel's central story is the tragedy of Okonkwo...
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...Chapter 1 The Nature of Negotiation Fill in the Blank Questions 1. People ____________ all the time. Answer: negotiate Page: 2 2. The term ____________ is used to describe the competitive, win-lose situations such as haggling over price that happens at yard sale, flea market, or used car lot Answer: bargaining Page: 3 3. Negotiating parties always negotiate by ____________. Answer: choice Page: 6 4. There are times when you should _________ negotiate. Answer: not Page: 6 5. Successful negotiation involves the management of ____________ (e.g., the price or the terms of agreement) and also the resolution of ____________. Lewicki/Barry/Saunders, Negotiation, 6/e 1 Answer: tangibles, intangibles Page: 8 6. Independent parties are able to meet their own ____________ without the help and assistance of others. Answer: needs Page: 9 7. The mix of convergent and conflicting goals characterizes many ____________ relationships. Answer: interdependent Page: 10 8. The ____________ of people’s goals, and the ____________ of the situation in which they are going to negotiate, strongly shapes negotiation processes and outcomes. Answer: interdependence, structure Page: 10 9. Whether you should or should not agree on something in a negotiation depends entirely upon the attractiveness to you of the best available _________. Answer: alternative Page: 10 – 12 10. When parties are interdependent, they have to find a way to ____________ their differences. Answer:...
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...Davao Oriental State College of Science and Technology Guang-guang, Dahican, City of Mati, Davao Oriental REQUIREMENTS IN AM33 Case Analysis (PREMIER BANK, INC.) Submitted by: GROUP I JR Mantog Febbie Rose Ampilanon Sherlyn Basingan Mary Ann Caingles Sulayma Taduman Imie Grace Potalan Jayson Dapitanon Aiza Grace Indong Marlon Macadagat Submitted to: Ms. Cheryll Bautista-Oray September 19, 2013 PREMIER BANK INC. CASE ANALYSIS INTRODUCTION Organizational conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected. There are disputes over how revenues should be divided, how the work should be done and how long and hard people should work. There are jurisdictional disagreements among individuals, departments, and between unions and management. There are subtler forms of conflict involving rivalries, jealousies, personality clashes, role definitions, and struggles for power and favor. There is also conflict within individuals — between competing needs and demands — to which individuals respond in different ways. Conflict styles are typically seen as a response to particular situations. By contrast, we argue that individual conflict styles may shape an employee's social environment...
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...The Handbook of Negotiation and Culture Michele J. Gelfand Jeanne M. Brett Editors STANFORD BUSINESS BOOKS The Handbook of Negotiation and Culture The Handbook of Negotiation and Culture Edited by miche le j. ge lfand and jeanne m. brett Stanford Business Books An imprint of Stanford University Press Stanford, California 2004 C Stanford University Press Stanford, California C 2004 by the Board of Trustees of the Leland Stanford, Jr., University. All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or in any information storage or retrieval system without the prior written permission of Stanford University Press. Printed in the United States of America on acid-free, archival-quality paper Library of Congress Cataloging-in-Publication Data The handbook of negotiation and culture / edited by Michele J. Gelfand and Jeanne M. Brett. p. cm. Includes bibliographical references and index. isbn 0-8047-4586-2 (cloth : alk. paper) 1. Negotiation. 2. Conflict management. 3. Negotiation—Cross-cultural studies. 4. Conflict management—Cross-cultural studies. I. Gelfand, Michele J. II. Brett, Jeanne M. bf637.n4 h365 2004 302.3—dc22 2003025169 Typeset by TechBooks in 10.5/12 Bembo Original printing 2004 Last figure below indicates year of this printing: 13 12 11 10 09 08 07 06 05 04 Contents List of Tables and Figures Foreword Preface xi xv ix ...
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...Introduction This Integrative Paper is an attempt by the researcher to assess about the conflicts between the elders and the youth of the Church of Nazarene, Bhandup. This research surveys the Existing Conflict Management Models in the Church and its relevancy for the Conflicts of the Church of Nazarene, Bhandup This Integrative Paper examines the causes and the impact of the Conflicts on the spiritual, economical and relational side members involved in the conflicts. Finally, this Integrative Paper attempts to develop a new and relevant Conflict Management Model considering the causes and the impact of the Conflicts for the awesome ministry of the Church of Nazarene, Bhandup. Statement of the Problem Conflicts are the cause of difference in the personalities of the people. The thinking of people differs from each other. The church always faces the problem of Conflict Management because of the difference of opinions between the church elders and the youth. The Church of Nazarene Bhandup (West), Mumbai is also facing the problem today of conflict management for the youth and the elders of the church. There are certain reasons for the conflicts which are prevailing in the church from long time. These conflicts have resulted in the youth being irregular to the church. There are long term conflicts among the church elders and the youth of the church. The conflicts among the youth and the elders of the church have resulted in the decline of the interest of the youth in the church...
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