MANAGEMT 7046 - Negotiation Skills

North Terrace Campus - Trimester 1 - 2014

The purpose of this course is threefold. The first is to explore the major concepts and theories of negotiation, as well as the dynamics of interpersonal and intergroup conflict and its resolution. This will involve studying the structural (eg parties, positions, interests) and process (cognitive, interactional) dynamics that are required for a sound critical understanding. The second objective is to develop practical skills applicable to a broad range of contexts. This involves direct training in identifying crucial elements of negotiation situations and implementing appropriate resolution strategies. The third objective is to develop teamwork skills by working within and through group exercises.

  • General Course Information
    Course Details
    Course Code MANAGEMT 7046
    Course Negotiation Skills
    Coordinating Unit Business School
    Term Trimester 1
    Level Postgraduate Coursework
    Location/s North Terrace Campus
    Units 3
    Contact Up to 3 hours per week
    Prerequisites MANAGEMT 7086 & MANAGEMT 7087
    Course Description The purpose of this course is threefold. The first is to explore the major concepts and theories of negotiation, as well as the dynamics of interpersonal and intergroup conflict and its resolution. This will involve studying the structural (eg parties, positions, interests) and process (cognitive, interactional) dynamics that are required for a sound critical understanding. The second objective is to develop practical skills applicable to a broad range of contexts. This involves direct training in identifying crucial elements of negotiation situations and implementing appropriate resolution strategies. The third objective is to develop teamwork skills by working within and through group exercises.
    Course Staff

    Course Coordinator: Mr David Pender

    Name:              David Pender    

                            Telephone:         0408804490


                            Course Website: 


    My name is David Pender. I am a management practitioner and an adjunct senior lecturer at the University of Adelaide Business School (UABS). I have had a very wide range of business experience over the past 35 years.

    I prefer to be called “David”.

    I spent 13 years practising on my own account as a Chartered Accountant and then held senior management positions in distribution management and general management within the financial services industry (12 years). Since then, I have practised as principal of Knowledge Perspectives, a consulting collaborative that applies the principles of knowledge and intellectual capital management in a variety of fields: performance improvement, transition management, M&A, strategic direction and mapping and value creation. Clients cover both private and public sectors in Australia, Asia and North America. Improving negotiation outcomes comprises an interesting and rewarding part of my work. Negotiation skills are increasingly important in the knowledge economy.

    I hold a degree in Economics and a MBA from the University of Adelaide and I am a member of the Institute of Chartered Accountants in Australia.

    Apart from this course, I also teach courses in Knowledge Management and Fundamentals of Leadership in the Business School’s MBA program and teach extensively in the UABS Executive Education programs.

    I am available to meet with students by appointment.

    Course Timetable

    The full timetable of all activities for this course can be accessed from Course Planner.

  • Learning Outcomes
    Course Learning Outcomes

    In the past few decades, negotiation has moved from the industrial relations arena to the forefront of managerial interest. Negotiation, bargaining and mediation have traditionally referred to the arbitration of disputes between labour and management. However, scholars and practitioners now recognise that these skills operate in virtually every management function, including strategy formulation, mergers and acquisitions, purchasing, sales, resource allocation and many others.

    Negotiation is a common mechanism for resolving differences between, and allocating resources among, exchange partners, such as superiors, colleagues, peers, corporate entities and even nations. Broadly viewed, these are social decision making processes, involving interdependent parties who do not share identical preferences, and in this way are essential elements of the business enterprise.

    Objectives for the course include:

      2.1.1 To develop an understanding of the theory and practice of negotiation in particular and conflict resolution in general;
      2.1.2 To identify the personal challenges we all have in dealing with negotiation and conflict resolution;
      2.1.3 To explore how to positively interact with others;
      2.1.4 To understand negotiation as a system and the important role of subsidiary actors.

    University Graduate Attributes

    This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:

    University Graduate Attribute Course Learning Outcome(s)
    Knowledge and understanding of the content and techniques of a chosen discipline at advanced levels that are internationally recognised. 2.1.1
    The ability to locate, analyse, evaluate and synthesise information from a wide variety of sources in a planned and timely manner. 2.1.1, 2.1.4
    An ability to apply effective, creative and innovative solutions, both independently and cooperatively, to current and future problems. 2.1.2, 2.1.3, 2.1.4
    Skills of a high order in interpersonal understanding, teamwork and communication. 2.1.2, 2.1.3
    A commitment to continuous learning and the capacity to maintain intellectual curiosity throughout life. 2.1.1 - 2.1.4
    A commitment to the highest standards of professional endeavour and the ability to take a leadership role in the community. 2.1.1 - 2.1.4
    An awareness of ethical, social and cultural issues within a global context and their importance in the exercise of professional skills and responsibilities. 2.1.1 - 2.1.4
  • Learning Resources
    Required Resources
    Text Books
    Lewicki RJ, Saunders DM and Barry B (2010), Negotiation: Readings Exercises and Cases, 6th ed, McGraw Hill Irwin, New York

    Details can be found on myUni. This includes:
    1. Readings from the text book
    2. Exercises
    3. On line materials



    Recommended Resources
    Students may wish to read more widely in specific subject areas, something that the UABS wholeheartedly encourages. There are many general texts on negotiation skills that students may find useful. Perhaps of greatest assistance though are readings from leading academic journals, current business journals and the better newspapers. Relevant journals include:

    • Asia-Pacific HRM,
    • Australian Journal of Public Administration,
    • Business Ethics Quarterly
    • California Management Review,
    • Harvard Business Review (USA),
    • Human Resource Management (USA),
    • Human Resource Management Journal (UK),
    • International Journal of Human Resource Management (UK),
    • Journal of Australian and New Zealand Academy of Management
    • Journal of Business Ethics
    • Journal of Conflict Resolution

    Full texts of a great many of the articles that appear in these journals can be accessed via the University of Adelaide’s library databases

    There are numerous references at the conclusion of each reading which will supplement your learning of particular topics. I will point out additional articles on various topics for those who are inspired to delve more deeply during the course.
  • Learning & Teaching Activities
    Learning & Teaching Modes

    The course takes an experiential approach making extensive use of simulations, role plays, exercises and cases. Students will have ample opportunity to apply the negotiation concepts covered in a safe environment, leading to improved negotiation and conflict resolution skills in the workplace.


    The information below is provided as a guide to assist students in engaging appropriately with the course requirements.

    The course is delivered over 3 two day sessions.  You can expect to spend about the same amount of time preparing for each class.  Assignments and exam preparation will demand additional concentrated periods of non-classroom study, on your own or with your allocated student group.  As a rough indication, you could expect to spend in the order of 120 hours of study time to complete the course, of which 36 hours would be in class.

    Learning Activities Summary
    As per MyUni.
    Specific Course Requirements
    Not Applicable.
  • Assessment

    The University's policy on Assessment for Coursework Programs is based on the following four principles:

    1. Assessment must encourage and reinforce learning.
    2. Assessment must enable robust and fair judgements about student performance.
    3. Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
    4. Assessment must maintain academic standards.

    Assessment Summary


    Assessment item




    Due date

    Simulation 1


    One-on-one negotiation with brief write up


    14 or 15 February (in class)

    Simulation 2


    One-on-one negotiation with comprehensive write up


    15 March

    Group assignment


    Development of negotiation scenario

    In class presentation on 2/3 August)


    27 March

    Case study*


    Analysis of case and recommendations for action


    5 April



    Participation in class activities including class blog.



    *  note these are due after the last class

    There is no examination in this subject.

    To gain a pass for this course, a student must achieve at least 50% overall with a minimum of 45% for the weighted average of all individual components. Students not achieving this requirement will have a fail (F) recorded as their final grade.

    Assessment Detail
    See "Assessment summary"

    Written assignments (apart from Simulation 1 which uses a template) should be a single document in either MS Word or PDF format and lodged by email (1st preference) or uploaded to the course Digital Dropbox on myUni (2nd preference).


    Make sure you include your name(s) in a header or footer on each page of your assignment.

    Presentation of Assignments

    ·           Please must retain a copy of all assignments submitted.

    ·           Please attach an ‘Assignment Cover Sheet’, which is signed and dated by you before submission.

    ·           All group assignments must be attached to a ‘Group Assignment Cover Sheet’, which must be signed and dated by all group members before submission.  All team members are expected to contribute approximately equally to a group assignment.

    Lecturers can refuse to accept assignments, which do not have a signed acknowledgement of the University’s policy on plagiarism.

    Assignment Guidelines including Referencing Details

    A copy of the Postgraduate Programs: Communication Skills Guide will have been given to you at the beginning of your program.  This guide will assist you structure your assignments.  A copy of the guide can also be downloaded from

    This publication also provides guidelines on a range of other important communication skills including writing essays and management reports, making oral presentations etc.

    In preparing any written piece of assessment for your postgraduate studies it is important to draw on the relevant ‘literature’ to support critical analysis. Also essential is to reference the literature used. Correct referencing is important because it identifies the source of the ideas and arguments that you present, and sometimes the source of the actual words you use, and helps to avoid the problem of plagiarism. (Further information on plagiarism is provided later in this course outline.)

    The Harvard system is widely used in the Business School. Guidelines for the use of this style of referencing can be found in the Communication Skills Guide.


    Further assistance with referencing is available from the Faculty’s Learning Support Advisors. The contact details are provided on page 6 of the Communication Skills Guide.

    Late Assignment Submission

    Students are expected to submit their work by the due date to maintain a fair and equitable system.  Extensions will generally only be given for medical or other serious reasons. All requests for extensions must be emailed to the lecturer in charge of the course before the due date.  Each request will be assessed on its merits.  A late assignment (without prior arrangement) will be penalised by a 5% mark reduction for each day that it is late.

    Return of Assignments

    Lecturer’s aim to mark and return assignments to students within two (2) weeks of the due date with written feedback.  Students are responsible for collecting their marked assignments from either their tutorials or lectures. If assignments aren’t collected after two (2) weeks, the assignments will be available at the Student Hub for two (2) weeks. The remaining assignments will only be posted out to the students, if the correct mailing addresses are on the assignments.

    Course Grading

    Grades for your performance in this course will be awarded in accordance with the following scheme:

    M10 (Coursework Mark Scheme)
    Grade Mark Description
    FNS   Fail No Submission
    F 1-49 Fail
    P 50-64 Pass
    C 65-74 Credit
    D 75-84 Distinction
    HD 85-100 High Distinction
    CN   Continuing
    NFE   No Formal Examination
    RP   Result Pending

    Further details of the grades/results can be obtained from Examinations.

    Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.

    Final results for this course will be made available through Access Adelaide.

  • Student Feedback

    The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.

    SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy ( course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.

  • Student Support
  • Policies & Guidelines
  • Fraud Awareness

    Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student’s disciplinary procedures.

The University of Adelaide is committed to regular reviews of the courses and programs it offers to students. The University of Adelaide therefore reserves the right to discontinue or vary programs and courses without notice. Please read the important information contained in the disclaimer.