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From the beginning of this course, you’ve learned how an integrative bargaining approach to a negotiation is preferable when the parties want to preserve a relationship. In our project scenario, Michelle wants to continue working at the call center, and more importantly wants to maintain the good working relationship that she has cultivated with her boss, Nikki. Neither party wants the schedule dispute to derail that relationship. Nikki knows that Michelle has started bad mouthing her to the other employees because she thinks that Nikki’s approach to scheduling people based on seniority was a lazy rather than fair. Michelle’s emotions were running high when she did this, but unfortunately the remarks started to damage Nikki’s reputation as being a good supervisor. As a result, the relationship between the supervisor and employee is now strained.For this final part of the project you will address the following questions in your paper:Analyze and discuss the critical role of reputation, trust, and fairness as it pertains to this situation.After meeting and discussing the issue, the two women were able to work out a schedule for Michelle that would solve her daycare issues and would be fair to the other employees. Now that the issue has been resolved, based on your readings, synthesize a plan for how the two women can work towards rebuilding their relationship.
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Facts:
Nikki is the manager of a small-midsize call center that handles orders for a national chain of
floral shops, InBloom Flowers. She recently implemented a policy change based on the needs of
InBloom. Previously, employees worked from 9:00am-5:00pm, Monday through Friday. Due to
an increase in orders, InBloom requested that the call center expand its hours and add
Saturdays (Saturdays seem to be a high need day). In order to fulfill this request, Nikki changed
the hours to 7:00 am-6:00 pm Monday through Friday, and to 8:00 am-4:00 pm on Saturdays.
This change means that employees will be given a new schedule based on their seniority. Those
with the most seniority were allowed to pick their shift first. Below are the shift options
A: 7:00 am-3:00 pm M-F
B: 10:00am-6:00pm M-F
C: 7:00am-3:00 pm Tuesday-Saturday (8:00-4:00pm on Saturdays)
D: 10:00am-6:00 pm Tuesday-Saturday (8:00-4:00pm on Saturdays)
Obviously, those with seniority were able to pick their ideal shift while those with less seniority
were left with less options. One of those who felt that she received a less than ideal shift was
Michelle. Even though she has worked for the call center for over two years and is a stellar
employee, because of the longevity and lack of turnover in the call center, she ranked around
the bottom 20% for picking a shift. Michelle ended up with Shift D: 10:00am-6:00 pm TuesdaySaturday (8:00-4:00pm on Saturdays). Furious with this shift assignment she wants to meet with
Nikki and demand that she get a shift that better fits her home life responsibilities. Michelle is a
single mom and has an ideal daycare provider who only has hours from 8:30-5:30 Monday
through Friday.
RUNNING HEAD: Planning for the Negotiation
Planning for the Negotiation
Rachel Martin
Rasmussen College
Author Note:
This assignment is being submitted on February 24, 2019 for Jennifer Stoker’s
B404/MAN4441 Section 01 Negotiation and Conflict Management
1
RUNNING HEAD: Planning for the Negotiation
2
Planning for the Negotiation
Distributive negotiation is a bargaining strategy whereby any gain, which is arrived at,
leads to a loss of the other party involved (Wang, Wong, and Xiaohuan, 4). In this context, all
parties involved, struggle to get the most significant chunk out of the process. On the other
hand, the integrative strategy consists of bargaining between two parties whose result or
outcome will lead to a win-win situation. The principal objective of this kind of negotiation is
to enhance cooperation at the end of the process. In the end, individuals involved take the other
party as a friend or collaborator. In this context, distributive negotiation leads to a win-lose
solution because a single party emerges to win at the end, on the other hand, integrative leads
to all parties winning at the end of the process. Another advantage of integrative negotiation is
that it solves the conflict while distributive bargaining escalates the battle further. Distributive
bargaining is also individualistic whereby personal interests are focused while integrative
negotiation emphasizes on constructive solutions that will lead involved parties to benefit
(Saaty and Kevin). Based on the above descriptions of both processes; therefore, Michelle
should take an integrative approach. This is because the process is inclusive and will lead to
better conflict solution.
Michelle’s Integrative Negotiation Plan
The issue involved here is that I feel the changes made here by the manager will create
a lot of inconveniences on my work schedule. If I am leaving the work station by 6.00 pm,
then my children will suffer because I have my children whom I should meet by 5.30 from
Monday to Friday.
RUNNING HEAD: Planning for the Negotiation
3
Issue assembly and the Bargaining Mix
The primary concern or issue here is the fact that Michelle has got children who are left
under the day caretaker who closes his work by 5.30 on weekdays. That means that Michelle’s
new schedule will inconvenience her so she should be allowed to choose a shift which will
create convenience between her, the organization, children, and the caretaker respectively.
Both Parties’ Interests
The organization changed the dates because of strategic reasons. However, these
reasons are hindering Michelle from her core duties of taking care of her children by 5.30.
Michelle’s interest is to have the company change its policy and give her fair terms so that
she can meet her children’s needs.
Resistance Points
The organization argues that everyone in the organization has his issues at home and
therefore, the issues at home should not be related to the working timetable. In addition to this,
the organization has changed its management times so that it can meet the needs and
expectations of its customers. On the other hand, Michelle feels that her new schedule will
create inconvenience on her normal routine of taking her kids home by 5.30 pm.
Michelle’s Alternatives
These are the alternatives that Michelle can opt on. Firstly, she can have the option of
changing her schedule from 7:00am-3:00 pm Tuesday-Saturday (8:00-4: 00 pm on Saturdays).
This option will ensure that she has enough time to meet her children and take care of them
RUNNING HEAD: Planning for the Negotiation
4
before 5.30. Another option available is to choose 7:00 am-3:00 pm Monday to Friday. Her
BATNA, in this case, should be 7:00 am-3:00 pm M-F.
Michelle’s objectives and opening bids (Starting Point)
Michelle’s primary objective is to have her schedule changed. In this context, her
schedule should be one that ends the time before 5.30 pm. Her opening bid is that she is
allowed to negotiate her condition and also her situation be considered.
Constituents and the Social Context of the Negotiating Point
The constituents of the negotiation process will involve Michelle, her manager, a
neutral person or third party, and attorneys for both parties. The Negotiation point should be a
neutral place, like a conference room, which will open to guests only.
Other Party Analysis
The other party involved here is the InBloom Flowers business organization. The
business has experienced an increase in its customer orders and therefore, rescheduling its
working hours is one of its strategies to ensure it meets the needs of its customers. The method
that it applied included giving its employees an opportunity to choose their schedule; however,
those with the most seniority were given the first opportunity to choose first.
Issue Presentation and Defense Plan
The first party to present its issue will be Michelle. She will explain her concern and
give a concrete reason why she deserves to have her working time changed. The second party
RUNNING HEAD: Planning for the Negotiation
will be the manager of the company. Having listened to Michelle’s case, he will present his
side and the reason why he believes his decision to change the timetable was valid.
Protocol
The negotiation process will occur in a conference room. The participants will include
Michelle, her attorney, the manager, his attorney, and a neutral judge selected by both parties.
The agenda of the meeting will be to open the conference by the judge, case presentation,
arguments, and judgment.
5
RUNNING HEAD: Planning for the Negotiation
References
Saaty, Thomas L., and Kevin P. Kearns. Analytical planning: The organization of the system.
Vol. 7. Elsevier, 2014.
Wang, Gong, T. N. Wong, and Xiaohuan Wang. “A hybrid multi-agent negotiation protocol
supporting agent mobility in virtual enterprises.” Information Sciences 282 (2014): 114.
6
RUNNING HEAD: The Conflict Gets Personal
The Conflict Gets Personal
Rachel Martin
Rasmussen College
Author Note:
This assignment is being submitted on March 3, 2019 for Jennifer Stoker’s
B404/MAN4441 Section 01 Negotiation and Conflict Management
1
RUNNING HEAD: The Conflict Gets Personal
2
The Conflict Gets Personal
A frame refers to a method through which people perceive, interpret and respond to
specific situations. Conflict-management frames or Process frames, therefore, are a set of
assumptions that individuals must, therefore, make to obtain the best way, through which they
can approach a dispute to be it in the process of negotiation, arbitration, protest or military
action (Yang, Cheng, & Chuang, 2015). While approaches tend to pay attention to needs,
rights, and power, the best method to employ in the Nikki-Michelle conflict is the interest.
Nikki’s Perspective
Nikki as the manager is more concerned with the organization being in a position to
deliver more. As a manager, she is responsible for meeting organizational objectives and
increase flower sales. As such she believes that changes in the shifts will significantly help
improve their firm’s performance, something that she desires. In her position as a manager, she
understands, that the pressure of underperformance will directly be pushed to her managerial
position from top management. Her needs, desires, concerns, and fears form her primary
interest in making the shift.
Michelle’s Perspective
Michelle’s interests in the case are guided by the need of having to take care of her
children. She feels that the new options provided will see her look for other means to take care
of her children when she is not available since she is more likely to be late from work.
Additionally, the other option that involves working Saturday will further inconvenience her
with her children’s time.
RUNNING HEAD: The Conflict Gets Personal
3
Biases
Biases are defined as prejudgment that parties have towards each other in a dispute. As
such negotiators involved in organizational disputes must walk into the negotiating room with
all possible cognitive biases that both parties may have against each other (Jerry, 2018).
Michelle’s Biases
First Michelle views Nikki as inconsiderate and as an individual who is only more
worried about the success of her career, hence she decided to change shifts to increase sales
and further her performance. Additionally, while Nikki made the decisions purely on seniority
reasons, Michelle may hold a view that the manager’s actions were meant to make her suffer
and throw her daily schedules in disarray, given that she has been a good performer over the
two years
Nikki’s Biases
Nikki, the manager, created the new shifts with a seniority approach in mind. For her,
the lower caliber employees would create a disturbance if given the authority to choose. While
this would pass as prejudice, on the one hand, it is equally a documented fact; however, it is
also true that not all lower level employees would cause a disturbance if given the opportunity
to choose. She, therefore, reduces the options for such employees, which in effect affects
Michelle.
Strategies
The First strategy of dealing with emotional conflict, is facing the conflict once and for
all. Running away from such disputes only reinforces the other parties’ beliefs increasing their
resentment. Additionally, quitting ensures that a conflict grows out of proportion than it should
RUNNING HEAD: The Conflict Gets Personal
4
have (Yang, Cheng, & Chuang, 2015). Secondly, Nikki must think about the situation through
to clarify issues and needs. She should seek feedback from third parties if necessary which will
help increase her scope of ideas. Thirdly she must talk it out in a physical manner. This calls
for a face to face approach as it helps introduce nonverbal cues such as handshakes and smile
which reduce the tension. Written communication, lacks these features and may only heighten
the tension.
She must then employ the use of a mediator, who will listen to queries from both sides.
The mediator regulated the tempo, giving each ample time to speak while listening. Fifth,
Nikki must be aware of her part in the conflict. As such, she must apologize where necessary.
Sixth, Nikki must work on her communication skills, since a wrong choice of words, will only
heighten the conflict. Understanding tone and mode will provide her with possible methods of
responding to allegations and accusations. Finally, she must understand Michelle’s
expectations. This will help sieve out unrealistic ones from the most plausible, providing her
with clear answers when challenged with the same.
RUNNING HEAD: The Conflict Gets Personal
References:
Jerry, R. H. (2018). Framing Campus Free Expression Conflict Through a Dispute Resolution
Optic: Insights For Campus Leaders. Journal of Dispute Resolution, 2018(2), 59-70.
Yang, M.-Y., Cheng, F.-C., & Chuang, A. (2015). The role of affects in conflict frames and
conflict management. International Journal of Conflict Management, 26(4), 427-449.
5
1
RUNNING HEAD: Power Struggles
Power Struggles
Rachel Martin
Rasmussen College
Author Note:
This assignment is being submitted on March 10, 2019 for Jennifer Stoker’s
B404/MAN4441 Section 01 Negotiation and Conflict Management
2
RUNNING HEAD: Power Struggles
Power Struggles
Various individuals view power differently. Some people believe that power is crooked
while others know that the higher the rank of control an individual has, the greater the feeling
of prosperity. The five sources of power were recognized or established by John French
together with Bertram Raven back at the beginning of the year 1960, via analysis that they had
administered about power in an administrative role (Erkutlu, & Chafra, 2006). The study
demonstrated how various kinds of power impacted an individual’s leadership competence and
accomplishment in the leadership aspect.
In the case study of Nikki and Michelle, there is a portrayal of various types of powers
between the two parties. There are five power bases which branches into two classifications
namely formal power, and the other is called personal power. Under Formal power, we have
the forcible or coercive, authentic or legitimate, and reward or authority power while under
Personal or own power there is expert or proficient and referent authority. In the case analysis,
Nikki is under the classification of formal power and possesses legitimate power. Unlike
Michelle, Nikki has the authority to make decisions in the organization without receiving any
objections from the employees. Nikki has a powerful post in that organization as she is the
manager. The employees acknowledge her authority plus she decides the general direction of
that organization and the assets needed to run the company (Barret, 2008).
Michelle, on the other hand, is a hard worker and self-disciplined but not highly
recognized despite working for the organization for a long time. She feels she deserves better
treatment and a higher rank compared to other newly employed employees that are in more
senior positions than she is. Michelle has a source of power and fall under the classification of
RUNNING HEAD: Power Struggles
3
personal power in the category of referent power. She is trusted in all that she does and
admired or respected due to the way she deals with circumstances.
Negotiation is a series of actions for creating, cultivating and bettering relationships.
The connection between an individual and her boss is one of the essential competence
connections and how one negotiates and leads his or her boss to believe about him or her could
have an enduring effect on an individual’s course. To accomplish an advantageous conclusion
in a negotiation, it is essential for an individual to pursue a systematic approach. In our case
study, Michelle needs to get fully prepared on how to go about her negotiating process with
Nikki. The first step she ought to take is to get her timing right. She should approach Nikki
and also make sure to correspond her dialogue with for example a project she has currently
accomplished.
The second step is to get prepared. Michelle should ensure that she has enough
information and facts before the negotiation with Nikki. She needs to be aware of all the shifts
available and the individuals occupying them including her shift. Thirdly she needs to keep
control of her emotions. Michelle should only stick to the problem at hand and not get
emotional or have an attitude of anger. Fourthly, she should back up her arguments with actual
and robust facts. For example, Michelle is a single mom, and she has to work to cater to her
child but at the same time cannot leave her child unattended. Michelle needs a shift that
corresponds to her baby sitter’s hours. Fifth, she should put herself in Nikki’s shoes and show
how her anticipation can be reciprocally beneficial. The sixth point is that Michelle should be
clear on her bottom line. Before the entire process, Michelle needs to have been evident in her
mind the extent she is ready to compromise and what she stands to achieve. Like in her case
RUNNING HEAD: Power Struggles
she can either lose her job for her child’s sake or get a new baby sitter that she can work with,
per her late shift. Lastly, Michelle should ensure to have a summary of their agreement via
email (Ury, 1993).
4
5
RUNNING HEAD: Power Struggles
References
Barrett, D. (2008). Leadership communication. New York: McGraw-Hill/Irwin.
Erkutlu, H. V., & Chafra, J. (2006). Relationship between leadership power bases and job
stress
of subordinates: example from boutique hotels. Management Research News, 29(5),
285297.
Ury, W. (1993). Getting past no: Negotiating your way from confrontation to cooperation.
Bantam.

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