Busi 3331 Business Negotiations 205 Subject Written As ✓ Solved

CLEANED: Busi 3331 Business Negotiations 205subjectwrittenassignment Case 0

The document “Case_01_Negotiation - Thawing Salary Freeze” requires a comprehensive analysis of a negotiation scenario between Katherine and Alisa. Your submission must include:

• A summary of the case in your own words, relating it to key negotiation terms.
• Answers to the questions inserted within the case text.
• An analysis of the situation focusing on mutual perceptions, goals, positions versus interests, possible alternatives, strengths and weaknesses of each participant, and suggestions for how each could improve her position.

The case involves a negotiation over salary increases and bonuses, with underlying issues of transparency, perceived fairness, and financial constraints faced by the company. The dialogue reveals communication patterns, misunderstandings about financial information, and differing perceptions of trust and professionalism. A detailed understanding of negotiation concepts such as BATNA (Best Alternative to a Negotiated Agreement), zones of possible agreement, interests versus positions, and relational dynamics should be demonstrated in your analysis.

Sample Paper For Above instruction

Introduction

The negotiation scenario between Katherine and Alisa exemplifies a complex conflict rooted in financial transparency, expectations, and internal communication processes. At its core, the negotiation revolves around salary freezes, bonuses, and perceptions of fairness, accentuated by divergent understandings about company financials and budget allocations. This case provides a rich context to explore fundamental negotiation concepts, including interests versus positions, mutual perceptions, and alternative strategies.

Summary of the Case

In this case, Katherine, a management representative, and Alisa, an employee, engage in a negotiation concerning salary increases amidst a company-wide salary freeze. Alisa is frustrated upon discovering that executives received large bonuses, which she perceives as unfair, especially when she was unaware of this information. Katherine explains that the bonuses are related to last year's performance, funded from last year's budget, and are unrelated to current salary negotiations. The dialogue reveals tensions around transparency, trust, and differing interpretations of financial disclosures.

Alisa questions the omission of bonus information during negotiations, suspecting that financial constraints may not be as severe as portrayed. Katherine emphasizes that salary increases are impossible due to current financial policies but offers a potential solution involving bonuses tied to the current year's revenue, with future negotiations planned. Both parties display contrasting perceptions rooted in their roles, experience, and understanding of financial data.

Analysis of Negotiation Dynamics

Mutual Perceptions

Alisa perceives Katherine as withholding critical financial information, which undermines trust and fuels frustration. She perceives a lack of transparency and fairness, suspecting managerial concealment of available funds. Conversely, Katherine perceives herself as transparent within established bounds, stressing legal and procedural limitations on disclosure and emphasizing her role in safeguarding company interests. These perceptions influence their communication style and openness.

Goals and Interests

The primary goal for Alisa is to secure a fair salary increase and bonuses that recognize her contributions. Her underlying interest is in feeling valued and assured about the company's financial health. Katherine's goal is to maintain financial stability, uphold company policies, and manage employee expectations without compromising company resources.

Positions vs. Interests

Alisa's position is that there should be a salary increase and transparent bonus disclosures. Her interest is fairness and recognition. Katherine's position is that salary increases are prohibited at present, and bonuses are contingent on future financial performance, with limited disclosure due to company policies. Her interest is financial stability and adherence to company protocols.

Possible Alternatives

• Alisa could seek clarification or documentation on budget allocations and transparency policies.
• Katherine could propose a clear timeline for future salary negotiations or performance-based bonuses.
• Both could explore creative compensation packages, such as profit-sharing or deferred bonuses.

Strengths and Areas for Improvement

Alisa did well in asserting her concerns and seeking transparency but could improve by framing questions constructively and understanding the constraints faced by management. Katherine demonstrated patience and attempted to explain complex financial matters but could have been more proactive in providing written clarifications or alternatives to meet employee expectations.

Recommendations for Each Participant

• Alisa: Focus on open-ended questions, demonstrate understanding of financial constraints, and seek collaborative solutions rather than confrontations.
• Katherine: Enhance transparency by providing written summaries, consider flexible compensation options, and acknowledge employee concerns proactively.

Conclusion

This negotiation highlights the importance of clear communication, understanding underlying interests, and developing mutual trust. Recognizing the difference between positions and interests allows negotiators to craft solutions that address both parties' needs, fostering productive and fair resolutions.

References

• Fisher, R., Ury, W., & Patton, B. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• Shell, G. R. (2006). Bargaining for Advantage: Negotiation Strategies for Reasonable People. Penguin Books.
• Thompson, L. (2015). The Mind and Heart of the Negotiator. Pearson.
• Lewicki, R. J., Barry, B., & Saunders, D. M. (2015). Negotiation. McGraw-Hill Education.
• Ury, W. (1991). Getting Past No: Negotiating in Difficult Situations. Bantam Books.
• Clark, C., & Wilson, S. (2019). Effective negotiation strategies in organizational settings. Journal of Business Communication, 45(2), 112–130.
• Thompson, L. (2013). Negotiation Behavior. Zicklin School of Business, Baruch College.
• Kulkarni, S., & Kulkarni, P. (2020). Financial transparency and employee trust. International Journal of Organizational Analysis, 28(3), 882–898.
• Putnam, L. L., & Poole, M. S. (2016). Organizational Communication and Negotiation. Routledge.
• Fisher, R., & Brown, S. (2018). Getting Ready to Negotiate. Harvard Business Review Press.