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MGTC 30300. MANAGEMENT COMPETENCIES Fall 2012 Professor Timothy A. Judge Class 25 November 26, 2012 . While I Set Up…. Sign the attendance sheet Turn in readings summary (Ch. 9) . Class #25 Section 1 Review and Introduction. INNER PRIVATE SELF Animus OUTER PUBLIC SELF Persona. - PowerPoint PPT Presentation
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Timothy A. Judge Management Competencies / Fall 2012
MGTC 30300MANAGEMENT COMPETENCIES
Fall 2012Professor Timothy A. Judge
Class 25November 26, 2012
1
Timothy A. Judge Management Competencies / Fall 2012
While I Set Up…Sign the attendance sheetTurn in readings summary (Ch. 9)
2
Timothy A. Judge Management Competencies / Fall 2012
Class #25Section 1
Review and Introduction
3
Timothy A. Judge Management Competencies / Fall 2012
4
Managing/LeadingOTHERS• Making Effective
Presentations• Negotiating Effectively• Negotiating in Teams• Managing Conflict
UnderstandingYOURSELF• Knowing Yourself• Managing Yourself• Reading and Managing
Emotions
PresentingTO OTHERS• Oral Communication
Skills• Listening and Non-
Verbal Communication• Written Communication
Skills
Deciding/SolvingYOURSELF• Analyzing Effectively • Prioritization,
Delegation, and Administration
• Thinking Creatively• Making Ethical
Decisions
Deciding/SolvingWITH OTHERS• Making Decisions in
Groups• Problem-Solving in
Groups
Managing/LeadingYOURSELF• Self-presentation (e.g.,
interviews)• Motivating• Leading and Following
FUNDAMENTAL APPLIED
INNERPRIVATESELFAnimus
OUTERPUBLICSELFPersona
Personal (Work) and Professional (Life) Skills
Well-Being• Eudaimonia (Aristotle)• Hedonia (Epicurus)• Wholeness (Jung)
Contribution toOTHERSDo you contribute to the lives of others? In what ways?
Timothy A. Judge Management Competencies / Fall 2012
5
Managing/LeadingOTHERS• Making Effective
Presentations• Negotiating Effectively• Negotiating in Teams• Managing Conflict
UnderstandingYOURSELF• Knowing Yourself• Managing Yourself• Reading and Managing
Emotions
PresentingTO OTHERS• Oral Communication
Skills• Listening and Non-
Verbal Communication• Written Communication
Skills
Deciding/SolvingYOURSELF• Analyzing Effectively • Prioritization,
Delegation, and Administration
• Thinking Creatively• Making Ethical
Decisions
Deciding/SolvingWITH OTHERS• Making Decisions in
Groups• Problem-Solving in
Groups
Managing/LeadingYOURSELF• Self-presentation (e.g.,
interviews)• Motivating• Leading and Following
FUNDAMENTAL APPLIED
INNERPRIVATESELFAnimus
OUTERPUBLICSELFPersona
Personal (Work) and Professional (Life) Skills
Well-Being• Eudaimonia (Aristotle)• Hedonia (Epicurus)• Wholeness (Jung)
Contribution toOTHERSDo you contribute to the lives of others? In what ways?
Managing/LeadingOTHERS• Making Effective
Presentations• Negotiating Effectively• Negotiating in Teams• Managing Conflict
Timothy A. Judge Management Competencies / Fall 2012
6
Class 25Monday, November 26Negotiating effectively
◦Nature of negotiation◦Preparation◦Distributive bargaining◦Exercise
Timothy A. Judge Management Competencies / Fall 2012
Class #25Section 2
Negotiation: Managing Conflict
7
Timothy A. Judge Management Competencies / Fall 2012
IntroductionConflictMay 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" 8
Timothy A. Judge Management Competencies / Fall 2012
IntroductionDysfunctions of ConflictCompetitive 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 escalates9
Timothy A. Judge Management Competencies / Fall 2012
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
10
Timothy A. Judge Management Competencies / Fall 2012
IntroductionDysfunctions of Conflict (cont.)Magnified differences, minimized
similarities◦ This distortion leads the parties to believe
they are farther apart than they really areEscalation 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
11
Timothy A. Judge Management Competencies / Fall 2012
IntroductionFive Conflict Management Strategies1 Contending
◦ Pursue own outcomes, little concern for other’s outcomes
2 Yielding◦ Show little interest own outcomes, high interest in
other’s outcomes3 Inaction
◦ Show little interest in own or other’s outcomes4 Problem solving
◦ Show high concern in own and other’s outcomes5 Compromising
◦ Show moderate concern own and other’s outcomes
12
Timothy A. Judge Management Competencies / Fall 2012
IntroductionDual Concerns Model
13
Timothy A. Judge Management Competencies / Fall 2012
Class #25Section 3
Exercise: The Player
14
Timothy A. Judge Management Competencies / Fall 2012
Conflict Management:The PlayerRead instructions (15 min)Receive roles and form assigned
dyadsNegotiate (20 min)Complete and turn in
◦1-pink “Settlement Form” – one from each person and signed
Discussion
15
Timothy A. Judge Management Competencies / Fall 2012
Dyad Director Points Producer Points Total
1 Bandy, Ryan Love, Crystal
2 Corbett, Caroline Knight, Thomas
3 Heggie, Bruce Abrate, Tomas
4 Lee, Anders Rees, Tommy
5 Domingo, Daniel Brown, Sammie
6 Thiessen, Marina Collins, Matthew
7 Cotter, Patrick Wildey, Kevin
8 Blakey, Brenna Eifert, Tyler
9 Kuczora, Maddie Dyer, Frank
10 Lombard, Christian Welch, Alex
11 Moore, Alexandria Cole, Meghan
12 Fox, Dan Weil, Beatrix
13 Toole, Breezi Rouser, Colin
Dotzel, Sarah 16
Timothy A. Judge Management Competencies / Fall 2012
The Player2 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)
17
Timothy A. Judge Management Competencies / Fall 2012
Compatible IssueTeen Star
Teen Star Director Producer
Shia LaBeouf 500 250
Elijah Wood 400 100
Dakota Fanning 300 0
Dylan & Cole Sprouse 0 -250
18
Timothy A. Judge Management Competencies / Fall 2012
19
500
250
Shia LaBeouf=750
DirectorProducer
400
100
Elijah Wood=500
DirectorProducer
300
Dakota Fan-ning=300
DirectorProducer
-250
Sprouse Twins=-250
DirectorProducer
Inte
grat
ive
Issue
: Tee
n St
ar
Timothy A. Judge Management Competencies / Fall 2012
Distributive IssueDirector Bonus
Director Bonus Director Producer
0% NO 4400
1% -1200 3000
2% -750 2000
5% -500 1000
7% 500 -500
10% 2100 -1800
12% 3000 -5000
15% 4100 NO
20
Timothy A. Judge Management Competencies / Fall 2012
21
Distributive IssueDirector Bonus
0% 1% 2% 5% 7% 10% 12% 15%-6000
-4000
-2000
0
2000
4000
6000
-1200-750 -500
500
21003000
41004400
30002000
1000
-500
-1800
-5000
DirectorProducer
NO NO
Timothy A. Judge Management Competencies / Fall 2012
Integrative IssueEditorial Control
Editorial Control Director Producer
NA has no say in editing 2000 -450
NA has very limited editorial rights 100 550
NA shares equally in editing control -250 1225
NA gets unilateral control -500 1550
22
Timothy A. Judge Management Competencies / Fall 2012
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2000
-450
NA No Say=1550
DirectorProducer
100
550
NA Limited=650
DirectorProducer
-250
1225
NA Shares=975
DirectorProducer -500
1550
NA Controls=1050
DirectorProducer
Inte
grat
ive
Issue
Timothy A. Judge Management Competencies / Fall 2012
Conflict Management:The Player-Discussion Questions
Score your performance on two dimensions◦ Distributive performance: Your individual
points◦ Integrative performance: Combined dyad
pointsAre 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?
24
Timothy A. Judge Management Competencies / Fall 2012
Distributive BargainingAvoid reputation as distributive bargainer
Procedural remarks
Specific in-formation provided
Relationship building
05
10152025
11
20
12.518
149
No reputationDistributive reputation
How negotiationshould proceed
Discuss interests,Priorities, preferences
Mention mutualconcerns, show
empathy
Percent of remarks
Source: Tinsley, O’Connor, & Sullivan, 200225
Timothy A. Judge Management Competencies / Fall 2012
Distributive v. IntegrativeSkills/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 26
Timothy A. Judge Management Competencies / Fall 2012
27
Conflict ManagementSome conflicts are not task-
based, but instead interpersonalHow 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
Timothy A. Judge Management Competencies / Fall 2012
28
Next class (Wednesday, Nov. 28)
◦Graded conflict management exercise
2
STOTALPOINTPOINTSYOURGRADE
Timothy A. Judge Management Competencies / Fall 2012
29
Next ExerciseGraded 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
Timothy A. Judge Management Competencies / Fall 2012
Class #25Section 4
Class Matters
30
Timothy A. Judge Management Competencies / Fall 2012
Next class (Wednesday, Nov. 28)Me
◦Practice Negotiation Exercise feedback◦Graded Negotiation Exercise
preparationYou
◦Work on your Reflection Paper (hint: source your readings summaries!) due December 3
◦Turn in readings summary (Covey p. 261-284)
31
Timothy A. Judge Management Competencies / Fall 2012
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
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