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TonyaTackett

HRM 595 Negotiation Skills Full Course

TonyaTackett

HRM 595 Negotiation Skills Full Course

 Follow Below Link to Download Tutorial

https://homeworklance.com/downloads/hrm-595-negotiation-skills-full-course/

 

For More Information Visit Our Website (   https://homeworklance.com/  )

 

Email us At: Support@homeworklance.com  or lancehomework@gmail.com

 

HRM 595 Negotiation Skills Full Course

 

DeVry HRM595 week 1 Discussion 1 & 2 latest

 

DeVry HRM595 week 1 dq 1

 

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Case Study: Noisy Neighbors (graded)

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Linda and Larry are angry because their new neighbors in the apartment complex, Dale and Donna, seem to hold late-night parties every Thursday. Linda and Larry both have long work days that require them to rise early and remain alert all day. Linda and Larry have asked Dale and Donna to keep the noise down on Thursday nights and conclude their parties by midnight. Dale and Donna have ignored their requests. Linda and Larry have reached their boiling points and have decided to call the police this Thursday if the party goes on beyond midnight.

Given this scenario, how have Linda and Larry handled the conflict thus far? What should they do now?

Additional questions to consider:

1.     1. Some negotiating is “interest-based”, and some is “rights based”. What determines which approach is better and which approach is least costly?

2.     2. When is “active avoidance” appropriate?

 

DeVry HRM595 week 1 dq 2

 

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Sick Leave (graded)

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Read Case 8, “Sick Leave”, in the back section of your e-text.

After reading the case, identify and explain the conflict that occurred, how it occurred, how it could have been avoided, and what Kelly and the other ALTs should do now. Consider the Chapter 16 concepts on international and cross-cultural negotiation in your answer. Also, consider the questions and answers from the Personal Bargaining Inventory assignment. Given your own scoring on the Personal Bargaining Inventory, how well would you have likely handled the situation if you were Kelly?

 

 

DeVry HRM595 week 2 Discussion 1 & 2 latest

 

DeVry HRM595 week 2 dq 1

 

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What Is the Relationship Between Goal Setting, Strategy Development, and Planning in a Nego (graded)

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·          

·         To what extent does goal setting drive strategy development in a negotiation?

·         What is the difference between strategy and tactics in a negotiation?

·         Why are there ten steps in the negotiation planning process? Are all ten steps necessary?

DeVry HRM595 week 2 dq 2

 

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What Is Framing and Why Should I Do It? (graded)

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·          

·         To what extent does the way you frame a problem influence the outcome of negotiation?

·         Can you change your frame once negotiations begin? Can you have more than one frame?

·         What do you do if the other side frames the problem differently than you do?

·         Provide examples from your own experience in answering these questions.

·          

DeVry HRM595 week 3 Discussion 1 & 2 latest

 

dq 1

 

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Seeing Things My Way (graded)

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·         In a distributive bargaining scenario, how do I get the other party to go along? How do I “win”?

·         Does bad faith exist in a distributive bargaining scenario? For instance, when selective presentation is used, does it ever become an exercise in bad faith?

·         Provide examples from your own experience.

 

dq 2

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Winning at Win-Lose (graded)

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·          

·          

·         Should I open “high”, and should I concede anything? How firm should my final offer be? If I commit to a position, can I walk away from it? What do I do if the other party plays hardball?

·         Provides examples from your own experience.

·          

 

DeVry HRM595 week 4 Discussion 1 & 2 latest 2016 october

 

dq 1

 

 

 

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Why Integrative Bargaining? (graded)

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·         What makes integrative bargaining different from distributive bargaining?

·         What are the different kinds of interests that need to be identified by each of the negotiators?

·         What are the factors in integrative negotiation that make it difficult to achieve an agreement?

·         Provide examples from your own experience.

dq 2

 

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Finding Alternative Solutions (graded)

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·         How do I generate alternative solutions based on the issues being negotiated?

·         How do I evaluate, select, and prioritize from among them?

·         Provide examples from your own experience.

·          

 

DeVry HRM595 week 5 Discussion 1 & 2 latest 2016

dq 1

 

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You Just Don’t Understand (graded)

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·         What are the major perceptual errors? Why do they occur?

·         What are some cognitive biases, and what can we do to manage them in the negotiation process?

·         What steps can we take to improve communication between the parties in negotiation, and what are some fatal mistakes to avoid?

·         Provide examples from your own experience.

dq 2

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Impasse—What Happened? (graded)

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·         We’re at an impasse. What led us to this point?

·         If I get angry, can I get even?

·         If I don’t get angry, how can I just walk away from the negotiation?

·         If I don’t walk away, how do we break the impasse? Should I issue an ultimatum?

·         Why are some people so difficult? Should I try to bring a difficult person to his or her senses, or to his or her knees?

·         Use examples from personal or business experience or from outside reading.

 

DeVry HRM595 week 6 Discussion 1 & 2 latest 2016

dq 1

 

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Negotiating With Relationships (graded)

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·         What are the major social factors in negotiation?

·         What is more important when negotiating within relationships: trust or justice? Are some forms of trust better? How can one increase trust?

·         Provide examples from your experiences and incorporate your answers from The Trust Scale questionnaire whenever applicable.

 

dq 2

 

 

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Forming and Managing Multiparty Coalitions (graded)

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·         How do coalitions get started and how do they grow?

·         What tactics can you implement to strengthen a multiparty coalition?

·         What are the differences between a bedfellow and a fence sitter in terms of forming and storming coalitions?

·         Are Internet coalitions “sticky”?

 

DeVry HRM595 week 7 Discussion 1 & 2 latest 2016

dq 1

 

 

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Power in Negotiations (graded)

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·         What is power? How does one acquire power and what is the best kind of power to have?

·         How do I preserve the power that I have?

·         How do I influence someone with power and make sure that my message gets through?

·         Use examples from personal or business experience.

 

dq 2

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Your Lying and Cheating Ways (graded)

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·         Isn’t this “ethics” business all about not lying and cheating?

·         If other people do it, shouldn’t I be doing it to them?

·         Who is more unethical: men or women? Younger folks or older folks? Experienced negotiators or inexperienced ones? The highly educated or the not-so-educated? Sociology majors or business majors? Are some nationalities/cultural groups/personality types more likely to lie and cheat in negotiations?

·         After taking an ethics course, will I be a more ethical negotiator? If not, how can I deal with the other party’s deceptions?

·         In answering these questions, incorporate your answers from the SINS II Scale questionnaire and personal or business experience.

 

DeVry HRM595 Week 1 Personal Bargaining Inventory Assignment latest 2016 october

 

 

Complete Questionnaire 1: The Personal Bargaining Inventory, which is located in the back section of your e-text.

Part 1 of the assignment: Record your responses to questions 1–50 using the Personal Bargai

 

ning Inventory Answer Sheet found in Doc Sharing.

Part 2 of the assignment: After listing your responses to questions 1–50, explain what you learned about your perceptions of yourself in conjunction with negotiations and how this questionnaire has helped you in clarifying your perceptions. [Note: There is no scoring scale for this assignment. Your reflection is based solely on how you reacted to and interpreted your responses to the survey questions.]

Submit your assignment (Note: You may add your reflection on the personal bargaining inventory answer sheet) to the Dropbox, located at the top of this page. For instructions on how to use the Dropbox, read these step-by-step instructions or watch this Dropbox Tutorial.

See the Syllabus section “Due Dates for Assignments & Exams” for due date information.

 

 

DeVry HRM595 Week 2 Field Analysis Assignment

 

 

FIELD ANALYSIS

UNDERSTANDING THE KEY PARTIES AND THEIR ROLE IN A NEGOTIATION

General information and instructions:

1.     1. Review text pages 137–139 in Chapter 4. These pages cover step 9 in the planning process, assessing the social context of negotiation.

2.     2. The field analysis tool is helpful when negotiators have to consider multiple parties—on their own side and on the other side—who can affect a negotiation outcome, and whose needs and interests must be considered.

3.     3. Take note that the soccer field (see diagram below) is a metaphor for a two-party multi-stakeholder contract negotiation.

Specific information and instructions:

1.     1. Assume that you are the negotiator who is tasked with a salary (on call time, step increases, overtime for captains and majors) and benefits (insurance while employed, insurance after retirement, accrual of leave time, retirement multipliers) dispute between a large municipal county with a strong mayor and the sheriff’s department for the county.

2.     2. You are negotiating the contract on behalf of the sheriff’s office. The purpose of this activity is to give you an opportunity to construct a field analysis on your relationship with a specific other negotiator. This tool should be helpful when negotiators have to consider multiple parties—on their own side and on the other side—who can affect a negotiation outcome, and whose needs and interests must be considered.

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