Question 1
The most important rule is to put safety first. The negotiator should not make harsh demands or act in a way that shows disrespect. The negotiator should know when to stop a negotiation or to continue with it.
Question 2
“Best rationalizable proposal” is the proposal that looks into the account the basis point of negotiation and considers rationality before judgment is done. The proposal is one that is not outrageous on both sides of the parties and is acceptable by any rational thinker.
Question 3
The union will be the first to propose in a union negotiation so that the management will be able to strategies in a way to counter-respond to their request.
Question 4
The first step in preparation for negotiation is establishing whether you are in the best situation to do the negotiation (Mowbray 14). The negotiator should then clarify the aim of the negotiation and gather the information required in the process. Most importantly, the negotiator should know the Best Alternative to Negotiation Agreement (BATNA).
Question 5
The first important step is to identify the passive-aggressive people in a negotiation. It is important to keep as much distance as possible and avoid overreacting. Don’t play the tit for tat; this will get you sucked into their character. All you need to do is to demonstrating a superior composure by application of humor.
Question 6
An autocratic leader tends to be demoralizing and overbearing on the side of the subjects. As a result of autocracy, the employees tend to be discouraged thereby discouraging creativity and negative reaction among the subjects.
Question 7
In such a scenario, I will call upon the affected employee and discuss with them both my point of view and theirs. We may call for another neutral third party and attempt to deliberate over the issue and come into a common ground.
Question 8
The styles of conflict management include, compromising, avoiding, accommodating and competing.
Question 9
Win-win scenario is where the negotiators create a bigger room which accommodates the other negotiator’s demand so that the process ends by both parties obtaining at least some parts of their goals.
Question 10
Value conflicts can include mistrust, misunderstanding, stereotype and hostile and strained communication.
Question 11
Analyzing and discussing conflicts among employees involve increased understanding and discussion among the employees and the management.
Question 12
When an employee comes to me complaining that they have been sexually harassed, as a manager, I will constitute a disciplinary committee which will investigate and ascertain the complaints. In a case where the accused accepts their mistake, we will try to solve it internally; but when the issue is quite out of hands, we will involve the authorities.
Question 13
The scrapper method to creativity includes: combining various ideas and technologies; adapting or tweaking the product in order to result into a better product; modifying the process so as to ensure efficiency; putting the product or technology into another use; and eliminating the redundant techniques to replace them with new efficient ones.
Question 14
When you are evaluating a situation and find a result that you want, should keep the result in mind but keep looking until you are completely convinced that you have exhausted all the options. This will enable you to come up with the best available option.
Question 15
Nominal group technique is a type of brainstorming which involves the voting process so as to decide on an idea accepted by many people.
Question 16
Scientific method includes experimentations and observations of data and trends which are statistically evaluated to come up with a result. These results can be scientifically defended.
Question 17
Optimal experience to creativity is obtained by formulating clear goals and high level of concentration of an individual within a specific field of knowledge.
Question 18
Workplace conflict can lead to lower morale. In case of a conflict the management should try to establish the main reason for the conflict by looking for securing evidence such as surveillance footage. The culprit should then be punished according to the set rules and by-laws.
Question 19
When given changes are to eliminate a given category of workers, the management should ensure that the affected workers are informed prior to the application of such changes. Their due compensation should be given in full before they are sent away.
Question 20
People resist change because mainly because they don’t even see the need for change. Some have got the fear of the unknown, they lack the required competence to exercise change and as a result feel that they may be rendered redundant (Mowbray 37). Some are also connected in their old was of doing things and they don’t wish to change that.
Question 21
There are instances where people only here what they want to hear. In such instance, it is imperative that individual be told the importance of objective listening. By letting them now that they are not objectively listening they will try set themselves psychologically to listen to what is actually said.
Question 22
Logic instrumentalism for change should be done in stages putting into consideration that some people are reluctant or even fear change. The first step is addressing general concerns regarding change, broadcasting general concern; develop a formal plan for change, begin change plan and on-going adaptation of the plan.
Question 23
The moment you realize that things are going on too well, then this is the point you should start being very careful. This is the point by which the competitors may realize your success and get into your niche. It is the point that you should start strategizing for competitive advantages so as to outdo any competitor that can join the niche.
Question 24
Helmstetter’s six steps for dealing with change include:
Identifying the change
Deciding to either accept or reject the change
Decide on the style on how to handle the change
Review and evaluate your actions then adjust them in accordance to what you believe is right
Work sited
Mowbray, Paula K., Adrian Wilkinson, and Herman HM Tse. "An integrative review of employee voice: Identifying a common conceptualization and research agenda." International Journal of Management Reviews 17.3 (2015): 382-400.
