Top Mgmt and Political Skill Exam

Distributive Negotiation (Baarveld)

"claiming value" = dividing or apportioning scarce and fixed resources among negotiators, where actors focused on satisfying their own interests (slicing the pie)

Integrative Negotiation (Baarveld)

"creating value" = mutual process of discovering the other actor's interests, develop new and often wider problem definitions, prob-solving behavior (expanding the pie)

Gamification Term (Detering)

"the adoption of game tech and game design methods outside of the games industry", "the process of using game thinking and game mechanics to solve problems and engage users" OR to integrate these tactics to drive participation

Usual Suspects (Gabrielsson)

# of board members, CEO duality, insider/outsider ration, and the stock holding by board members - focus has been driven by the publish or persih syndrome ! (results from the U.S. tenure track system)

Real side to glorification of elites (Hambrick)

'Executives make decisions and engage in behaviors that affect the health, wealth, and welfare of others—but they do so as flawed human beings.'

Circle Chart!

*Thinking about a particular problem - factual situation you dislike *Descriptive analysis - you diagnose an existing situation in general terms. You sort them into categories and suggest causes. *To consider what ought to be done. *Come up with specific and feasible suggestions for action

What set of skills do you need for negotiation possibilities? (Chapman)

- Distributive negotiation asks for the least complex set of skills - Followed up by integrative negotiation - And adaptable negotiation asks for the most complex set of skills

Are you being ethical?? How to tell...

- Front page test = would you be ok with what you're saying if it were to be printed on the front page of the paper tomorrow - Reverse Golden Rule = how would you feel if opponent did this to you? - Role modeling = would I want my kids imitating my behavior? - Third-party advice - Strengthen your bargaining position (have a good BATNA!! Only strengthens your position so no need to lie!)

win-win negotiation(thompson)

- Is not a compromise - Even split (orange example) - Building a relationship Win-win means all creative opps are leveraged and no resources are left on the table

Gabrielsson Empirical Research

- Majority of the articles had rigorous theoretical base - most had agency theory as main perspective - bias towards North American samples (98/127)

Findings on the Interpersonal Level (Thompson)

- Mixed-motive interaction: situations where two or more parties face a conflict between two motives: cooperation (integrative aspect) and competition (distributive aspect) - All negotiators must balance the "twin tasks" of negotiation: creating value and claiming value - Emotions influence negotiations at the interpersonal as well as intrapersonal level. (Anger and happiness)

Definitions of Negotiation (Kissinger and Thompson)

- Process of combining conflicting positions into a common positions, under a decision rule of unanimity - An interpersonal decision-making process necessary whenever we cannot achieve our objectives single-handedly

Integrative negotiation skills (Chapman)

- Prosocial motivated - Mutual-gain for both parties - Continuing and maintaining good relationship

Three assumptions underlying notion of top exec hubris

- exists only in the context of power - CEO wields most power in org - Leader who displays unethical behavior is no leader, qualified as a tyrant

Two Sub Ideas of UE Theory (Hambrick)

- focus on the characteristics of TMT will yield stronger explanations of org outcomes rather than focus on the indiv. to exec alone - Demographic characteristics of execs can be used as valid (though incomplete) proxies of exec cognitive frames

Conclusions from Chapman

- important that organizations recognize that individuals come with natural characteristics that make them more likely to develop specific skill set(distributive, integrative, and adaptable) -distributive negotiation skills are the least complex skills to acquire, can be readily acquired through didactic learning and feedback, and are ideal for less agreeable and less empathetic individuals with a high need for power and personal gain - Integrative negotiation skills are moderately complex, and can be acquired through observational learning, whether that is through mentoring, feedback, and moderate levels of experience.

What should your BATNA be based on? (Thompson)

- not something you wish for; determined by objective reality - don't let BATNA be influenced by the other party's persuasion techniques, only change as result of objective facts and evidence

Insist on using objective criteria (Book)

- reaching a solution based on principle, NOT pressure (i.e. why not insist that a negotiated price be based on some standard, such as market value, replacement cost, depreciated book value,.etc) -Have to consider fair standards and procedures

Method for Research in Thompson Article

- reviewed descriptive research from social psychology and org behavior - examined negotiation behaviors an outcomes at five level of analysis (intrapersonal, interpersonal, group, organizational and virtual) - reviewed negotiation processes and outcomes at each level - two implication of various processes and outcomes for two function(value creation and claiming)

Look for signs of potential to enlarge the pie in negotiation...

-Look for integrative potential - possibility to add issues? - diff preferences? (on diff issues?)

How to talk about your interests (Book)

-Make your interests come alive! - Acknowledge their interests as part of the prob(to help create shared interest) - put prob before answer, give interests first - look forward not back - be concrete but flexible - be hard on the prob, soft on the ppl

3 approaches to exec hubris(Petit)

-Mythology(talks a lot about how they linked myth of Icarus to CEOs) -Psychology(hubris seen as a personality disorder, acquired condition), -Ethics(vice of a tyrant, virtue of reverence)

Distributive negotiation skills (Chapman)

-anchoring the bargaining range close to own desired outcome - EGOISTIC -Max. own gains - No future biz with counterparty

3 Challenge Areas for Non-Execs (Peij and Bezemer)

1. Ability to ask mgmt a critical question 2. Info asymmetries between mgmt and supervisory boards 3. Interpersonal tensions in board-mgmt relationships

Homo Economicus (in human nature to maximize our own benefits)

1. Acts consistently rational 2. Motivated by self-interested opportunism (challenged by stewardship theory) 3. Takes all sources of information (limitless) into consideration before making a decision (challenged by upper echelons theory)

10 Pie Slicing Strategies (Thompson)

1. Assess and improve BATNA 2. Determine (but do not reveal) your reservation point 3. Estimate other party's BATNA and reservation point 4. Set high but realistic aspirations 5. Make the first offer (if ur prepared) 6. Immediately re-anchor if other party opens first 7. Plan your concessions (reductions/additions during process) 8. Support your offer with facts 9. Appeal to norms of fairness 10. Do not fall for an even split (often based on values arrived at arbitrarily, so not fair at all)

3 Types of Directors (Hillman)

1. Business experts 2. Support specialists 3. Community influential

Procedural Justice: Rules for Fair Procedures

1. Consistency = consistent across time/persons 2. Bias-suppression = no self-interest 3. Accuracy = valid info 4. Correctability = opp to reverse decisions 5. Representativeness =reflect perspectives of all indivs/groups affected 6. Ethicality = consistent with values of people involved

3 Tricky Tactics(Fisher and Ury)

1. Deliberate Deception - phony facts - Ambiguous authority - "have to ask my boss" thing - Dubious intentions - don't comply to agreement you have(build in guarantees!) 2. Psychological Warefare - Stressful situations (warm room, bright lights) - Personal attacks - Good guy/bad guy routine - Threats 3. Positional Pressure Tactics - Refusal to negotiate - Extreme demands - Escalating demands - Lock-in tactics - situation created where there is "no way back" - Hardhearted partner - "I would agree, but my boss wouldn't" - Calculated delay - beneficial for them to wait a bit longer - "Take it or leave it"

Components of Organizational Justice

1. Distributive Justice (actual slice of the pie) 2. Procedural Justice (procedures to slice the pie) 3. Interactional Justice(communication about slicing the pie)

Distributive Justice: Norms for Allocation

1. Equality (blind justice) = if you have certain amount of resources, you give everyone same amount 2. Equity (proportionality principle) = will give person who devoted more time a higher output, lower input lower output 3. Need-based (welfare-based) = based on what ppl actually need, take into account personal background of someone

What does Upper Echelons Theory Mean?

1. Execs act on basis of their personalized interpretations of the strategic situations they face 2. These personalized ideas are a function of the execs past experiences, values and personalities

How to negotiate effectively

1. Focus on full-set of interests of all parties (not positions) 2. Explore value-creating options by discovering value-creating differences 3. Assessing and shaping BATNAs 4. Being aware of + avoiding biased perceptions (authentic leadership, counterfactual thinking) 5. Accepting and trying to reduce uncertainty (be flexible) 6. Relying on principled negotiation tactics

Three Points to Remember for Negotiating with Objective Criteria (book)

1. Frame each issue as a search from obj criteria = ask "what's your theory?" "what is your negotiation based off of? 2. Reason and be open to reason(can always bring in a third party to help decide) 3. Never yield to pressure, only to principle

HEXAO and Leadership Styles

1. Honesty-Humility --> ethical leadership 2. Emotionality 3. eXtraversion -->charismatic leadership 4. Agreeableness --> supportive leadership 5. Conscientiousness --> task-oriented leadership 6. Openness to experience

Directors bring 4 benefits: (Hillman)

1. Info in the form of advice or counsel 2. Access to channels of info between firms and enviro contingencies 3. Preferential access to resources 4. Legitimacy

Interactional Justice (Two Components)

1. Interpersonal = politeness, dignity, respect 3. Informational = explanation of procedures and outcomes (more cognitive)

8 Criteria for Thought Reform

1. Milieu Control - 2. Mystical Manipulation 3. Demand for Purity 4. Confession 5. Sacred Science 7. Doctrine over Person 8. Dispensing of existence -

What are the 6 common negotiation mistakes? (Sebenius)

1. Neglecting the other side's problem - don't just focus on your own prob, try to put yourself in the other persons shoes 2. Letting price bulldoze other interests - economics aren't everything and can turn cooperative deals into adversarial ones. need to focus on relationships, social contract, process, and interest of the full set of players 3. Letting positions drive out interest - three elements to consider: issues(underlying concerns which would affect resolution), position(one party's stance on the issues) and interest (on the table for explicit agreement) 4. Searching too hard for common ground - sources of value arise from searching for differences too(help drive deals) 5. Neglecting BATNA - sets the threshold that any acceptable agreement must exceed, defines zone of possible agreement and determine its location 6. Failing to correct for skewed vision - self-serving role bias; don't get too caught up in your own POV. Leads to exaggerated perceptions of the other side's position.

Big Five Personality Traits

1. Openness to experience = imaginative, independent, interested in variety and inner feelings 2. Conscientiousness= self-discipline, carefulness, tendency to think before acting organizations 3. Extraversion = enjoy human interaction, enthusiastic, talkative 4. Agreeableness = pleasant, accommodating, helpful, kind 5. Neuroticism = anxiety, anger, guilt, depressed mood

Invent Options for Mutual Gain: 4 Major Obstacles

1. Premature Judgement = think twice before suggesting a negotiation 2. Searching for a single answer = don't let the breadth of ideas stop you from making a decision, creative thinking can only help! 3. Assumption of fixed pie = only leads to an "either-or" dilemma. you need to appeal to both sides. 4. Thinking "solving prob is their prob" = that the negotiator needs to meet their own self-interests, but you also need to appeal to other party

How to counter tricky tactics!(Fisher and Ury)

1. Recognize the tactic - keep to yourself but then address to use to counter them 2. Raise the issue explicitly 3. Question the tactic's legitimacy and desirability - and negotiate over it

How to Invent Creative Options for Mutual Gains(Book)

1. Separate act of inventing options from act of judging them 2. Broaden options on the table rather than look for single answer 3. Search for mutual gains 4. Invent ways of making their decision easy

4 Principles from "Getting to Yes"

1. Separate the people from the problem 2. Focus on interests, not positions 3. Invent options for mutual gain 4. Insist on using objective criteria

3 Subgroups in Their Research (Gabriellson)

1. Strategic Adaption = proposed that the selections, compositor, and interlocks of board members reflect the strategic contingencies a firm faces in its internal external environments 2. Substitution and regulation = governance structures are seen as configurations of interdependent elements 3. Stakeholder power studies = a. focusing on how differences in stakeholder power influence corp governance and board of directors

5 Arguments of RDT(Hillman)

1. fundamental units for understanding intercorp relations and society are orgs 2. these orgs not autonomous, constrained by a network of interdependencies w other orgs 3. interdependence(coupled w uncertainty) leads to a situation where survival and continued success are uncertain 4. Therefor, orgs take action to manage external interdependencies 5. patterns of dependence produce inter and intra-org power, where this has some effect on org behavior

2 Streams of Research about Board Room Interactions (Bezemer)

1. intermediate steps between board structure and performance - impact of board attributes(conflict, effort, norms, etc), and their ability to deliver tasks 2. studies investigated how directors behave (observations or interviews) - examine role of poer, trust, emotions and status in boardroom - demonstrated clear differences between major governance actors (i.e. board chair can influence decision-making processes, while non-execs might achieve influence by creating coalitions, or using persuasion techniques)

Findings from Organizational Level (Thompson)

1. interpersonal connections influence negotiation process - ppl often choose friends to negotiate with, even if talking w a stranger would have better integrative potential - own rep can influence counterparts behavior(either harder or softer nego., having a pos. or neg. inluence) 2. org may be a barrier to nego. - may get in the way of a negotiation all together (explicitly prohibit or do not even provide it as an alternative)

Why do orgs engage in Mergers? (Hillman)

1. reduces competition 2. manage interdependencies w sources of inputs or purchasers of output 3. Diversify operations to lessen dependence on present orgs

Gamefulness vs Gameful Design

1. the experiential and behavioral quality (strategy) 2. designing for gamefulness, typically by using game design (goal)

Two Concepts for Gamification Term(Detering)

1. the increasing adoption, institutionalization and ubiquity of (video) games in everyday life 2. since video games designed w primary purpose of entertainment, and motivate users to engage w them, game elements should be able to make other, non-game products and services more enjoyable and engaging as well

Why is there a knowledge gap about boards? (Bezemer)

1. too much info on agency theory 2. access to boardrooms is hard

4 Major Streams of Group Level Research (Thompson)

1.Social and group identity = stronger indiv group identity, less sharply they distinguish between self-interest and collective 2. Group culture = culture(manifest in group's values, beliefs, norms or behavioral patterns) and distinctive characteristics important. 3. Relational and collective identity = one defines himself or herself in terms of the attributes, preferences, and traits that make him or her unique and autonomous, the other more likely to define himself or herself in terms of his or her social and group relationships 4. Discontinuity Effect = empirical finding that one-on-one negotiation behavior cannot be simply extrapolated to group-on-group negotiation behavior

Cognitive Bias

A feature of human psychology that skews belief formation. - people have a strong desire/need to believe that the world is a orderly, predictable and just place

Which country more likey to generate results in support of UE theory? (Hambrick)

America, b/c execs there have a significantly greater effect on company performance (i.e., explained more variance) than did CEOs in the other two countries(Japan)

Method for Inside the Boardroom Article (Bezemer)

Analyzed videotaped observations of board meetings at 2 Australian companies to develop insights into what directors do in meetings and how they participate in decision-making processes.

Identifying Interests(Book)

Behind positions lay shared and compatible interests - ask "why?" and "why not?", realize they have multiple interests, most powerful is basic human needs - make list!

RDT and Boards of Directors (Hillman)

Boards enable firms to minimize dependence or gain resources (more successful lens than agency theory) - resources of the board need to be matched with the needs of the firm - not just #, but TYPE pf directors (i.e. resource-rich) that matter

At the deeper level, how are board rooms different than previously believed? (Bezemer)

By focusing on the agenda item as a point of analysis: - way to explain how boards might come to a certain decision (boards and their members must limit their focus of attention to a limited number of items as a consequence of limited time and directors' bounded rationality) - Board rooms are dynamic where the participation and contributions of individual directors vary by agenda item. (Instead of homogeneous, monolithic and straightforward) - director participation and contribution change with each agenda item and that explains how individuals may act, e.g. are they familiar with a topic? - there are multi-level complexities!

2 Types of Moral Reasoning

Consequentialist = locates morality in the consequences of an act (would you rather have 1 person die or 5) Categorial = locates morality in certain duties and right (murder is categorically wrong, look at whether thing you do is in itself, a good thing)

How is Heemskerk article different?

Deals with relationship conflict and task conflict -i.e. how can conflict be constructive?

Key to Board Effectiveness (Roberts)

Degree to which non-execs are able to create accountability within the board in relation to BOTH strategy and performance - Can be achieved through: challenging, questions, probing, discussing, testing, informing, etc

Amount of influence execs have depends on what? (Hambrick)

Discretion = exists when there is an absence of constraint and when there are plausible alternatives - managerial discretion is pivotal moderator of UE predictions

What is the Aim of the Hambrick article?

Discusses the UE theory and responses to skepticism and lays out future research directions

Interpersonal Processes (Thompson)

Displays of emotions also impact negotiation processes and outcomes - exemplifies how someones mood influences another party's behavior and ultimate goal

Equity/Justice Theory

Equity theory is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships

Executive Job Demands (Hambrick)

Execs who are under heavy job demands will be forced to take mental shortcuts and fall back on what they have tried or seen work in the past; so their choices will reflect their backgrounds and dispositions - those who face minimal job demands can affords to be more comprehensive in their analysis and decision-making. Choices will more match the objective conditions they confront

Findings on the Virtual Level (Thompson)

Face-to-face negotiators feel more confident in their performance and satisfied with outcome - Parties who negotiate via email desire less future interaction - Negotiators behave more honestly when negotiating face-to-face

Aspiration Points (Hasselhuhn)

Focusing on the maximum amount of value that negotiators hope to attain from negotiation

Hammer vs. Lamp Syndrome (Gabriellson)

Hammer = driven by your own research q's, and profile of what is accepted of major examples/articles - might be easier to use broader variables - When you do your research, look at major journals - Better to use quant study Lamp = prefer to get data you can get easy access to, or formulate questions that are easier to answer (might be less relevant but increases your chance to get published)

Resource Dependency Theory(Hillman)

How orgs reduce enviro interdependence and uncertainty(created by Pfeffer and Salancik) -Organizations rely on resources that are held by other groups

What does IPLAY AT WORK stand for? (Oprescu)

I = i Orientation P = Persuasive elements L = Learning orientation A = Achievement based rewards Y = y - generation adaptable A = Amusement factors T = Transformative W = Wellbeing oriented R = Research generating K = Knowledge-based

Conclusion of Hambrick

If we want to understand organizations (and their performance), we must understand their executives and take into account what their experiences, values and personalities are. Especially the top management team.

Inputs and Outputs in Equity Theory

Inputs = what you put into job (time, skills, experience, what you bring to work) Outputs = what you get back (education, appreciation, salary)

Basic Analytical Framework for Baarveld Article

Integrative = about cooperation! focus = search together for creative solution comm= openly share info trust = mutual Distributive = about competition! focus = trying to get best deal for YOU, satify own interests comm= withhold/manipulate info, threaten/apply pressure trust = distrust

What are the five systems of Negotiation? (Thompson)

Intrapersonal Interpersonal Organizational Group Virtual

Consequences of the U.S. tenure track system (Gabriellson)

Lamp and Hammer Syndrome

RDT and Exec Succession

Larger firms may have entrenched executive power and thus were more likely to replace a CEO with an insider SO: Reasonable performance & poor performance = choosing insiders Midrange of performance = choosing outsiders as CEO

What is Hubris Syndrome? (Petit and Bollaert)

More than just narcissism; and acquired condition, and is triggered by accession to a position of power and the resulting lack of constraints on the indiv's behavior.

Mixed-Motive Nature of Negotiation

Negotiators are motivated to cooperate with the other party to ensure that settlement is reached in the case of a positive bargaining zone, but they are motivated to compete with one another to claim as much of the bargaining surplus as they can.

Key takeaway from Haselhuhn

Negotiators should be encouraged to unpack potential POSITIVE outcomes as a way to gain confidence and secure more resources in negotiations

What is diff between one-tier boards vs two-tier (Peij/Bezemer)

One-tier = integrate decision-mgmt and decision-control in one organizational body Two-tier = provide for a formal separation of both of those roles - exec directors (mgmt board) are responsible for daily operations of co. and non-execs (supervisory board) responsible for supervision of exec directors

Goal of "Inside the Boardroom" Article (Bezemer)

Open up the black box of the boardroom by observing directors' interactions during meetings to better understand the board processes

Hambrick Suggests what methodology to further their studies>

Opening the black box, because exploring the ACTUAL processing behaviors of the managers, you can improve theories

Why agency theory might not be so great...(Roberts)

Over-emphasis on control may be counterproductive - May read as distrust and set up a self-fulfilling cycle that produces the very behaviors it is designed to prevent - non-execs as either monitors or collaborators.

What levels of board engagement are there?(Heemskerk)

Passive board = activity is minimal (main job to ratify managerial deicions) Certifying board = control tasks certifies org is managed properly Engaged board = takes into account control tasks, and attends to its service/strategic tasks(help shapes strat) Intervening board = makes key exec decisions about org Operating board = makes ALL key decisions, then implemented by mgmt

Three Basic Rules to Remember for "Separate People from the Problem"

Perception = put yourself in their shoes(allows to reduce the area of conflict), discuss each others perceptions, give them a stake in the negotiation/get them involved, and face-saving(your proposals are consistent with their values) Emotion = recognize and understand their emotions, think about the opponents identity and your own; is it being threatened? make emotions explicit and don't react to emotional outbursts Communication = 3 big probs: talk to impress, ignoring the other party, misunderstanding SO, be an active listener, talk to the other side, convince them of your view so you can work together

Findings on the Intrapersonal Level: 3 Main Themes (Thompson)

Power = refers to indiv relative ability to alter other peoples outcomes Gender = to exert influence, gender must be activated or made salient. - Prevailing stereotype is that woman are less assertive and agentic(stems from word "agency") than men. Many people see negotiation as a situation requiring assertive and agentic behavior, Affect = considers the impact of mood on cognitive processing, identifying two overarching conditions under which mood is likely to affect information processing.

Organizational System (Thompson)

Social context and network in which one is embedded also influences negotiations, through choice of negotiation partner and formation of reputation - how DO these negotiators choose optimal counter-parties in a marketplace of negotiators

Soft vs Hard Negotiation, (together they make up principled negotiation, a balance!)(Fisher and Ury)

Soft: - participants are friends - goal is agreement - make offers Hard: - participants are adversaries - goal is victory - make threats

Firm Life Cycle Phases(Huse)

Start-up oLegitimating - Specialist advice - Discipline - Discussion partner - Legitimacy -Influencing/lobbying - Formalities - Control - Strategy Growth o Advising - Strategy - Discussion partner, support Crisis o Monitoring

Accountability in the Boardroom (Roberts)

Talks about treatment of the non-exec within existing lit on governance and boards - role of non-execs is important b/c they can both support the business and monitor/control exec conduct

Input-Output Studies (Gabriellson)

These are publications with a focus on the usual suspects, i.e. the insider/outsider ratios, board size, directors, shareholding, and cEO duality - characterized by black box studies and the ham- mer and lamp syndromes.

What does Bezemer say about board meetings?

They are dynamic, where participants and contributions of individuals and directors vary by agenda item

Integrating RDT with other salient theoretical perspectives(Hillman)

Transaction costs (research in M&As) Agency Theory (research in boards) Institutional theory perspective

What is Hambrick Reading about

Upper Echelons Theory - says that execs experiences, values, and personalties greatly influence their interpretations of the situations they face, and in turn affect their choices

Group System (Thompson)

When negotiation takes place not between indiv's but rather between groups, group identity, culture and structure of the negotiation will affect whether the teams of negotiations do better than in a solo negotiation

Virtual System (Thompson)

When negotiations are not face-to-face but rather are computer-mediated, many variables come into play in determining whether computer-mediated negotiations harm or facilitate negotiations - could be over phone, email, etc.

Reservation Point (Thompson)

Your 'bottom line' in negotiation. It is the point you will absolutely not got over...your limit. - determined by what your BATNA represents, quantification of their BATNA w respect to alternatives

Forbes and Milken definition of an effective board(Roberts)

a board that perform distinctive service and control activities successfully (task effectiveness) and yet continue to work together (cohesiveness)

What is the common framework ? (Heemskerk)

a shared understanding of the role of the board, i.e. "common ground", creates stability and reduces uncertainty vis-a-vis the execs. - article argues that a common framework helps boards to perform well because it allows the board to benefit from task conflict and avoid relationship conflict

Stewardship Theory(Roberts)

argues that managers perceive that serving shareholders' interests is also in their own interests - need for collaboration,

What is Task Conflict? (Heemskerk)

arises from disagreement between group members about the content of the tasks to be preformed due to differences in viewpoints, ideas and opinions

What is relationship conflict? (Heemskerk)

arises through interpersonal incompatibilities between group members and is expressed in tension, animosity, and annoyance. - uses cognitive resources that can then not be used for task performance

What is a BATNA, and what does it stand for? (Thompson)

best alternative to a negotiated agreement - determines the point at which a negotiator is prepared to walk away from the negotiation table. - means that the negotiators should be willing to accept any set of terms superior to their BATNA, and to reject outcomes that are worse than their BATNA

Virtue of Reverence

capacity to feel respect in the right way toward the right people and to feel awe towards an object that transcends particular human interest o Authentic leadership relates to self and with others o Virtue of reverence, relation with others and with the world

Egoistic Negotiators (Chapman)

concerned about their own outcomes, with little to no concern for the other party

Important for Gamification... (Detering)

difference between gamification from "regular" entertainment games and serious games is that they are built with the intention of a system that includes elements from games, NOT a full game proper - What is main diff

Positional Bargaining (Fisher and Ury)

each side takes a positions, argues for it and makes concessions to reach a compromise - can most often produce unwise outcomes - inefficient - endanger ongoing relationship

Joint Ventures are...(Hillman0

firm relationships that represent only partial absorptions, unlike mergers, they are more likely to occur between firm with mutual interdependencies (buyers/supplier)

Conclusions of Baarveld Article

formulating ambitions = integrative process specifying roles, risks and responsibilities related to the ambitions = distributive process - shifts between the two happen all throughout phases of a planning process

Non-execs have trouble with...(two-tier boards)

frequently experience challenges effectively asking mgmt critical questions, info asymmetries and interpersonal working relationships with exec directions

Mixed-motive(aka adaptable negotiator) negotiations (Chapman)

in reality, neither purely integrative nor purely distributive. MOST negotiations have elements of both - you have to know when to use them, and what strategy to implement. known as adaptable negotiator

"Separate interests from positions"(Book)

interests = desires and concerns, what motivates people and what caused you to decide position = what you have decided on

Prosocial Negotiators (Chapman)

more concerned about maximizing their own AND their counterparts' outcomes

Pie-expanding strategies

o Put yourself in the other's shoes o Ask Q's about their interests o Reveal info about your interests (capitalize on powerful principle of reciprocity)

RDT and Joint Ventures (Hillman)

only part of interdependencies is gone, take place to reduce interdependencies and complexities and gain resources - firms enter alliances (smaller orgs benefit)

Intrapersonal System (Thompson)

processes such as how one's psychological power and mood impact negotiation processes and outcomes -How an indiv's sense of power influences the negotiation behavior/satisfaction and outcomes

Agency Theory(Roberts)

rationale for how the modern organization can be governed, mainly through the provision of two broad sets of control and internal mechanisms, primary among them the board of directors(need for control) - ex: agency relationship between shareholders and execs of a corp where top brass is elected to act in the interest of the true owners of the company

Board of Directors are helpful b/c...

research has seen the greatest application of RDT with this theme. Boards can manage enviro dependencies and should reflect enviro needs. - the four benefits are key

Best type of negotiation happens when...(Chapman)

right negotiation type is used, the right ppl are provided and the right tools are used

Non-execs should be...(Roberts)

should be "engaged but non-executive", "challenging but supportive", and independent but involved".

Endogeneity

the name given to any circumstance in which two variables exhibit mutual or reciprocal effects ex: board (or other hiring body) believes that these executives have precisely the right characteristics needed for the conditions at hand. In turn, the executives' ac- tions are due more to their mandate than to any unwittingly biased information processing on their part

reverse causality(Hambrick)

the questions of what is the cause of exec behavior

Bargaining Zone (Thompson)

the range of options between the initial and final offer that each party will consider before negotiations dissolve or reach an impasse - Range between their reservation points (Between a buyer and a seller, the bargaining zone will be between the highest price a buyer is willing to pay and the lowest price a seller is willing to sell for)

Organizational Justice

the way an employee judges the actions of (the representatives of) the organizations; and the way employees react to these actions, in terms of attitudes and behavior

What is the role of the mgmt board? (Peij and Bezemer)

to manage the company, which means, among other things, that they are responsible for achieving company's aims, the strategy and associated risk profile, development and results, and CSR issues.

RDT and political action

to shape govt regulations - orgs may use these means to alter conditions of the external economic enviro to reduce uncertainty and interdependence from enviro contingencies

What are supervisory boards for? (Peij and Bezemer)

to supervise the policies of the mgmt board and the general affairs of the company and its affiliated enterprise, as well as assist the mgmt board by providing advice

What is benefit of gamified workplaces? (Oprescu)

use gamification to transform some of their work processes into a game-like experience for the employees by applying selected principles of game design and game interaction - long-term goal is to increase well-being at the org level (productivity) and personal level (work satisfaction)

Mergers are...(Hillman)

when firms that depend on one anther (buyers/sellers, competitors) and act as a mechanism to reduce dependence

Integrative Negotiation(Thompson)

where an agreement can be found that is better for both parties than what they would have reached through distributive negotiation - extent to which the negotiated outcome satisfies the interests of both parties (implies the outcomes can not be improved upon w/out hurting one or more of the parties involved)