5-2 Assignment: Questions for the Negotiating Session

User Generated

xbxbzb

Business Finance

Negotiation an advocacy in the workplace

Southern New Hampshire University

Description

Please Follow guidelines. I have attached a sample of the assignment provided by my professor.

Case Study Background Information

  1. Employees describe Sharon as a fair but firm—a “tough cookie”—who can hold her own in almost any setting. Employees fully understand she expects everyone on the Netflix team to give 110% of their talent and effort to achieve their goals and objectives, and she has little tolerance for those who fail to deliver on their objectives while citing excuses for why they failed. Sharon expects employees to proactively see where they are failing in their performance and develop an action plan to get themselves back on track and stay on track. Sharon has asked you to assist her in developing recommendations for a discussion with Alice Jones, a managing director at Netflix. Last year Alice’s department was reorganized to refocus on growth, as the competition for on-demand entertainment increased significantly. The Netflix operations vice president expects Netflix to be number one in all on-demand entertainment categories and reorganized its operations to aggressively attain this goal. Sharon acknowledges that Alice was a very good performer at Netflix for several years, but also knows her performance is faltering in this new aggressive growth model.
  2. Case Study Background Information

Alice was upset that she was not selected for the new role as executive to lead the newly reorganized division, since she felt she had “earned her stripes” at Netflix and deserved to be promoted into this new role. Alice initially resented her new boss, Jane Smith, who was an external hire from a Fortune 500 company, has a track record as a transformational leader in her previous firm, and has experience in driving major change. Alice has to admit, however, that her new boss brings a lot of passion to the job, where she is driving significant change in the new division. Alice sees how the changes have improved the division’s performance numbers. Jane Smith has begun having detailed discussions with Alice regarding her low performance numbers. She recognizes that Alice performed well for 10 years at Netflix, and that she is talented and completely devoted to the company. Because of this, Jane went out on a limb and placed Alice on a performance improvement plan (PIP), a practice at odds with the Netflix culture. Alice feels Jane recognizes her value to the company. Alice is concerned that Jane has placed her on a performance improvement plan (PIP), but understands that she has three months to turn her performance around or she will likely be terminated. Alice feels like the PIP is justified and her working relationship with Jane has become constructive. She is appreciative of the opportunity to improve her performance and keep her job. Sharon Slade has set up an appointment with Alice in two weeks about her future at Netflix. Alice is only one month into her PIP but has been working hard on meeting its goals. She is nervous about the meeting with Sharon because she knows Sharon was not in favor of the PIP since this approach runs counter to the Netflix culture.

  1. Profile:

Sharon Slade Sharon Slade is the chief human resources officer (CHRO) at Netflix. She has been in her role at Netflix for three years, having been recruited from General Electric, where she worked as the vice president of human resources. Sharon rose in through the ranks in human resources at GE, and was instrumental in helping design, implement and manage the GE performance and development process, which used what was called a vitality curve. In summary, the vitality curve was a modified bell curve, using a 20-70-10 percentage. All professional employees were force-ranked by their individual performance against set goals and objectives each year. The top 20 percent of the workforce was identified as the best performers and were rewarded very well for their outstanding performance. The 70 percent majority was deemed as performing their job adequately; the employees ranked in the bottom 10 percent were identified as low producers and were terminated at the end of each year. The program soon gained the nickname as the “rank and yank” performance process. 1 Sharon accepted the CHRO job with Netflix as she saw its organizational values as fairly well aligned with her personal values and work ethic, several of which are as follows: You accomplish amazing amounts of important work. You learn rapidly and eagerly. You say what you think even if it is controversial. You make tough decisions without agonizing over them. You care intensely about Netflix’s success. You are known for candor and directness. Adequate performance is not good enough; adequate performance gets you a generous severance package. Netflix is like a pro sports team. We hire, develop, and cut team members smartly, so we have stars in every position.

  1. Profile:

Alice Jones is an operations director at Netflix, a role that she has held for the past two years. Alice started at Netflix 10 years ago and did very well in all her previous roles. As a result, she was a rising star at Netflix. Last year Netflix was facing significant challenges in the highly competitive on-demand entertainment industry. Her department was reorganized and a new executive was brought in over her to lead the newly formed division.

Unformatted Attachment Preview

Running head: NEGOTIATION QUESTIONS WCM510-MODULE 5 Questions for a Negotiating Session Student name Dr. Thomas A. Wilson Date NEGOTIATION QUESTIONS Negotiation Questions Provide a short overview. Examples of Four Types of Questions Provide a one-sentence overview to introduce the four questions 1. Open-Ended or Socratic Questions: 2. Closed Questions: 3. Alternative Questions: 4. Leading Questions: Legal Limits Explain any legal limits that should be respected within the four questions. Compare and Contrast the Value of the Question Provide a short summary comparing and contrasting the content of each question NEGOTIATION QUESTIONS Impact of the Question Provide an explanation of how the questions will help Sharon get the information she needs from Alice to take the meeting to the next level. Conclusion Provide a short conclusion. NEGOTIATION QUESTIONS References NEGOTIATION QUESTIONS Appendix I Show your table here Example: Open-Ended Question Closed Question  Begin with who, what, when, where, how, and why. Example: “Why aren’t you taking some time off?” Alternative Question  Can be answered with “yes” or “no.” Example: “Are you ready to begin?”  Offer the listener a choice with a few options. Example: “Do you want to start the meeting at 3:00 or 4:00?”  Are aimed at soliciting a particular point of view. Example: “The new vacation policy is very fair, don’t you think?” Leading Question Case Study Background Information 1. Employees describe Sharon as a fair but firm—a “tough cookie”—who can hold her own in almost any setting. Employees fully understand she expects everyone on the Netflix team to give 110% of their talent and effort to achieve their goals and objectives, and she has little tolerance for those who fail to deliver on their objectives while citing excuses for why they failed. Sharon expects employees to proactively see where they are failing in their performance and develop an action plan to get themselves back on track and stay on track. Sharon has asked you to assist her in developing recommendations for a discussion with Alice Jones, a managing director at Netflix. Last year Alice’s department was reorganized to refocus on growth, as the competition for on­demand entertainment increased significantly. The Netflix operations vice president expects Netflix to be number one in all on­demand entertainment categories and reorganized its operations to aggressively attain this goal. Sharon acknowledges that Alice was a very good performer at Netflix for several years, but also knows her performance is faltering in this new aggressive growth model. 2. Case Study Background Information Alice was upset that she was not selected for the new role as executive to lead the newly reorganized division, since she felt she had “earned her stripes” at Netflix and deserved to be promoted into this new role. Alice initially resented her new boss, Jane Smith, who was an external hire from a Fortune 500 company, has a track record as a transformational leader in her previous firm, and has experience in driving major change. Alice has to admit, however, that her new boss brings a lot of passion to the job, where she is driving significant change in the new division. Alice sees how the changes have improved the division’s performance numbers. Jane Smith has begun having detailed discussions with Alice regarding her low performance numbers. She recognizes that Alice performed well for 10 years at Netflix, and that she is talented and completely devoted to the company. Because of this, Jane went out on a limb and placed Alice on a performance improvement plan (PIP), a practice at odds with the Netflix culture. Alice feels Jane recognizes her value to the company. Alice is concerned that Jane has placed her on a performance improvement plan (PIP), but understands that she has three months to turn her performance around or she will likely be terminated. Alice feels like the PIP is justified and her working relationship with Jane has become constructive. She is appreciative of the opportunity to improve her performance and keep her job. Sharon Slade has set up an appointment with Alice in two weeks about her future at Netflix. Alice is only one month into her PIP but has been working hard on meeting its goals. She is nervous about the meeting with Sharon because she knows Sharon was not in favor of the PIP since this approach runs counter to the Netflix culture. 3. Profile: Sharon Slade Sharon Slade is the chief human resources officer (CHRO) at Netflix. She has been in her role at Netflix for three years, having been recruited from General Electric, where she worked as the vice president of human resources. Sharon rose in through the ranks in human resources at GE, and was instrumental in helping design, implement and manage the GE performance and development process, which used what was called a vitality curve. In summary, the vitality curve was a modified bell curve, using a 20­70­10 percentage. All professional employees were force­ranked by their individual performance against set goals and objectives each year. The top 20 percent of the workforce was identified as the best performers and were rewarded very well for their outstanding performance. The 70 percent majority was deemed as performing their job adequately; the employees ranked in the bottom 10 percent were identified as low producers and were terminated at the end of each year. The program soon gained the nickname as the “rank and yank” performance process. 1 Sharon accepted the CHRO job with Netflix as she saw its organizational values as fairly well aligned with her personal values and work ethic, several of which are as follows: You accomplish amazing amounts of important work. You learn rapidly and eagerly. You say what you think even if it is controversial. You make tough decisions without agonizing over them. You care intensely about Netflix’s success. You are known for candor and directness. Adequate performance is not good enough; adequate performance gets you a generous severance package. Netflix is like a pro sports team. We hire, develop, and cut team members smartly, so we have stars in every position. 4. Profile: Alice Jones is an operations director at Netflix, a role that she has held for the past two years. Alice started at Netflix 10 years ago and did very well in all her previous roles. As a result, she was a rising star at Netflix. Last year Netflix was facing significant challenges in the highly competitive on­demand entertainment industry. Her department was reorganized and a new executive was brought in over her to lead the newly formed division. 6 Guidelines for Submission: Your paper must be submitted as a 2–3 page Microsoft Word document with double spacing, 12-point Times New Roman font, oneinch margins, and at least three sources cited in APA 6th edition format. Attach the table you constructed as an appendix to your paper. You also have the option of creating a presentation, accompanied by speaker notes. It should be of professional quality and use APA 6th edition format. For this assignment, you should create approximately 2 to 3 slides. 1. Create questions that will obtain information about Alice Jones’ interests in the bargaining session. They should cover all four categories: open, closed, alternative, and leading, as defined below. Possible questions could explore Alice Jones’ short- and long-term career plans, personal interests, and any personal challenges she may be facing. In other words, you are trying to determine Alice Jones’ zone of potential agreement (ZOPA) and her best alternative to a negotiated agreement (BATNA). Open-Ended or Socratic Questions—Begin with who, what, when, where, how, and why. Example: “Why aren’t you taking some time off?” Closed Questions—Can be answered with “yes” or “no.” Example: “Are you ready to begin?” Alternative Questions—Offer the listener a choice with a few options. Example: “Do you want to start the meeting at 3:00 or 4:00?” Leading Questions—Are aimed at soliciting a particular point of view. Example: “The new vacation policy is very fair, don’t you think?” 2. Make sure the parameters of your questions are within acceptable legal limits, e.g., avoiding topics such as age, marital status, any disabilities, religion, race, pregnancy-related questions. For legal advice, click on this Investopedia link: 8 Things Employers Aren't Allowed To Ask You. A closed caption version of this video can be found here. 3. Compare and contrast the value of each type of question and whether it will advance an integrative bargaining position. Refer to the following link for an excellent guide on integrative bargaining and crafting questions that identify interests of the other party: Integrative or Interest-Based Bargaining. 4. Explain the possible impact of each question, including whether it would improve the likelihood of success during the discussion(s) and how it would be perceived. In other words, how will the questions be perceived? Will they seem manipulative? Fair? Biased? Specifically, you should keep these criteria in mind: Prompt: For this assignment you will develop four questions that could be asked of Alice Jones, senior Netflix executive, during an upcoming negotiation session. This information should be helpful in crafting an integrative bargaining proposal, i.e., a win-win situation that increases the likelihood of reaching a mutually beneficial outcome. In other words, it meets, as best as possible, the extrinsic and intrinsic interests of both parties. WCM 510 Module Five Assignment Guidelines and Rubric Questions for a Negotiating Session Impact of the Question Provides an explanation of how the question will be perceived during the negotiation session and how it will advance an integrative bargaining solution, supported by examples Provides questions that are in compliance with federal and state laws, as per the reference document linked to the assignment Provides an explanation of the value of each type of question and whether it will advance an integrative bargaining solution Legal Limits Compare and Contrast the Value of the Question Proficient (100%) Provides questions in all four categories which help to determine the ZOPA and BATNA positions of the departing executive Critical Elements Examples of Four Types Questions Rubric Provides an explanation of the value of each type of question, but the explanation is cursory and does not include whether it will advance an integrative bargaining solution Provides an explanation of how the question will be perceived during the negotiation session, but does not support it with examples or the explanation is cursory Needs Improvement (70%) Provides questions in all four categories, but some are incorrectly categorized or inaccurate, or do not help to determine the ZOPA and BATNA positions of the departing executive Provides questions, but one or more may risk noncompliance with legal limits Total Does not provide an explanation or examples Does not provide an explanation of the value of the question or whether it will advance an integrative bargaining solution Does not provide questions that are in compliance with federal and state laws Not Evident (0%) Does not provide questions in all categories 100% 20 20 10 Value 50
Purchase answer to see full attachment
User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Explanation & Answer

Attached.

Running head: ASSIGNMENT: NEGOTIATION QUESTIONS

WCM510-MODULE 5
Questions for a Negotiating Session
Student name
Dr. Thomas A. Wilson
Date

1

ASSIGNMENT: NEGOTIATION QUESTIONS

2

Negotiation Questions
Overview
The zone of possible agreement (ZOPA) from the viewpoint of Sharon is that the
performance of Alice should improve to high standards needed for the quick-growing Netflix,
simple termination of Alice, or termination of Alice with reasonable severance packages (Al
Ariss & Guo, 2016). From the side of Sharon, the best alternative for a negotiated agreement
(BATNA) is that she effectively sacks Alice due to poor performance. In such a scenario, Netflix
does not have to pay Alice any severance packages. Under the performance improvement
program, from the Alice Jones’ side, her zone of possible agreement (ZOPA) is that she keeps her
position. There are various areas where Netflix has flexibility. These areas may include: benefits
of employee health, benefits of outplacement, changing Alice to another post, and modification
the performance improvement plan (Kamil Kozan, Ergin, & Varoglu, 2014). Since the firm has a
formal policy of severance, other allowances like payments for the a...


Anonymous
I use Studypool every time I need help studying, and it never disappoints.

Studypool
4.7
Trustpilot
4.5
Sitejabber
4.4

Similar Content

Related Tags