| [Year] | | Deftones user | Type the document title | | Make a rough diagram of your office at your place of work. Label items in your office and show how they are positioned. How versatile is your office for handling every day negotiations with colleagues, staff and outsiders? Does your profession allow you to be accessible and friendly or inaccessible and remote? Does your office layout reflect this? If so, say it out. Can the proxemics power of your office be adjusted? How? OFFICE
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Conflict and Negotiation 1. What is Conflict? Conflict is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. In other words, Conflict is defined as a clash between individuals or group arising out of a difference in thought, process, attitudes, understanding, interests, requirements and even sometimes perceptions. 2. Transitions in Conflict Thought Traditional View of
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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
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CHAPTER 1 1.0 INTRODUCTION Concern over cost and delays in litigation procedures together with increasing globalization have led to more flexible means of resolving disputes which provide alternatives to court-based litigation governed by the law and procedure of a particular state or country. Disputes are generally an inevitable part of human interaction; they may be domestic, international, civil, commercial or economic in nature. Litigation has been the traditional method
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Make a rough diagram of your office at your place of work. Label items in your office and show how they are positioned. How versatile is your office for handling every day negotiations with colleagues, staff and outsiders? Does your profession allow you to be accessible and friendly or inaccessible and remote? Does your office layout reflect this? If so, say it out. Can the proxemics power of your office be adjusted? How? The above diagram is an illustration of
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Chapter 11- Organized Labor Definitions Union- An organization formed by employees for the purpose of acting as a single unit when dealing with management about workplace issues. Labor relations process- The process in which management and the union jointly decide on and administer terms and conditions of employment. National Labor Relations Act- The legal framework for the labor relations process in the United States; it contains significant provisions intended to protect workers’ rights to
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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
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Negotiation 1: Gas Station Game Give a brief overview of the negotiation scenario. Describe the negotiation in terms of (a) what you expected in the situation (e.g., a distributive/integrative approach, potential for conflict, a lengthy negotiation); (b) how you prepared for the negotiation (e.g., targets, resistance points, first offer, planned tactics); and (c) how you and others in the group behaved (e.g., competitively, collaboratively, quickly made concessions, was trusting of the other
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1) Was this a Distributive or Integrative negotiation?- was it the optimum approach and why or why not. Sarah Talley and Wal-Mart are in a distributive negotiation as they only haggle about the price for 4th of July Watermelons (Lewicki, Saunders& Barry 2011). Rather than giving a “why” Wal-Mart persists with the position that the price is “too high” (Sebenius & Knebel 2006). In price-only negotiations only one party can win. Furthermore, there is a huge power difference due to Wal-Mart’s
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CONFLICT T he success or failure of any organization is dependent upon the use of its indigenous, collective energies. When procedures are clear, the "esprit de corps" is high, and the business is said to be productive. But whenever people come together in one setting over a period of time, you can always expect conflict to find itself in the midst. The Webster’s dictionary defines conflict as a sharp disagreement or opposition of interests or ideas but from a more objective perspective,
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