MGTC 30300

1. MGTC 30300 MANAGEMENT COMPETENCIES Fall 2012 Professor Timothy A. Judge Class 25 November 26, 2012

2. While I Set Up… • Sign the attendance sheet • Turn in readings summary (Ch. 9)

3. Class #25Section 1Review and Introduction

4. INNER PRIVATE SELF Animus OUTERPUBLIC SELF Persona • Understanding • YOURSELF • Knowing Yourself • Managing Yourself • Reading and Managing Emotions • Deciding/Solving • YOURSELF • Analyzing Effectively • Prioritization, Delegation, and Administration • Thinking Creatively • Making Ethical Decisions • Managing/Leading • YOURSELF • Self-presentation (e.g., • interviews) • Motivating • Leading and Following Personal (Work) and Professional (Life) Skills • Well-Being • Eudaimonia (Aristotle) • Hedonia (Epicurus) • Wholeness (Jung) • Presenting • TO OTHERS • Oral Communication Skills • Listening and Non- Verbal Communication • Written Communication Skills • Deciding/Solving • WITH OTHERS • Making Decisions in Groups • Problem-Solving in Groups • Managing/Leading • OTHERS • Making Effective • Presentations • Negotiating Effectively • Negotiating in Teams • Managing Conflict Contribution to OTHERS Do you contribute to the lives of others? In what ways? FUNDAMENTAL APPLIED

5. INNER PRIVATE SELF Animus OUTERPUBLIC SELF Persona • Understanding • YOURSELF • Knowing Yourself • Managing Yourself • Reading and Managing Emotions • Deciding/Solving • YOURSELF • Analyzing Effectively • Prioritization, Delegation, and Administration • Thinking Creatively • Making Ethical Decisions • Managing/Leading • YOURSELF • Self-presentation (e.g., • interviews) • Motivating • Leading and Following Personal (Work) and Professional (Life) Skills • Well-Being • Eudaimonia (Aristotle) • Hedonia (Epicurus) • Wholeness (Jung) • Presenting • TO OTHERS • Oral Communication Skills • Listening and Non- Verbal Communication • Written Communication Skills • Deciding/Solving • WITH OTHERS • Making Decisions in Groups • Problem-Solving in Groups • Managing/Leading • OTHERS • Making Effective • Presentations • Negotiating Effectively • Negotiating in Teams • Managing Conflict • Managing/Leading • OTHERS • Making Effective • Presentations • Negotiating Effectively • Negotiating in Teams • Managing Conflict Contribution to OTHERS Do you contribute to the lives of others? In what ways? FUNDAMENTAL APPLIED

6. Class 25Monday, November 26 • Negotiating effectively • Nature of negotiation • Preparation • Distributive bargaining • Exercise

7. Class #25Section 2Negotiation: Managing Conflict

8. IntroductionConflict May be defined as a: "sharp disagreement" and includes "the perceived divergence of interest, or a belief that the parties' current aspirations cannot be achieved simultaneously"

9. IntroductionDysfunctions of Conflict • Competitive processes • Parties compete because they believe their goals are in opposition and that they cannot both “win” • Misperception and bias • As conflict intensifies: • Perceptions become distorted • Thinking tends to become stereotypical and biased • Emotionality • Parties may become increasingly emotional and irrational as the conflict escalates

10. IntroductionDysfunctions of Conflict (cont.) • Decreased communication • Parties communicate less with those who disagree with them, more with those who agree • Blurred issues • The parties become less clear about: • How the dispute started • What it is “really about” • What it will take to solve it • Rigid commitments • Parties become more committed to their points of view and less willing to back down from them for fear of losing face

11. IntroductionDysfunctions of Conflict (cont.) • Magnified differences, minimized similarities • This distortion leads the parties to believe they are farther apart than they really are • Escalation of the conflict • Both parties attempt to win by: • Increasing their commitment to their position, • Increasing the resources they are willing to put up to “win,” • Increasing their tenacity in holding their ground under pressure

12. IntroductionFive Conflict Management Strategies 1Contending • Pursue own outcomes, little concern for other’s outcomes 2 Yielding • Show little interest own outcomes, high interest in other’s outcomes 3 Inaction • Show little interest in own or other’s outcomes 4 Problem solving • Show high concern in own and other’s outcomes 5 Compromising • Show moderate concern own and other’s outcomes

13. IntroductionDual Concerns Model

14. Class #25Section 3Exercise: The Player

15. Conflict Management:The Player • Read instructions (15 min) • Receive roles and form assigned dyads • Negotiate (20 min) • Complete and turn in • 1-pink “Settlement Form” – one from each person and signed • Discussion

17. The Player • 2 issues compatible (participants want dearly what is easily provided by the other) • 3 issues distributive (participants’ interests are incompatible) • 6 issues integrative (participants have different preferences that can be traded off)

18. Compatible IssueTeen Star

19. Integrative Issue: Teen Star

20. Distributive IssueDirector Bonus

21. Distributive IssueDirector Bonus NO NO

22. Integrative IssueEditorial Control

23. Integrative Issue

24. Conflict Management:The Player-Discussion Questions • Score your performance on two dimensions • Distributive performance: Your individual points • Integrative performance: Combined dyad points • Are both important? Why? • Was a more integrative agreement possible? • Did you discover compatible issues? Why/why not? • Did anyone bluff? Did you share information? • Did you negotiate using packages? • Did you set an aspiration point? Was it helpful?

25. Distributive BargainingAvoid reputation as distributive bargainer Percent of remarks Mention mutual concerns, show empathy How negotiation should proceed Discuss interests, Priorities, preferences Source: Tinsley, O’Connor, & Sullivan, 2002

26. Distributive v. Integrative • Skills/strategies for distributive bargaining are not the same as integrative • Reasons why integrative more valuable • Everyone wins, achieving better moral and practical long-term outcomes • If you start distributive, you never get to integrative

27. Conflict Management • Some conflicts are not task-based, but instead interpersonal • How to handle/resolve? • Avoid generalizations • Express interests not positions • Empathic concern (try very hard to see it from the other’s point of view) • Reaffirm bonds

28. Next class (Wednesday, Nov. 28) • Graded conflict management exercise

29. Next Exercise • Graded conflict management exercise is very much like the practice exercise • How to do well • There is both creating value and claiming value—focus on creating first • Identify commonalities/shared interests • Stay focused on issues • Claiming is a part of resolving divergent interests

30. Class #25Section 4Class Matters

31. Next class (Wednesday, Nov. 28) • Me • Practice Negotiation Exercise feedback • Graded Negotiation Exercise preparation • You • Work on your Reflection Paper (hint: source your readings summaries!) due December 3 • Turn in readings summary (Covey p. 261-284) 31

32. Upcoming graded activities/items due • Personal Development Plan update for extra credit • Readings summaries, journal, final in-class essay • December 3: Graded Negotiation Exercise • December 5: Review, overview, preparation for Final In Class Essay • December 12: Final In Class Essay 32