Description
Complete the following Essay Questions, and the Reading Essay should be no less than 500 words each. The responses to each question should be answered separately and thoroughly in essay format. Please see attached instructions for more details.
TEXT References:
Conflict 101: A Manager’s guide to Resolving Problems So Everyone Can Get Back to Work. Author: Susan H. Shearouse
Negotiation, Seventh Edition. Author: Roy J. Lewicki, David M. Saunders and Bruce Barry
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Explanation & Answer
Attached.
Running Head: MANAGING NEGOTIATIONS
Managing Negotiations
Name
Institutional Affiliation
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MANAGING NEGOTIATIONS
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Managing Negotiations
Power in the Negotiating Process
In 1959, there were five bases of power, discovered by French, and Raven, which would
explain more on the positional or personal strengths an individual may possess. These include;
legitimate power, reward power, expert power, referent power, and coercive power (French,
Raven, & Cartwright, 1959). Legitimate power comes from the ideology that an individual has
the formal right to make demands, and expects the other party to comply willingly, and
obediently. This power is possessed by leaders such as a CEO, presidents, and monarchs. This
power may be lost since it is influenced by the position the person held. The scope of power is
also limited to situations that they have been appointed to control. The power of rewards is
enabled by a person’s capability to compensate another for an agreement made. These may be
given in the form of promotions, desired agreements, and compliments. However, this form of
leadership is not strongly based as it needs the influence of a third party for these rewards to be
given. For example a CEO has to consult the board before giving rewards (French, Raven, &
Cartwright, 1959). Expert power is determined by a person’s high level of skill, and knowledge.
This gives an individual the upper hand of understanding various situations, and exercise good
judgement skills.
Referent power is as a result of an individual’s supposed level of attractiveness, worth,
and respect from others. An example of people with referent power is celebrities, who in turn
have the power to influence trends, and political decisions. This base of power may properly
collaborate with expert power, since they may know the proper influence that they may channel
to bring positive change. Coercive power comes from the belief that an individual can implement
punishment to others for not complying with the desired agreement (Shearouse, 2011). This may,
MANAGING NEGOTIATIONS
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however be problematic, and cause dissatisfaction to the parties involved. It is only
recommended as a final resort if there is no other option. The types of power that are
professional or positional include: legitimate, reward, and coercive power. Referent, and expert
power are regarded as personally based power.
Practically, I have been graced to witness two negotiations where power was important.
The first was a divorce case where the judge exercised legitimate. In this case, the judge was pro
marriage, and deemed the couple’s case simple, and one in which divorce was not necessary. To
this end, he instructed them to be a part of a court-initiated mediation process. The couples had
valid concerns, in their own view as to why they wanted a divorce, however, they failed to
convince the judge who, using his legitimate power, he ordered. In another separate instance, a
judge used their coercive power to compel a defendant to appear i...
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