MGTC 30300

Timothy A. Judge Management Competencies / Fall 2012

MGTC 30300MANAGEMENT COMPETENCIES

Fall 2012Professor Timothy A. Judge

Class 25November 26, 2012

1


While I Set Up…Sign the attendance sheetTurn in readings summary (Ch. 9)

2


Class #25Section 1

Review and Introduction

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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?


5



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?




6

Class 25Monday, November 26Negotiating effectively

◦Nature of negotiation◦Preparation◦Distributive bargaining◦Exercise


Class #25Section 2

Negotiation: Managing Conflict

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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


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


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

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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

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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

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IntroductionDual Concerns Model

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Class #25Section 3

Exercise: The Player

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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

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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


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)

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Compatible IssueTeen Star

Teen Star Director Producer

Shia LaBeouf 500 250

Elijah Wood 400 100

Dakota Fanning 300 0

Dylan & Cole Sprouse 0 -250

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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


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

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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


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

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23

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


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?

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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


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


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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


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Next class (Wednesday, Nov. 28)

◦Graded conflict management exercise

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STOTALPOINTPOINTSYOURGRADE


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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


Class #25Section 4

Class Matters

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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)

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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

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Documents

MGTC 30300