MANAGEMT 7046NA - Negotiation Skills
Ngee Ann Academy - Trimester 2 - 2014
General Course Information
Course Code MANAGEMT 7046NA Course Negotiation Skills Coordinating Unit Business School Term Trimester 2 Level Postgraduate Coursework Location/s Ngee Ann Academy Units 3 Prerequisites MANAGEMT 7086NA & MANAGEMT 7087NA 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 Coordinator: Mr David PenderDavid Pender
Course Website: www.myuni.adelaide.edu.au
My name is David Pender. I am a management practitioner and an adjunct 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 am also an enrolled PhD student in the UABS undertaking my research in understanding the relationship between the degree of collaboration that exists within a company and its social network structure.
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.
The full timetable of all activities for this course can be accessed from Course Planner.Please refer to Ngee Ann-Adelaide Education Centre Schedule.
Due to the nature of course delivery, there will be some flexibility in topic timings. Details of required readings and exercises from the text book are posted on myUni.
Topic Description 1 Norms of co-operation and conflict 2 Distributive negotiation 3 Strategy, Tactics and Traps 4 Integrative negotiation 5 Integrative group problem solving 6 Dispute intervention 7 Expanding the negotiation platform 8 The international dimension
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
Required ResourcesText Book
Lewicki RJ, Saunders DM and Barry B (2010), Negotiation: Readings Exercises and Cases, 6th ed, McGraw Hill Irwin, New York
Recommended ResourcesStudents 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 ZealandAcademy of Management
- Journal of Business Ethics
- Journal of Conflict Resolution
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.
Online LearningImportant messages, topic notes, copies of slides and other course materials will be posted on myUni throughout the course. myUni can be found at www.myuni.adelaide.edu.au.
Learning & Teaching Activities
Learning & Teaching ModesThe 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 information below is provided as a guide to assist students in engaging appropriately with the course requirements.
The course is delivered over two 3 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 30+ hours would be in class.
Learning Activities SummaryDetails can be found on myUni.
The University's policy on Assessment for Coursework Programs is based on the following four principles:
- Assessment must encourage and reinforce learning.
- Assessment must enable robust and fair judgements about student performance.
- Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
- Assessment must maintain academic standards.
Assessment item Weight Description Simulation 1 10% One-on-one negotiation with brief write up Simulation 2 30% One-on-one negotiation with comprehensive write up Group assignment 25% Development of negotiation scenario
In class presentation
Case study* 25% Analysis of case and recommendations for action Participation 10% Participation in class activities including class blog.
Assessment Related RequirementsAttendance
Statutory obligations in Singapore are such that attendance in person is a compulsory condition of passing a course. Our specific requirements are that students must attend at least 80% of class sessions to be graded for that course. For these purposes each intensive weekend is defined as comprising 5 sessions with 1 on Friday evening and 2 on each of Saturday and Sunday.
Each course in total comprises 10 sessions; Students must attend a minimum of 8 sessions to be eligible to be given a grade for the course. Students failing to meet these requirements will be automatically graded 0% Fail (F) on their transcripts.
Assessment DetailDetails of each assessment item will be explained in class.
SubmissionWritten 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 to the address on page 2.
Make sure you include your name(s) in a header or footer on each page of your assignment. If you want an acknowledgement of receipt, please do so through Options in Outlook.
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.
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.
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 (http://www.adelaide.edu.au/policies/101/) 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.
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