MGTC 30300
MANAGEMENT COMPETENCIES
Fall 2012
Professor Timothy A. Judge
Class 25
November 26, 2012
Timothy A. Judge
Management Competencies / Fall 2012
1
While I Set Up…
Sign the attendance sheet
 Turn in readings summary (Ch. 9)

Timothy A. Judge
Management Competencies / Fall 2012
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Class #25
Section 1
Review and Introduction
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Management Competencies / Fall 2012
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INNER Understanding
PRIVATE YOURSELF
• Knowing Yourself
SELF
Yourself
Animus •• Managing
Reading and Managing
Emotions
Deciding/Solving
YOURSELF
Managing/Leading
YOURSELF
• Analyzing Effectively
• Prioritization,
Delegation, and
Administration
• Thinking Creatively
• Making Ethical
Decisions
• Self-presentation (e.g.,
interviews)
• Motivating
• Leading and Following
Personal (Work)
and Professional
(Life) Skills
Well-Being
• Eudaimonia (Aristotle)
• Hedonia (Epicurus)
• Wholeness (Jung)
OUTER Presenting
PUBLIC TO OTHERS
SELF
• Oral Communication
Persona Skills
• Listening and NonVerbal Communication
• Written Communication
Skills
FUNDAMENTAL
Timothy A. Judge
Deciding/Solving
WITH OTHERS
Managing/Leading
OTHERS
• Making Decisions in
Groups
• Problem-Solving in
Groups
• Making Effective
Presentations
• Negotiating Effectively
• Negotiating in Teams
• Managing Conflict
Contribution to
OTHERS
Do you contribute to the
lives of others? In what
ways?
Management CompetenciesAPPLIED
/ Fall 2012
4
INNER Understanding
PRIVATE YOURSELF
• Knowing Yourself
SELF
Yourself
Animus •• Managing
Reading and Managing
Emotions
Deciding/Solving
YOURSELF
Managing/Leading
YOURSELF
• Analyzing Effectively
• Prioritization,
Delegation, and
Administration
• Thinking Creatively
• Making Ethical
Decisions
• Self-presentation (e.g.,
interviews)
• Motivating
• Leading and Following
Personal (Work)
and Professional
(Life) Skills
Well-Being
• Eudaimonia (Aristotle)
• Hedonia (Epicurus)
• Wholeness (Jung)
OUTER Presenting
PUBLIC TO OTHERS
SELF
• Oral Communication
Persona Skills
• Listening and NonVerbal Communication
• Written Communication
Skills
FUNDAMENTAL
Timothy A. Judge
Deciding/Solving
WITH OTHERS
Managing/Leading
OTHERS
• Making Decisions in
Groups
• Problem-Solving in
Groups
• Making Effective
Presentations
• Negotiating Effectively
• Negotiating in Teams
• Managing Conflict
Contribution to
OTHERS
Do you contribute to the
lives of others? In what
ways?
Management CompetenciesAPPLIED
/ Fall 2012
5
Class 25
Monday, November 26

Negotiating effectively
◦
◦
◦
◦
Nature of negotiation
Preparation
Distributive bargaining
Exercise
Timothy A. Judge
Management Competencies / Fall 2012
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Class #25
Section 2
Negotiation: Managing Conflict
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Management Competencies / Fall 2012
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Introduction
Conflict
May be defined as a:
"sharp disagreement" and includes
"the perceived divergence of interest,
or a belief that the parties' current
aspirations cannot be achieved
simultaneously"
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Management Competencies / Fall 2012
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Introduction
Dysfunctions of Conflict

Competitive processes
◦ Parties compete because they believe their goals are
in opposition and that they cannot both “win”

Misperception and bias
◦ As conflict intensifies:
 Perceptions become distorted
 Thinking tends to become stereotypical and biased

Emotionality
◦ Parties may become increasingly emotional and
irrational as the conflict escalates
Timothy A. Judge
Management Competencies / Fall 2012
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Introduction
Dysfunctions of Conflict (cont.)

Decreased communication
◦ Parties communicate less with those who disagree
with them, more with those who agree

Blurred issues
◦ The parties become less clear about:
 How the dispute started
 What it is “really about”
 What it will take to solve it

Rigid commitments
◦ Parties become more committed to their points of
view and less willing to back down from them for fear
of losing face
Timothy A. Judge
Management Competencies / Fall 2012
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Introduction
Dysfunctions of Conflict (cont.)

Magnified differences, minimized
similarities
◦ This distortion leads the parties to believe they are
farther apart than they really are

Escalation of the conflict
◦ Both parties attempt to win by:
 Increasing their commitment to their position,
 Increasing the resources they are willing to put up to “win,”
 Increasing their tenacity in holding their ground under
pressure
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Management Competencies / Fall 2012
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Introduction
Five Conflict Management Strategies
1 Contending
◦ Pursue own outcomes, little concern for other’s outcomes
2 Yielding
◦ Show little interest own outcomes, high interest in other’s
outcomes
3 Inaction
◦ Show little interest in own or other’s outcomes
4 Problem solving
◦ Show high concern in own and other’s outcomes
5 Compromising
◦ Show moderate concern own and other’s outcomes
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Management Competencies / Fall 2012
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Introduction
Dual Concerns Model
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Management Competencies / Fall 2012
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Class #25
Section 3
Exercise: The Player
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Management Competencies / Fall 2012
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Conflict Management:
The Player
 Read instructions (15 min)
 Receive roles and form assigned dyads
 Negotiate (20 min)
 Complete and turn in
◦ 1-pink “Settlement Form” – one from each
person and signed

Discussion
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Management Competencies / Fall 2012
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Dyad
Director
Points Producer
1
Bandy, Ryan
Love, Crystal
2
Corbett, Caroline
Knight, Thomas
3
Heggie, Bruce
Abrate, Tomas
4
Lee, Anders
Rees, Tommy
5
Domingo, Daniel
Brown, Sammie
6
Thiessen, Marina
Collins, Matthew
7
Cotter, Patrick
Wildey, Kevin
8
Blakey, Brenna
Eifert, Tyler
9
Kuczora, Maddie
Dyer, Frank
10
Lombard, Christian
Welch, Alex
11
Moore, Alexandria
Cole, Meghan
12
Fox, Dan
Weil, Beatrix
13
Toole, Breezi
Rouser, Colin
TimothyDotzel,
A. Judge
Sarah
Points
Total
Management Competencies / Fall 2012
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The Player
2 issues compatible (participants want
dearly what is easily provided by the
other)
 3 issues distributive (participants’
interests are incompatible)
 6 issues integrative (participants have
different preferences that can be traded
off)

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Management Competencies / Fall 2012
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Compatible Issue
Teen Star
Teen Star
Director
Producer
Shia LaBeouf
500
250
Elijah Wood
400
100
Dakota Fanning
300
0
0
-250
Dylan & Cole Sprouse
Timothy A. Judge
Management Competencies / Fall 2012
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Integrative Issue: Teen Star
Shia LaBeouf=750
250
500
Director
Producer
Dakota Fanning=300
0
Elijah Wood=500
100
400
Sprouse Twins=-250
0
Director
Producer
300
Timothy A. Judge
Director
Producer
Director
Producer
-250
Management Competencies / Fall 2012
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Distributive Issue
Director Bonus
Director Bonus
Director
Producer
0%
NO
4400
1%
-1200
3000
2%
-750
2000
5%
-500
1000
7%
500
-500
10%
2100
-1800
12%
3000
-5000
15%
4100
NO
Timothy A. Judge
Management Competencies / Fall 2012
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Distributive Issue
Director Bonus
6000
4100
4000
4400
3000
2100
3000
2000
2000
0
-1200
-750
500
1000
-500
Director
Producer
-500
-2000
-1800
-4000
-6000
NO
0%
Timothy A. Judge
1%
2%
5%
7%
10%
-5000
NO
12%
15%
Management Competencies / Fall 2012
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Integrative Issue
Editorial Control
Editorial Control
Director
Producer
NA has no say in
editing
2000
-450
NA has very limited
editorial rights
100
550
NA shares equally in
editing control
-250
1225
NA gets unilateral
control
-500
1550
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Management Competencies / Fall 2012
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NA No Say=1550
-450
Integrative Issue
2000
1225
Timothy A. Judge
100
Director
Producer
Director
Producer
550
NA Shares=975
-250
NA Limited=650
Director
Producer
NA Controls=1050
-500
1550
Director
Producer
Management Competencies / Fall 2012
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Conflict Management:
The Player-Discussion Questions

Score your performance on two dimensions
◦ Distributive performance: Your individual points
◦ Integrative performance: Combined dyad points
Are both important? Why?
 Was a more integrative agreement possible?

◦
◦
◦
◦
Did you discover compatible issues? Why/why not?
Did anyone bluff? Did you share information?
Did you negotiate using packages?
Did you set an aspiration point? Was it helpful?
Timothy A. Judge
Management Competencies / Fall 2012
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Distributive Bargaining
Avoid reputation as distributive bargainer
Percent of remarks
25
18
20
15
10
11
20
14
No reputation
12.5
9
5
Distributive
reputation
0
Procedural
remarks
Specific
information
provided
How negotiation
should proceed
Discuss interests,
Priorities, preferences
Source:Tinsley, O’Connor, & Sullivan, 2002
Timothy A. Judge
Relationship
building
Mention mutual
concerns, show
empathy
Management Competencies / Fall 2012
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Distributive v. Integrative
Skills/strategies for distributive bargaining
are not the same as integrative
 Reasons why integrative more valuable

◦ Everyone wins, achieving better moral and
practical long-term outcomes
◦ If you start distributive, you never get to
integrative
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Management Competencies / Fall 2012
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Conflict Management
Some conflicts are not task-based, but
instead interpersonal
 How to handle/resolve?

◦ Avoid generalizations
◦ Express interests not positions
◦ Empathic concern (try very hard to see it
from the other’s point of view)
◦ Reaffirm bonds
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Management Competencies / Fall 2012
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Next class (Wednesday, Nov. 28)
◦ Graded conflict management exercise
 YOURPOINTS  TOTALPOINT S 
GRADE  

2


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Management Competencies / Fall 2012
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Next Exercise
Graded conflict management exercise is
very much like the practice exercise
 How to do well

◦ There is both creating value and claiming
value—focus on creating first
◦ Identify commonalities/shared interests
◦ Stay focused on issues
◦ Claiming is a part of resolving divergent
interests
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Management Competencies / Fall 2012
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Class #25
Section 4
Class Matters
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Management Competencies / Fall 2012
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Next class (Wednesday, Nov. 28)

Me
◦ Practice Negotiation Exercise feedback
◦ Graded Negotiation Exercise preparation

You
◦ Work on your Reflection Paper (hint:
source your readings summaries!) due
December 3
◦ Turn in readings summary (Covey p. 261-284)
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Management Competencies / Fall 2012
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Upcoming graded activities/items due





Personal Development Plan update for extra
credit
Readings summaries, journal, final in-class essay
December 3: Graded Negotiation Exercise
December 5: Review, overview, preparation for
Final In Class Essay
December 12: Final In Class Essay
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Management Competencies / Fall 2012
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