Select one or more methods: (1) Fill in the missing key terms for each definition given below from memory; (2) match the key terms from the end of the review with their definitions below; and/or (3) copy the key terms in order from the key terms at the beginning of the chapter.
is the ongoing process of building interconnected relationships for the purpose of politicking and socializing.
are clusters of people joined by a variety of links.
The includes these tasks: perform a self-assessment and set objectives, create a one-minute self-sell, develop a network, conduct networking interviews, and maintain the network.
The is an opening statement used in networking that quickly summarizes your history and career plan and asks a question.
The includes these steps: establish rapport—praise and read the person; deliver your one-minute self-sell; ask prepared questions; get additional contacts for your network; ask your contacts how you might help them; and follow up with a thank-you note and status report.
A(n) is a short-term network used to meet an objective.
is a process in which two or more parties have something the other wants and attempt to come to an exchange agreement.
The has three, and possibly four, steps: (1) planning, (2) bargaining, (3) possibly a postponement, and (4) an agreement or no agreement.
includes researching the other parties, setting objectives, anticipating questions and objections and preparing answers, and developing options and trade-offs.
Copyright © 2017 by McGraw-Hill Education. All rights reserved.
includes developing rapport and focusing on obstacles, not on the person; letting the other party make the first offer; listening and asking questions to focus on meeting the other party’s needs;
and not being too quick to give in, and asking for something in return.
The begins with an objective. Ethical leadership, power, politics, networking, and negotiating are used to motivate others to help reach the objective. Through trust and creating a win–win situation for all parties, the objective is met.
bargaining 310 coalition 305
influencing process 316 negotiating 307
negotiating planning 308 negotiating process 308 networking 300
networking interview process 304 networking
process 301
networks 302 one-minute
self-sell 302
/ / / K E Y T E R M S / / /
The following critical thinking questions can be used for class discussion and/or as written assignments to de- velop communication skills. Be sure to give complete explanations for all questions.
1. This chapter lists six networking objectives (see page 304). For which of these reasons (or for what other reasons) do you have to network?
2. You have heard the expression, “It’s not what you know, it’s who you know, that’s important.” Do you agree? If it is true, is it fair?
3. The first step of the networking process is to perform a self-assessment. What are your three most important accomplishments?
4. If you didn’t write out a one-minute self-sell for Work Application 10-4, do so now.
5. College students are poor at negotiating. Do you agree with this statement?
6. The next time you negotiate, will you actually set three—limit, target, and opening—objectives?
Why or why not?
7. In bargaining, does it really matter who makes the first offer?
8. Think of a past, present, or future negotiation situation. Describe the situation and state what you can ask for in return if you don’t get your target.
9. Can the influencing process really be conducted ethically and in a way that meets the goal of human relations, or is it just manipulation?
/ / / C O M M U N I C A T I O N S K I L L S / / /
C A S E / / / Deborah Kolb and Carol Frohlinger: Cofounders of Negotiating Women, Inc.
Most people fail to recognize the importance of net- working and negotiating to their career success. People who are good at networking tend to form better human relations with key individuals who can help them in ad- vancing their professional careers. People who are good at negotiating have a better chance of getting what they truly desire. One’s ability to negotiate affects his or her compensation in the workplace.
Negotiating Women, Inc. is a consulting company that focuses on women exclusively by providing
negotiation and leadership training for them. The com- pany specializes in live negotiation training, online e- learning courses, and consulting services designed to help women at every stage of their careers claim their value and create conditions for success. Frohlinger and Kolb are cofounders of Negotiating Women, Inc. Both women are successful leaders and scholars in their own right. Frohlinger is a lawyer, negotiation expert, co- founder of Negotiating Women, Inc., and coauthor of Her Place at the Table: A Woman’s Guide to Negotiating
Five Key Challenges to Leadership Success. She recently coauthored Nice Girls Just Don’t Get It: 99 Ways to Win the Respect You Deserve, the Success You’ve Earned, and the Life You Want. Kolb is the Deloitte Ellen Gabriel Professor for Women and Leadership at the Simmons School of Management. From 1991 through 1994, she was executive director of the Program on Negotiation at Harvard Law School. She is currently a senior fellow at the program, where she co- directs the Negotiations in the Workplace Project. She is also coauthor of Her Place at the Table: A Woman’s Guide to Negotiating Five Key Challenges to Leadership Success and The Shadow Negotiation: How Women Can Master the Hidden Agendas That Determine Bargaining Success. It was named by Harvard Business Review as one of the top 10 business books of 2000. It also received the Best Book award from the International Association of Conflict Management and has been published in paperback under the title, Everyday Nego- tiation: Navigating the Hidden Agendas of Bargaining.
The mission statement for Negotiating Women, Inc. is twofold:
• To provide women with the resources—conceptual frameworks as well as practical skill sets—to succeed in the workplace.
• To help organizations create cultures that value and can profit from the diverse talents women bring.
The organization’s areas of expertise include nego- tiating, leadership, conflict resolution, gender analysis, alliances/coalitions, and sales management. Their clients include corporations, nonprofit associations, women’s networks in organizations, professional women’s associations, individuals, and the government.
According to Dr. Kolb, women often are less adroit at winning better salaries, assignments, and jobs, either because they don’t ask or because they cave in when they do. Her bottom line is if a woman develops good negotiating skills, she can enhance her career in many ways.
At Networking Women, Inc., workshops are con- ducted in which participants learn to make their value visible and to avoid sabotaging themselves. Setting goals too low “is likely to become a self-fulfilling prophecy,” Dr. Kolb warns. “Backbone really is about preparation.” She warns against making unilateral con- cessions during negotiations. Instead, she advises that you figure out the other side’s hidden agenda, devise an alternative if you can’t reach agreement, and plan to deflect moves that put you on the defensive. In a recent interview, Frohlinger echoed the view of many when she said that the playing field in the workforce is still not equal, so women are impacted unintentionally in a
disproportionately negative way. She said women are left out of the informal networks where information is shared about new positions and openings on the next managerial level. “You may not have access to the hiring manager who could put out a feeler for you. In some industries, women are left out of these networks.
It’s not intentional, but it is just the way things are.
Companies may say they promote solely on performance, but you’re nạve if you think that your promotability is based only on your work. It’s just as important to have strong relationships with the right people.”71
On its Web site, Negotiating Women, Inc. has posted 15 questions about women, leadership, and negotiation that Negotiating Women, Inc. can address through their workshops. Among them are the following72:
• I have a really exciting plan to change the ways our group does its work. How do I negotiate to make the changes?
• I was just offered a great opportunity to lead a highly visible project at work. I am so excited that I am ready to take it. But I am worried that I won’t be able to take on this extra work and do my current job. What should I do?
• My boss just offered me a new job that doesn’t in- terest me very much, but I know that if I say no, that will be the last promotion to come my way.
What should I do?
• My boss always supports me and consistently gives me great opportunities. I feel I am underpaid rela- tive to my colleagues, but I hesitate to bring it up be- cause I am afraid he will see me as ungrateful. What should I do?
• I have a hard time negotiating for myself when it comes to salary. I know I bring value to my company; I have the reviews and promotions to show it. But every time I start to negotiate about money, I lose my convic- tion and accept what is offered. What should I do?
• I have just been appointed to a new leadership role over others in the group. I am concerned that people will not accept me in the role. How can I change their perceptions?
• I am having trouble pulling the team together. There are some people who are trying to make it difficult for me to succeed. What can I do?
• At my annual performance review in a year when my bottom line has been outstanding, my boss sur- prised me. He didn’t discuss my outstanding year but instead focused on my style, telling me that I am too aggressive and that I need to change my style.
What should I do?
Copyright © 2017 by McGraw-Hill Education. All rights reserved.
Many people fail to recognize opportunities to net- work and negotiate. Organizations such as Negotiating Women, Inc. are emerging to empower individuals with the skills and tools to succeed at these two re- quirements.
Kolb and Frohlinger’s theories on women in lead- ership positions was supported by a book written by Sheryl Sandberg, a leading technologist who has worked for Yahoo and Facebook. Her book, Lean In:
Women and the Will to Work, encourages women to pursue their ambitions and focuses on how they can be more successful in the business world.73 Since Sandberg
has already climbed the corporate ladder of success, some reviewers felt the book was misleading, since it is easier for her to be bold in her prediction for women to spend more time focused on work. Still, the book has opened up new and more dialogue on the role of women in business.
Go to the Internet: To learn more about Deborah Kolb and Carol Frohlinger, visit Negotiating Women, Inc.’s Web site at www.negotiatingwomen.com. You can also visit http://4020vision.com to learn more about women in their 40s helping women in their 20s.
Support your answers to the following questions with specific information from the case and text or with information you get from the Web or another source.
1. Why has Negotiating Women, Inc. focused its attention on women?
2. The text discusses some of the many reasons to develop your networking skills (such as to get a job or a bet- ter position, to perform better at your current job, or to advance within your organization). In what ways does Negotiating Women, Inc. address some of these needs?
3. The case listed examples of questions that can be addressed by Negotiating Women Inc. Select any two ques- tions on the list and indicate whether they can be addressed using networking, negotiating, or both.
4. According to Dr. Kolb, setting goals too low “is likely to become a self-fulfilling prophecy.” She wants women to develop a backbone, something that takes preparation to accomplish. How can networking help someone in this situation?
5. In the case, Dr. Kolb warns against making unilateral concessions during negotiations. Instead she advises that you figure out the other side’s hidden agenda, devise an alternative if you can’t reach an agreement, and plan to deflect moves that put you on the defensive. The textbook describes the negotiating process as con- sisting of four steps: planning, bargaining, possibly a postponement and an agreement, or no agreement. In which step does this statement by Dr. Kolb belong?
O B J E C T I V E C A S E / / / John Stanton: Amway
Charley Roys wanted to get more consulting jobs, so he went to a Rotary International meeting to make more contacts that could lead to consulting jobs. During the meeting he was talking to different people and giving out his business card.
This one guy, John Stanton, said to Charley, “Hi, my name is John Stanton, and I have an interesting part- time business. I’m looking for people to share this busi- ness opportunity with. Would you be interested in mak- ing an additional $50,000 a year part-time?” Charley said yes, and he tried to get some ideas of what the busi- ness was all about, but all John would say was, “Let’s meet for a half hour or so and I will tell you about it.”
So they agreed to meet the next day at Charley’s house.
Charley asked John what the business name was, and John said, “Let me explain the opportunity first.”
John started drawing layers of people, stating how much Charley would earn from each layer of people selling products for him. All Charley would have to do is sign people up like John was doing and the money would come in. The figures were showing that Charley could make $50,000 a year from a part-time business.
Before John finished, Charley asked, “Is this Am- way?” John said, “Yes, it is.” Charley said, “I’ve seen this type of presentation before, and I’m not interested in being an Amway distributor.” Charley told him that he did not want to sell products. John replied, “That’s not where the money is. You don’t have to actually sell the Amway products yourself. You just sign people up and get them to sell the products.”
Charley said, “How can I expect others to sell the products if I don’t sell any? The whole pyramid is based on selling products.” Charley asked John why he did not tell him it was Amway when he asked him at the Rotary Club meeting. John said, “Many people have the wrong impression of Amway, and you really have to have time to see the presentation.”
Charley said that he knew that there were some Amway distributors who were really making a lot of money, but that it was not the type of business he would be successful in. Amway was not for him. Before John left, he asked Charley if he knew of anyone who would be interested in making a lot of money part- time. But Charley said no, so John left.
Cumulative Questions
6. In Chapter 3 we discussed job satisfaction and its determinants—the work itself, pay, growth and upward mobility, supervision, coworkers, and attitudes toward work. Which of these determinants can be greatly enhanced through negotiating?
7. In Chapter 4, career planning is defined as the process of setting career objectives and determining how to accomplish them. How can networking help with one’s career planning?
Case Exercise and Role-Play
Preparation: Have students read the section on creating your one-minute self-sell in the text. Assume you are attending a Negotiating Women, Inc. workshop and your task is to develop and present your one-minute self-sell.
In-Class Groups: Divide the class into groups of four or five students. Each group member should develop his or her one-minute self-sell and present it to group members for feedback. The group should then select the member with the best one-minute self-sell. This individual will represent the group in front of the rest of the class.
Role-Play: Each person selected from a group will then present his or her one-minute self-sell to the rest of the class. The class will vote on who had the best presentation.
Copyright © 2017 by McGraw-Hill Education. All rights reserved.
1. This case is mainly about:
a. networking b. negotiating
2. Was John successful at networking at the Rotary Club meeting?
a. yes b. no
3. To sell Amway products, salespeople need to start with connections.
a. primary b. secondary
4. John’s networking objective was to:
a. get a job or a better one d. stay current in his field b. perform better at his current job e. maintain mobility c. advance within Amway f. develop relationships 5. Did John have a good one-minute self-sell?
a. yes b. no
6. Which part of the networking interview did John clearly try to do?
a. develop rapport d. get additional contacts b. deliver one-minute self-sell e. offer help
c. ask questions f. follow up
7. Are coalitions needed for John to be successful at Amway?
a. yes b. no
8. Did John and Charley bargain?
a. yes b. no
9. Amway’s business is based mainly on bargaining.
a. distributive b. integrative
10. Does Amway, and other similar businesses, try to give all parties a good deal?
a. yes b. no
11. Why wasn’t John successful in using the influencing process with Charley?
12. Was it unethical for John not to tell Charley the business was Amway at the Rotary Club meeting?
Answer the following questions. Then in the space between questions, state why you selected that answer.
Networking Skills Preparation (Group)
Complete the following steps:
1. Perform a self-assessment and set objectives. List two or three of your accomplishments. Clearly state your goal, which can be to learn more about career opportunities in your major; to get an internship; to get a part-time, summer, or full-time job; and so on.
2. Create your one-minute self-sell. Write it out. See page 306 for an example.
History:
Plan:
Question:
3. Develop your network. List at least five people to be included in your network, preferably people who can help you achieve your objective.
4. Conduct networking interviews. To help meet your objective, select one person to interview by phone if it is difficult to meet in person for a 20-minute interview. List the person and write questions to ask during the interview. This person can be someone in your college career center or a professor in your major.
In-Class Exercise
Objective: To develop networking skills by implementing the steps in the networking process.
AACSB: The primary AACSB learning standard skills developed through this exercise are reflective thinking communication and application of knowledge.
Experience: You will deliver your one-minute self-sell from the preparation and get feedback for improvement.
You will also share your network list and interview questions and get feedback for improvement.
Procedure 1 (7–10 minutes)
A. Break into groups of two. Show each other your written one-minute self-sell. Are the history, plan, and question clear (do you understand it?), concise (does it take 60 seconds or less to say?), and compelling (does it generate interest in helping?)? Offer suggestions for improvement.
B. After the self-sell is perfected, each person states (no reading) the one-minute self-sell. Was it stated clearly, concisely, and with confidence? Offer improvements. State it a second and third time, or until told to go on to the next procedure.
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