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What percent of surveyed workers said they always negotiation salary when receiving a job offer?
What percent of surveyed workers said they dread salary negotiations?
A process resulting in the perceptions of two parties that they are working in opposition to each other in ways that result in feelings of discomfort and/or animosity
Interpersonal disagreements manifested in tension, annoyance, and animosity among group members
Refers to incompatible views, ideas, and opinions among group members about the content of their decisions
Someone always challenges ideas
The items/currencies that are on the table for explicit agreement
One party's stance on the issues
Underlying concerns that would be affected by the deail
- Can be used to create value
- When each party places different value on issue
- Can only be used in dividing value
- When each party places same value on issue
Tactics for Distribution
- Framing - How to state points
- Anchors and reference points - Comparison to similar details
- Be the first mover
- Maximize and publicize your BATNA (Best alternative to negotiation agreement)
Tactics for Integration
- Understand the other side - bounded rationality, framing, anchoring, availability
- Understand yourself
Tactics for Integration
- Focus on interests first, positions second
- Search for positions on issues that allow you to meet the interests of both parties
- Subordinate goals - "increase the size of the pie"
% higher men's salaries compared to women
By age 60, what's the salary gap between men and women?
Why don't women ask for salary raises?
- Social forces
- Even when they negotiate, they get less
- Locus of control - external/internal forces
- Set less aggressive goals
- Expecting less
How to ask for a raise?
- Express emotions
- Get help
- Disarming the tough guys - Negotiation jujitsu
The ability of one person or group to cause another person or group to do something they otherwise might not do
Activities in which managers engage to increase their power and to pursue goals that favor their individual and group interests
Political Decision Making
Decision making characterized by active disagreement over which organizational goals to pursue and how to pursue them
A group of managers who have similar inters and join forces to achieve their goals
Formal Individual Power
Power that originates from a person's position in an organization
The power to control and use organizational resources to accomplish organizational goals
The power to give pay raises, promotion, praise, interesting projects, and other rewards to subordinates.
The power to give or withhold punishment
the power that stems from access to and control over information.
Informal Individual Power
Power that stems from personal characteristics such as personality, skills, and capabilities
Informal power that stems from superior ability or expertise
Informal power that stems from being liked, admired, and respected.
An intense form of referent power that stems from an individual's personality or physical or other abilities, which induce others to believe in and follow that person.
the struggle that arises when the goal-directed behavior of one person or group blocks the goal-directed behavior of another person or group
A process in which groups with conflicting interests meet together to make offers, counteroffers, and concessions to each other in an effort to solver their differences.
An outsider skilled in handling bargaining and negotiation
A neutral third party who tries to help parties in conflict reconcile their differences
A third party who has the authority to impose a solution to a dispute