The paper 'Role for Cam Archer' is a great example of a Management Assignment. Negotiation involves shaping the counterpart decisions so that they choose what is in one's interest. It involves coming into an agreement between two parties with shared interests or interests that may conflict or are different (Lewicki, Bruce & David, 2010). This makes negotiations as one of the most basic forms of interaction. In this case, I have been offered a permanent job by Vince Mangini the vice president of the Professional services in his department.
Despite this, I had been promised by Regan Kessel who is the vice president of Product Management and Marketing a marketing position three months earlier. This leads to two internal job offers at the company. This case study analysis is based on the best way to approach the negotiation in a marketing job with Kessel. The negotiation will ensure getting the maximum compensation on the position chosen which best fist career aspirations. In this case, Kessel will be made aware of the alternative offer from Mangini (McGinn, Hannah, and Dina, 2005). What is the best way to approach this negotiation? This is a job-based negotiation aimed at reaching the best solution on career choice while at the same time maintaining the best value.
The best approach to this negotiation should be based on a win-win situation. This is through the use of an optimal approach which will be aimed at making concessions on both parties and looking for an amicable agreement. It will involve looking for mutual gains (Barry, Saunders, and Lewicki, 2003). The approach will involve being fair while at the same time ensuring that no party is taken advantage of.
This is a principled negotiation which will look at the issues based on merits rather than haggling approach that is not issue-based (Rubin & Brown, 1975). For example, I will appreciate the Kessel position and understand his points while giving my viewpoint to ensure that disagreements are not allowed over issues. This supports a win-win approach. The approach looks for a mutually acceptable solution for the parties involved. The parties will seek an agreement through interdependent goals. This will be based on a problem-solving approach to ensure that everyone's needs are taken care of (Lewicki, Bruce & David, 2010).
In this case, it will be ensured that the conflict is resolved in a manner that I get the best deal in compensation, personal life, and career growth while maintaining positive relationships with both Mangini and Kessel. The solution obtained will be in such a way that all parties maintain a harmonious relationship even after the decision (Blomqvist, Hurmelinna & Seppä nen, 2005). There will be a moderate concern for obtaining their own outcomes and moderate concern for the other party to obtain their own outcomes. Research shows that before entering into a negotiation, the negotiator must be clear on what they want and the available alternatives.
This involves looking at what is an ideal situation and target an aspiration (Barry, Saunders and Lewicki, 2003). This also involves knowing the alternatives, dealing with uncertainty, and having the appropriate level of confidence. There will also be a need to know the situation in order to come up with the best strategy to use. While alerting the other party on the alternative opportunity being offered, there will be the use of extreme care.
This is aimed at ensuring that it does not appear to be a deliberate move of pitting Mangini and Kessel into a bidding war (McGinn, Hannah, and Dina, 2005). For example, I will wait until near the end of the discussion to give news on the alternative offer from Mangini. This will make it possible to be near decision-making time. In addition, it will make Kessel to appreciate honesty and also make a better offer to avoid losing to the competitive position.
Barry, B. Saunders, D. M. and Lewicki, R.J. (2003). Negotiation. (Ed.). Boston: Irwin Professional Pub.
Blomqvist, K., Hurmelinna, P., & Seppänen, R. (2005). Playing the collaboration game right—balancing trust and contracting. Technovation, 25(5), 497-504.
Fisher, R., Ury, W. L., & Patton, B. (2011). Getting to yes: Negotiating agreement without giving in. London: Penguin.
HBS, (1980). Bargaining Strategies: Collaborative versus Competitive Approaches. Boston: Harvard Business School Publishing. 1-14.
Jones, S., & Dudley, N. (2005). Negotiations and conflict management. In Forest Restoration in Landscapes (pp. 126-135). New York: Springer.
Lewicki, R., Bruce, B., & David, S. (2010). Nature of negotiation. Essentials of negotiation, McGraw-Hill Education, Estados Unidos.
McGinn, K. L., Hannah, R. B., and Dina R. P. (2005) "RetailSoft: Role for Cam Archer." Harvard Business School Exercise 905-004.
Rubin, J. Z., & Brown, B. R. (1975). The social psychology of bargaining and negotiation. New York: Academic Press.
Soliman, I. (2001). Collaboration and the negotiation of power. Asia-Pacific Journal of Teacher Education, 29(3), 219-234.
Spangler, B. (2003). Best alternative to a negotiated agreement (BATNA). Guy and Heidi Burgess, eds, Beyond Intractability. Conflict Research Consortium, University of Colorado, June.
Weber, E. P., & Khademian, A. M. (1997). From agitation to collaboration: Clearing the air through negotiation. Public Administration Review, 396-410.