Course Outline

MGT 1261.00
Managerial Negotiations Quarter 3 2011: Winter Intensive Instructor: E-Mail: Phone (Fax): Office Hours: Course: Glen Whyte, Room 523

whyte@rotman.utoronto.ca
416.978.4369 (416.978.4629) Any time Section 0104 M-T-W-TH-F 8am-12pm/RSM 133 Section 0101 M-T-W-TH-F 1pm-5pm/RSM 133

Course Goals This course is designed to provide students with the opportunity to: 1. Enhance skills essential to value creation and value claiming through negotiations; 2. Learn to manage and capitalize on a negotiations uncertainty and complexity; and 3. Increase capacity to manage interpersonal dynamics that affect the negotiation process. Course Scope and Mission Negotiation is the art and craft by which decisions are made, agreements reached, and disputes resolved between two or more parties. This introductory course has three main aspects. The first is to discuss and apply theories you may find helpful in improving your own negotiation skills. The second, to help you sharpen your skills by having you negotiate with other students in realistic settings. The third, to help you feel more comfortable and confident with the negotiation process. Analytical skills are certainly helpful in negotiation, but people often require a broad array of decision-making and interpersonal skills to ensure the acceptance of good solutions to difficult problems. To provide you the opportunity to develop such practical skills, this course will rely primarily on hands-on learning. This experiential approach makes each learning point more salient by providing shared examples to illustrate concepts, models, and theories. This course should be relevant to the broad spectrum of bargaining problems that are traditionally faced by managers. Students pursuing careers in marketing, consulting, financial services, entrepreneurship, and other areas that require skill in bargaining and persuasion should find this course useful. This course is designed to complement the knowledge provided in other MBA courses and to prepare students for courses in advanced negotiation. Required Reading One text has been ordered for this course and will be used extensively: Lewicki, R.J., Barry, B., Saunders, D.M., & Tasa, K. (2011). Essentials of Negotiation (Canadian Edition). Boston: McGraw Hill. Its depth and coverage make this text the best book for an introductory negotiations course. Course Format The class meets five times in one week (January 3-7). Class time will be devoted to lectures, discussions, and several negotiation simulations. The nature of the course is such that students are expected to spend some time outside of class sessions, either preparing for or participating in
MGT 1261 Outline: Managerial Negotiations Glen Whyte January 2011 Version: December 16, 2010 1

negotiation exercises. When students are required to negotiate in groups, it may be necessary for the groups to meet outside of the class session to discuss group strategy. How can I make the most of the class? Prepare vigorously: Preparation is perhaps the greatest advantage a negotiator can capitalize on when approaching a negotiation. Train yourself to make preparation habitual and vigorous. In addition, your classmates expect you to be fully prepared for each exercise. You will experience a variety of planning techniques and at times will plan as a negotiating team, requiring you to prepare with fellow students. Take advantage of the exercises: The course is built around a series of negotiation exercises and discussions/debriefings following each negotiation. You will have the opportunity to negotiate in different settings, on different topics, with different people. You are encouraged to be a risktaker, to experiment with alternative techniques in this safe environment. Here, you can lose $1 million and be relieved because you will never forget that lesson! Recognize your strengths and weaknesses and track your individual progress over the week. Take advantage of the discussion: Following the exercises will be a dialogue between you, your classmates, and your instructor. As we discuss, I will introduce various negotiation strategies and draw on the dynamics of different group processes. In addition, the agreements will be posted so that the class can learn from everyones experience and appreciate different strategies and the outcomes they produced. This is a vital aspect of learning in this course, and I encourage you to interact with me and your classmates. Read the text after class: The concepts will be clearer if you have first experienced them directly.

Evaluation and Grades Grades are a measure of the performance of a student in individual courses. Each student shall be judged on the basis of how well he or she has command of the course materials. 1. Summary of Grading Components a. Class Participation b. Self-Appraisal Paper Weight 20% 80% 100%

2. Class Participation. Students are expected to participate in all exercises and discussions. Rather than cram the airwaves with any old insight, contribute constructively with quality comments. 3. Self-Appraisal Paper. Your task in the self-appraisal paper is to assess your personal strengths and weaknesses as a negotiator, record key lessons from the class material and exercises, and suggest avenues for improvement. Please be as succinct as possible. A good document will be worthy of your review after you leave Rotman, to remind yourself of the most important lessons you took away from the course. Here are some questions that may guide your self-appraisal: a. b. c. d. What are your strengths as a negotiator? What are your weaknesses as a negotiator? How can you ameliorate them? What qualities/techniques did you admire in the negotiation of others? What experiences from the simulations and exercises were especially memorable to you? What lessons did you learn? e. What lessons from lectures, readings, and/or class discussion had their biggest impact on you? Why? f. What did you find particularly surprising? In what ways (if any) has this course changed the way that you think about negotiation? g. Have you seen any lessons of the course play themselves out in either your personal or
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professional life? h. Does your discussion lend insight to the basic elements of effective negotiation? i. How well do you relate your discussion to the concepts discussed in the course? j. What effect did your own strengths and weaknesses have on the process and outcomes of the negotiation? k. What kind of negotiator do you aspire to become, and what steps will you take to ensure that you get there? The self-appraisal paper should be no more than 2500 words long. Appended to the paper should be a list of all the negotiation exercises that you participated in during the week, who you conducted them with, and the outcomes that you achieved. Papers will be graded with the following evaluation criteria: a. Analysis (25 pts): Do not use up your word limit describing what happened. You should include a very brief description of events, providing just enough information so that the reader can evaluate your analysis of these events. Use the attached list of your negotiations to provide details. Strong analysis, using concepts from the negotiations course, consists of the following: 1) explanations for the process and outcomes of selected negotiations that you experienced (in class or out); 2) insightful support for your arguments from known theory, models, and concepts. b. Insight (25 pts): Demonstrate your understanding of key concepts from the course through your analysis. You must bring meaningful order to the information you choose to report. Relate your new knowledge to yourself through some discussion of how this analysis may affect your own negotiating behaviour in the future. c. Creativity (20 pts): Creative and challenging choice of material and the methods by which you deal with the ideas, explanations, and conclusions. d. Exposition (10 pts): Clear writing and professional presentation. This paper will be due by 8am, Friday, January 21, 2011, and may be submitted electronically (details to follow). Missed Assignments/Examinations Students may miss an assignment or exam due to illness, domestic affliction, or in the case of part time students, work commitments, without academic penalty providing the appropriate documentation is received and approved in a timely manner. In such cases students must notify the MBA Program Services Office on the date of the missed assignment or examination and a medical certificate, employers letter or other supporting evidence must be submitted to the Director, MBA Program Services within 48 hours of the due date of the assignment or the exam date. A resolution will be determined by the instructor and may take the form of a make-up exam, rewriting the exam at the next course offering, or a revised grade calculation. How to handle the missed assignment or exam is at the instructors discretion. If a student misses an assignment or final exam for any other reason, a resolution will be determined at the instructors discretion and may include an academic penalty. Students who do not notify the School of a missed assignment or exam will be given a grade of FZ (failing grade) for the assignment or exam. Course Work & Academic Honesty Submission of Assignments: Students are required to use the MBA Assignment Cover Sheet Template (see the Portal) for all submitted work which will be reviewed by the Professor. In the case of group assignments, all group members must sign the Assignment Cover Sheet. Late submissions of any
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assignment will be considered; however, a resolution will be determined at the instructors discretion and may include an academic penalty. Academic Honesty: The Universitys Code of Behaviour on Academic Matters (Code) applies to all Rotman students. The Code prohibits all forms of academic dishonesty including, but not limited to, cheating, plagiarism, and the use of unauthorized aids. Students violating the Code may be subject to penalties up to and including suspension or expulsion from the University. A copy of the Code may be found at: http://www.utoronto.ca/govcncl/pap/policies/behaveac.html The Rotman Code of Integrity: Students are expected to conduct themselves with the utmost integrity during their time at Rotman and, without limiting the foregoing, will . . . . Submit only original work, giving credit to others where appropriate; Neither give nor receive unauthorized aid in examinations or on assignments; Contribute substantially and proportionally to each group assignment; Ensure enough familiarity with the entire contents of group assignments so as to be able to sign off on them as original work; Accept and acknowledge that assignments found to be plagiarized in any way will be subject to sanctions under the Universitys Code of Behaviour on Academic Matters; Represent myself honestly to members of the Rotman community and to outsiders; and Represent Rotman appropriately to the outside world.

Team Behaviours & Protocols All students are expected to treat teamwork as though they would in a business setting, ensuring professional behaviour at all times. Professional behaviour in group settings includes (but is not limited to) the following: Ensuring all team members voice their opinions, thoughts, and concerns; Taking personal responsibility to voice thoughts to benefit the teams learning; Contributing to the learning of the team by giving equal time and work quality as others in the group; Committing to a standard of work agreed upon by the group; Participating in team projects at a level agreed upon by the entire team.

Policy Regarding Research In this class you will benefit from the research efforts of many negotiation scholars both in terms of the quality of exercises you use, and the insights that you will learn. Just as prior students have contributed to your learning experience by sharing their negotiation experiences, you may have the opportunity to contribute to the experiences of future students. If you do not want your outcomes from any exercise used for research purposes, please notify the instructor. Negotiation results used for research purposes are always aggregated and anonymous.

MGT 1261 Outline: Managerial Negotiations Glen Whyte January 2011

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Weeks Schedule The following outline covers the readings and lectures planned for each class session. Assigned readings should be read after the class to which they apply. The textbook is a reference that you can use now and in the future. Changes to the outline may be made during the week, but the general structure will remain as below. Session #1 January 3 Monday Introduction to Negotiation Case Topic(s) Read After Class:

Exercise 1

Chapters 1, 2

#2 January 4 Tuesday Integrative Bargaining

Exercise 2

Chapter 3

#3 January 5 Wednesday Information Complexity

Exercise 3

Chapters 4, 5, 6

#4 January 6 Thursday Team Negotiations

Exercise 4

Chapters 7, 9, 10

#5 January 7 Friday Multi-Party Negotiations

Exercise 5

Chapters 11, 12

#6 January 21 Friday, 8am Self-Appraisal Paper Due

MGT 1261 Outline: Managerial Negotiations Glen Whyte January 2011

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